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    Project Financing: Asset-Based Financial Engineering
    Project Financing: Asset-Based Financial Engineering
    Project Financing: Asset-Based Financial Engineering
    Ebook900 pages10 hours

    Project Financing: Asset-Based Financial Engineering

    By John D. Finnerty

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    About this ebook

    A timely update to one of the most well-received books on project financing

    As an effective alternative to conventional direct financing, project financing has become one of the hottest topics in corporate finance. It's being used more and more frequently—and more successfully—on a wide variety of high-profile corporate projects, and has long been used to fund large-scale natural resource projects. But the challenges of successful project financing are immense, and the requirements of the process can easily be misunderstood. That's why John Finnerty has returned with the Third Edition of Project Financing.

    Drawing on his vast experience in the field, Finnerty takes you through the process step by step. Using updated examples and case studies that illustrate how to apply the analytical techniques described in the book, he covers the rationale for project financing, how to prepare the financial plan, assess the risks, design the financing mix, raise the funds, and much more.

    • Includes completely new chapters that cover the financing of sustainable projects as well as Sharia-compliant (Islamic) project financing
    • New material has been added to the discussion of financial modeling and international debt financing
    • Explores today's most innovative financing techniques and analyzes the shortcomings of unsuccessful project financing attempts

    Whether you're a corporate finance professional, project planner, or private investor, Project Financing, Third Edition demystifies the complexities of project financing and provides an invaluable guide for anyone who wants to master innovation in corporate finance today.

    LanguageEnglish
    PublisherWiley
    Release dateApr 16, 2013
    ISBN9781118417591
    Project Financing: Asset-Based Financial Engineering

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      Book preview

      Project Financing - John D. Finnerty

      Preface

      Project finance has intrigued me ever since I was introduced to it as an associate at Morgan Stanley & Co. My experience in project finance, both as an investment banker and as a professor of finance at Fordham University, has firmly convinced me of its usefulness, especially in enabling the emerging economies to unlock the value of their natural resources and build the infrastructure they need to move forward.

      Project financing is a well-established technique for large capital intensive projects. Its origins can be traced to the thirteenth century when the English Crown negotiated a loan from the Frescobaldi, one of the leading merchant bankers of the period, to develop the Devon silver mines. They crafted a loan arrangement much like what we would call a production payment loan today.

      A great variety of investments have since been project financed, including pipelines, refineries, electric power generating facilities, hydroelectric projects, dock facilities, mines, mineral processing facilities, toll roads, and many others. Indeed project finance experienced a resurgence in the 1980s when it was used frequently to finance cogeneration and other forms of power production. It grew in the 1990s as a means of financing projects designed to help meet the enormous infrastructure needs that exist in the developed countries and especially in the emerging markets.

      I wrote the first edition of this book with both practitioners and students of finance in mind. For practitioners, project financing can provide a cost-effective means of raising funds. Sponsors should carefully consider using it whenever a project is capable of standing on its own as a separate economic entity. In this book, I describe the types of capital investments for which project financing is suitable and explain how to engineer the financing arrangements that support it. Because of project financing's enormous practical value, students of finance would be wise to learn about it so they can include it in their financing skill set.

      The audience for this book includes:

      Financial managers who are responsible for arranging financing for their companies' projects.

      Government officials who are wondering how to finance their wish lists of infrastructure projects.

      Investment bankers and commercial bankers who assist companies in raising funds for large capital intensive projects.

      Accountants, consultants, lawyers, and other professionals who work in the corporate finance area and wish to keep up-to-date.

      Investors who are considering committing funds to limited-purpose companies or to mutual funds that have been set up to invest in infrastructure projects in the emerging markets.

      MBA students and executive MBA students studying corporate finance.

      Students of finance who wish to be fully knowledgeable concerning the techniques modern financiers are using to finance large-scale projects.

      The first two chapters describe project financing and the circumstances in which it is most likely to be advantageous. Project financing involves financing projects on a stand-alone basis, so particular attention must be paid to who bears the risks and who reaps the rewards. Chapter 3 discusses what is special about large projects, and Chapter 4 describes the role that financial institutions play in getting large projects financed. Chapter 5 explains how to identify the various risks associated with a project. Chapter 6, which is new in this edition, discusses socially responsible project financing, and in particular, its application to renewable energy projects. Chapter 7 describes how to craft contractual arrangements to allocate project risks and the project's economic rewards among the interested parties. Chapter 8 discusses the legal, tax, and other issues that must be considered when selecting the legal structure for a project.

      Chapters 9 through 12 deal with financial issues: preparing a financing plan, performing discounted cash flow analysis, using the techniques of discounted cash flow analysis to evaluate a project's profitability, and using real-options analysis to evaluate large projects. Chapter 12 provides analytical tools that are increasingly useful in capital budgeting. Chapter 13 describes the sources of the funds to invest in a project. Chapter 14 explains how to manage project risks and describes a variety of derivative instruments that are useful for managing interest rate, commodity price, exchange rate, and credit risks. Chapter 15, which is new in this edition, discusses Sharia-compliant project financing, which is an increasingly important application that holds great promise. The chapter explains how to design the project financing arrangements to comply with Islamic law. Chapter 16 reviews the issues a host government faces when private entities will finance the project. This material is particularly relevant to infrastructure projects in emerging markets because the capital requirements are often well beyond the capacity of the local government to meet them on its own.

      Chapters 17 through 20 contain case studies that illustrate how the concepts discussed in the earlier chapters have been put into practice in four prominent projects. These examples richly illustrate the application of the concepts developed in the previous chapters. Finally, Chapter 21 provides some concluding thoughts on the direction in which project financing seems to be headed.

      The two new chapters in this edition, Chapters 6 and 15, bear special mention. Renewable energy generates about 19 percent of the world's electricity. Its importance is increasing as world concern grows over the potentially high environmental cost of mining fossil fuels. As a result of the potential harm that can result from the misuse of project financing and also in recognition of the value of project finance as a mechanism for promoting responsible international economic development, the international project lending community has developed standards designed to ensure that projects are carried out in an environmentally and socially responsible manner. Chapter 6 describes the IFC Performance Standards and the Equator Principles, which are designed to promote only those projects that commit to follow acceptable environmental and social risk management practices. The chapter illustrates their application to a renewable energy project in Chile.

      Muslims, or followers of Islam, comprise more than one quarter of the world's population, and Muslim countries produce more than 10 percent of the world's gross domestic product. Moreover, Islamic finance is especially well-suited to project financing because it is structured around physical assets. Chapter 15 explains how the basic Sharia principles affect Islamic financing transactions and financial instruments, describes the main Sharia-compliant debt and equity transaction structures, and discusses the application of Sharia-compliant Islamic financing to project finance. The chapter explains how Sharia-compliant financing can be tailored to finance large projects in Islamic regions of the world where this form of financing must conform to strict religious principles. Project finance engineers need to be aware of the special conventions and restrictions that apply in Islamic finance in order to be in a position to tap this source of funding for their projects because Islamic project finance will play an increasingly important role in furthering the economic development of these countries.

      John D. Finnerty

      New York, New York

      March 2013

      Acknowledgments

      I would like to express my gratitude to those who helped me with the preparation of this book. Thanks to my former colleagues at Morgan Stanley & Co., Lazard Frères & Co., and Houlihan Lokey Howard & Zukin for many informative discussions concerning project finance and about what really makes it work. I am also grateful for the insights I have gained through numerous discussions with Zoltan Merszei, former President of Thyssen Henschel America and former Chairman, President, and CEO of Dow Chemical Company, concerning the application of project financing to infrastructure investment, such as high-speed rail projects.

      Special thanks go to Myles C. Thompson and Jacque Urinyi at John Wiley & Sons for their work on the first edition; Bill Falloon and Laura Walsh for their terrific assistance on the second edition; Tiffany Charbonier for her expert guidance and support on third edition; and Mary Daniello for guiding the third edition through the production process.

      I am very grateful to Lawrence A. Darby, III, Esq., Sean J. Griffith, Esq., Stephen B. Land, Esq., Hal Moore, Esq., and Omar T. Mohammedi, Esq., for insightful discussions regarding project finance and the legal and tax considerations involved. Larry is an experienced hand at project finance and provided many helpful suggestions, Sean and Hal are valued colleagues at Fordham University, Steve made sure I got the tax discussion right in the first edition, and Omar furnished helpful guidance concerning Sharia-compliant project financing, which I put to good use in writing Chapter 15. Albert Gavalis of Graf Repetti & Co., and Paul Bocitner of Fordham University reviewed the tax discussion in Chapter 8 of the second edition and provided helpful suggestions. Jim Arata of RSM McGladrey made several useful suggestions regarding the tax discussion in the third edition. Martin Kehoe and Chad Soares furnished several helpful suggestions for improving the accounting discussion in Chapter 8. Art Simonson, Diane Vazza, and Kate Medernach of Standard & Poor's were very helpful in providing a wealth of project credit and financing data. Matthew Rutter and Stephen Chung of Thomson Financial provided access to PFI's superb project data base. Special thanks to Matthew Wicker, my colleague at Finnerty Economic Consulting, LLC, who provided critically important research assistance throughout the revision process.

      I would like to thank Jennie R. Tricomi and Roman Asudulayez for research assistance. Jennie wrote a paper entitled, Project Finance and International Regulations: Assuring the Environmentally Friendly Development of Foreign Infrastructure for my Spring 2011 Global Capital Markets class at Fordham Law School, which I drew on in writing Chapter 6 for this edition. Roman wrote a paper entitled, Insuring Political Risk: On the Occasions, Uses, and Future of Political Risk Insurance, as Provided by Both the Public and Private Institutions for my Spring 2012 Global Capital Markets class at Fordham Law School, which I drew on in revising Chapter 13 for this edition.

      Finally, thanks to my wife, Louise, and my son, Will, for their patience and understanding while I took time away from our family to write. I hope that they are pleased with the book.

      J. D. F.

      Chapter 1

      What is Project Financing?

      Project financing can be arranged when a particular facility or a related set of assets is capable of functioning profitably as an independent economic unit. The sponsor(s) of such a unit may find it advantageous to form a new legal entity to construct, own, and operate the project. If sufficient profit is predicted, the project company can finance construction of the project on a project basis, which involves the issuance of equity securities (generally to the sponsors of the project) and of debt securities that are designed to be self-liquidating from the revenues derived from project operations.

      Although project financings have certain common features, financing on a project basis necessarily involves tailoring the financing package to the circumstances of a particular project. Expert financial engineering is often just as critical to the success of a large project as are the traditional forms of engineering.

      Project financing is a well-established financing technique. Thomson Financial's Project Finance International database lists 4,360 projects that have been undertaken since 2002. About 10 percent of these are large projects costing $1 billion or more. Looking forward, the United States and many other countries face enormous infrastructure financing requirements. Project financing is a technique that could be applied to many of these projects.

      What is Project Financing?

      Project financing may be defined as the raising of funds on a limited-recourse or nonrecourse basis to finance an economically separable capital investment project in which the providers of the funds look primarily to the cash flow from the project as the source of funds to service their loans and provide the return of and a return on their equity invested in the project.¹ The terms of the debt and equity securities are tailored to the cash flow characteristics of the project. For their security, the project debt securities depend mainly on the profitability of the project and on the collateral value of the project's assets. Assets that have been financed on a project basis include pipelines, refineries, electric generating facilities, hydroelectric projects, dock facilities, mines, toll roads, and mineral processing facilities.

      Project financings typically include the following basic features:

      1. An agreement by financially responsible parties to complete the project and, toward that end, to make available to the project the funds necessary to achieve completion.

      2. An agreement by financially responsible parties (typically taking the form of a contract for the purchase of project output) that, when project completion occurs and operations commence, the project will generate sufficient cash flow to enable it to meet all its operating expenses and debt service requirements under all reasonably foreseeable circumstances.

      3. Assurances by financially responsible parties that, in the event a disruption in operation occurs and funds are required to restore the project to operating condition, the necessary funds will be made available through insurance recoveries, advances against future deliveries, or some other means.

      Project financing should be distinguished from conventional direct financing, or what may be termed financing on a firm's general credit. In connection with a conventional direct financing, lenders to the firm look to the firm's entire asset portfolio to generate the cash flow to service their loans. The assets and their financing are integrated into the firm's asset and liability portfolios. Often, such loans are not secured by any pledge of collateral. The critical distinguishing feature of a project financing is that the project is a distinct legal entity; project assets, project-related contracts, and project cash flow are segregated to a substantial degree from the sponsoring entity. The financing structure is designed to allocate financial returns and risks more efficiently than a conventional financing structure. In a project financing, the sponsors provide, at most, limited recourse to cash flows from their other assets that are not part of the project. Also, they typically pledge the project assets, but none of their other assets, to secure the project loans.

      The term project financing is widely misused and perhaps even more widely misunderstood. To clarify the definition, it is important to appreciate what the term does not mean. Project financing is not a means of raising funds to finance a project that is so weak economically that it may not be able to service its debt or provide an acceptable rate of return to equity investors. In other words, it is not a means of financing a project that cannot be financed on a conventional basis. A project financing requires careful financial engineering to allocate the risks and rewards among the involved parties in a manner that is mutually acceptable. Figure 1.1 illustrates the basic elements in a capital investment that is financed on a project basis.

      Figure 1.1 The Basic Elements of a Project Financing

      At the center is a discrete asset, a separate facility, or a related set of assets that has a specific purpose. Often, this purpose is related to raw materials acquisition, production, processing, or delivery. More recently, this asset is a power-generating station, toll road, or some other item of infrastructure. Many projects involve the modernization or upgrade of an existing facility, or a brownfield project, rather than the construction of a brand new facility, or greenfield project.

      As already noted, this facility or group of assets must be capable of standing alone as an independent economic unit. The operations, supported by a variety of contractual arrangements, must be organized so that the project has the unquestioned ability to generate sufficient cash flow to repay its debts.

      A project must include all the facilities that are necessary to constitute an economically independent, viable operating entity. For example, a project cannot be an integral part of another facility. If the project will rely on any assets owned by others for any stage in its operating cycle, the project's unconditional access to these facilities must be contractually assured at all times, regardless of events.

      Project financing can be beneficial to a company with a proposed project when (1) the project's output would be in such strong demand that purchasers would be willing to enter into long-term purchase contracts and (2) the contracts would have strong enough provisions that banks would be willing to advance funds to finance construction on the basis of the contracts. Project financing can be beneficial to lenders when it reduces the risk of project failure, leads to tighter covenant packages, or facilitates a lower cost of resolving financial distress.

      For example, project financing can be advantageous to a developing country when it has a valuable resource deposit, other responsible parties would like to develop the deposit, and the host country lacks the financial resources to proceed with the project on its own.

      A Historical Perspective

      Project financing is not a new financing technique. Venture-by-venture financing of finite-life projects has a long history; it was, in fact, the rule in commerce until the seventeenth century. For example, in 1299—more than 700 years ago—the English Crown negotiated a loan from the Frescobaldi (a leading Italian merchant bank of that period) to develop the Devon silver mines.² The loan contract provided that the lender would be entitled to control the operation of the mines for one year. The lender could take as much unrefined ore as it could extract during that year, but it had to pay all costs of operating the mines. There was no provision for interest.³ The English Crown did not provide any guarantees (nor did anyone else) concerning the quantity or quality of silver that could be extracted during that period. Such a loan arrangement was a forebearer of what is known today as a production payment loan.⁴

      Recent Uses of Project Financing

      Project financing has long been used to fund large-scale natural resource projects. (Appendix B provides thumbnail sketches of several noteworthy project financings, including a variety of natural resource projects.) One of the more notable of these projects is the Trans-Alaska Pipeline System (TAPS) Project, which was developed between 1969 and 1977. TAPS was a joint venture of eight of the world's largest oil companies. It involved the construction of an 800-mile pipeline, at a cost of $7.7 billion, to transport crude oil and natural gas liquids from the North Slope of Alaska to the port of Valdez in southern Alaska. TAPS involved a greater capital commitment than all the other pipelines previously built in the continental United States combined. Phillips, Groth, and Richards (1979) describe Sohio's experience in arranging financing to cover its share of the capital cost of TAPS.

      More recently, in 1988, five major oil and gas companies formed Hibernia Oil Field Partners to develop a major oil field off the coast of Newfoundland. The projected capital cost was originally $4.1 billion. Production of 110,000 barrels of oil per day was initially projected to start in 1995. Production commenced in 1997 and increased to 220,000 barrels per day in 2003. Production is expected to last between 16 and 20 years. The Hibernia Oil Field Project is a good example of public sector–private sector cooperation to finance a large project. (Public–private partnerships are discussed in Chapter 16.)

      The Impact of PURPA

      Project financing in the United States was given a boost in 1978 with passage of the Public Utility Regulatory Policy Act (PURPA). Under PURPA, local electric utility companies are required to purchase all the electric output of qualified independent power producers under long-term contracts. The purchase price for the electricity must equal the electric utility's avoided cost—that is, its marginal cost—of generating electricity. This provision of PURPA established a foundation for long-term contractual obligations sufficiently strong to support nonrecourse project financing to fund construction costs. The growth of the independent power industry in the United States can be attributed directly to passage of PURPA. For example, roughly half of all power production that came into commercial operation during 1990 came from projects developed under the PURPA regulations.

      Innovations in Project Financing

      Project financing for manufacturing facilities is another area in which project financing has recently begun to develop. In 1988, General Electric Capital Corporation (GECC) announced that it would expand its project finance group to specialize in financing the construction and operation of industrial facilities. It initiated this effort by providing $105 million of limited-recourse project financing for Bev-Pak Inc. to build a beverage container plant in Monticello, Indiana.⁵ The plant was owned independently; no beverage producers held ownership stakes. Upon completion, the plant had two state-of-the-art production lines with a combined capacity of 3,200 steel beverage cans per minute. A third production line, added in October 1989, expanded Bev-Pak's capacity to 2 billion cans per year. This output represented about 40 percent of the total steel beverage can output in the United States. Bev-Pak arranged contracts with Coca-Cola and PepsiCo to supply as much as 20 percent of their can requirements. It also arranged a contract with Miller Brewing Company. Bev-Pak enjoyed a competitive advantage: Its state-of-the-art automation enabled it to sell its tin-plated steel cans at a lower price than aluminum cans.⁶ Moreover, to reduce its economic risk, Bev-Pak retained the flexibility to switch to aluminum can production if the price of aluminum cans were to drop.

      Financing a large, highly automated plant involves uncertainty about whether the plant will be able to operate at full capacity. Independent ownership enables the plant to enter into arm's-length agreements to supply competing beverage makers. It thus diversifies its operating risk; it is not dependent on any single brand's success. Moreover, because of economies of scale, entering into a long-term purchase agreement for a portion of the output from a large-scale plant is more cost effective than building a smaller plant in house. Finally, long-term contracts with creditworthy entities furnish the credit strength that supports project financing.

      Infrastructure is another area ripe for innovation. Chapter 16 discusses the formation of public–private partnerships to finance generating stations, transportation facilities, and other infrastructure projects. Governments and multilateral agencies have recognized the need to attract private financing for such projects (see Chrisney, 1995; Ferreira, 1995). Chapter 18 describes how private financing was arranged for two toll roads in Mexico. In the past, projects of this type have been financed by the public sector.

      Requirements for Project Financing

      A project has no operating history at the time of the initial debt financing. Consequently, its creditworthiness depends on the project's anticipated profitability and on the indirect credit support provided by third parties through various contractual arrangements. As a result, lenders require assurances that (1) the project will be placed into service, and (2) once operations begin, the project will constitute an economically viable undertaking. The availability of funds to a project will depend on the sponsor's ability to convince providers of funds that the project is technically feasible and economically viable.

      Technical Feasibility

      Lenders must be satisfied that the technological processes to be used in the project are feasible for commercial application on the scale contemplated. In brief, providers of funds need assurance that the project will generate output at its design capacity. The technical feasibility of conventional facilities, such as pipelines and electric power generating plants, is generally accepted. But technical feasibility has been a significant concern in such projects as Arctic pipelines, large-scale natural gas liquefaction and transportation facilities, and coal gasification plants. Lenders generally require verifying opinions from independent engineering consultants, particularly if the project will involve unproven technology, unusual environmental conditions, or very large scale.

      Economic Viability

      The ability of a project to operate successfully and generate adequate cash flow is of paramount concern to prospective lenders. These providers of funds must be satisfied that the project will generate sufficient cash flow to service project debt and pay an acceptable rate of return to equity investors. There must be a clear, long-term need for the project's output, and the project must be able to deliver its products (or services) to the marketplace profitably. Therefore, the project must be able to produce at a cost-to-market price that will generate funds sufficient to cover all operating costs and debt service while still providing an acceptable return on the equity invested in the project. Project economics must be sufficiently robust to keep the project profitable in the face of adverse developments, such as escalation in construction cost; delays in construction or in the start-up of operations; increases in interest rates; or fluctuations in production levels, prices, and operating costs.

      Availability of Raw Materials and Capable Management

      Natural resources, raw materials, and the other factors of production that are required for successful operation must be available in the quantities needed for the project to operate at its design capacity over its entire life. To satisfy lenders, (1) the quantities of raw materials dedicated to the project must enable it to produce and sell an amount of output that ensures servicing of the project debt in a timely manner; (2) unless the project entity directly owns its raw materials supply, adequate supplies of these inputs must be dedicated to the project under long-term contracts; and (3) the term of the contracts with suppliers cannot be shorter than the term of the project debt. The useful economic life of a project is often constrained by the quantity of natural resources available to it. For example, the economic life of a pipeline serving a single oil field cannot exceed the economic life of the field, regardless of the physical life of the pipeline.

      The project entity must have capable and experienced management. Many project sponsors enter into management contracts with engineering firms to ensure that skilled operating personnel are available. The sponsors of the Indiantown Cogeneration Project, discussed in Chapter 17, negotiated a management services agreement with an experienced operator of electric power generating plants.

      Appropriateness of Project Financing

      The ideal candidates for project financing are capital investment projects that (1) are capable of functioning as independent economic units, (2) can be completed without undue uncertainty, and (3) when completed, will be worth demonstrably more than they cost to complete.

      In determining whether project financing might be an appropriate method of raising funds for a particular project, at least five factors should be considered:

      1. The credit requirements of the lenders in light of both the expected profitability of the project and the indirect credit support to be provided by third parties.

      2. The tax implications of the proposed allocation of the project tax benefits among the parties involved.

      3. The impact of the project on the covenants contained in the agreements governing the sponsors' existing debt obligations.

      4. The legal or regulatory requirements the project must satisfy.

      5. The accounting treatment of project liabilities and contractual agreements.

      These factors are discussed later in the book.

      Risk Sharing

      Often, the risks associated with a project are so great that it would not be prudent for a single party to bear them alone. Project financing permits the sharing of operating and financial risks among the various interested parties, and it does so in a more flexible manner than financing on the sponsors' general credit. Risk sharing is advantageous when economic, technical, environmental, or regulatory risks are of such magnitude that it would be impractical or imprudent for a single party to undertake them. A financing structure that facilitates multiple ownership and risk sharing is particularly attractive for projects such as electric power generating plants, where significant economies of scale are possible and the project will provide benefits to several parties.

      Chapter 5 discusses the various risks involved in a project financing. Chapter 7 explains how contractual arrangements can be designed to allocate those risks among the parties involved with the project.

      Expansion of the Sponsors' Debt Capacity

      Financing on a project basis can expand the debt capacity of the project sponsors. First, it is usually possible to structure a project so that the project debt is not a direct obligation of the sponsors and does not appear on the face of the sponsors' balance sheets. (Footnote disclosure may be required if a sponsor's project-related debt obligations are material in relation to its overall financial position.) In addition, the sponsors' contractual obligations with respect to the project may not come within the definition of indebtedness for the purpose of debt limitations contained in the sponsors' bond indentures or note agreements.

      Second, because of the contractual arrangements that provide credit support for project borrowings, the project company can usually achieve significantly higher financial leverage than the sponsor would feel comfortable with if it financed the project entirely on its own balance sheet. Data concerning project leverage provided in Chapter 3 indicates that the initial leverage ratio is substantially greater than the typical corporate leverage ratio. The amount of leverage a project can achieve depends on the project's profitability, the nature and magnitude of project risks, the strength of the project's security arrangements, and the creditworthiness of the parties committed under those security arrangements.

      An Example

      A hypothetical cogeneration project (hereafter referred to as the Cogeneration Project) can be used to illustrate the basic elements of a project financing. In recent years, project financing has been used to finance many power generation facilities. Data provided in Chapter 3 indicates that the power sector accounts for the largest number of projects of any industry sector and is second only to the oil and gas sector for the largest total dollar value of projects since 2002. Such leading companies as Boise Cascade, DuPont, Exxon Mobil, and Southern California Edison have been involved in cogeneration projects.

      Cogeneration involves the production of steam, which is used sequentially to generate electricity and to provide heat. In this sense, the two forms of energy, electricity and heat, are cogenerated. The owners of the cogeneration facility may use some of the electricity themselves; they can sell the rest to the local electric utility company. The leftover heat from the steam has a number of possible commercial uses, such as process steam for a chemical plant, for enhanced oil recovery, or for heating buildings. The Indiantown Cogeneration Project, discussed in Chapter 17, sells its leftover steam to a wholesale citrus juice processor.

      As noted earlier, passage of PURPA gave cogeneration a boost. PURPA requires regulated electric utility companies to purchase the electric power produced by qualified independent power producers, which include cogeneration facilities. It also requires the electric utility companies to supply backup electricity to the cogeneration facilities (e.g., during periods when the cogeneration facilities are closed for maintenance) at nondiscriminatory prices (see Chen, Kensinger, and Martin, 1989). PURPA also exempts a qualified cogeneration project from rate-of-return regulation as a public utility,⁷ thereby enabling sponsors of cogeneration facilities to benefit from the cost savings that cogeneration achieves. The profitability of these projects and the valuable credit support provided by the contractual arrangements with local electric utility companies have made it possible to finance many of these cogeneration projects independently, regardless of their sponsors' creditworthiness.

      The Project

      Engineering Firm has proposed to Chemical Company that it design and build a Cogeneration Project at Chemical Company's plant in New Jersey.

      The Project Sponsor

      Engineering Firm has considerable experience in designing and managing the construction of energy facilities. The market for engineering services is very competitive. Engineering Firm has found that its willingness to make an equity investment, to assist in arranging the balance of the financing, and to assume some of the responsibility for operating the project following completion of construction, can enhance its chances of winning the mandate to design and oversee construction of a cogeneration project. Nevertheless, Engineering Firm's basic business is engineering, and its capital resources are limited. Accordingly, it is anxious to keep its investments small, and it is unwilling to accept any credit exposure. However, it is willing to commit to construction of the facility under a fixed-price turnkey contract, which would be backed up by a performance bond to ensure completion according to specifications.

      The Industrial User

      Chemical Company's plant began commercial operation in 1954. Two aged, gas-fired steam boilers produce the process steam used in the chemical manufacturing process at the plant. Local Utility currently supplies the plant's electricity.

      Engineering Firm has suggested building a Cogeneration Project to replace the two boilers. The new facility would consist of new gas-fired boilers and turbine-generator equipment to produce electricity. The Cogeneration Project would use the steam produced by the gas-fired boilers to generate electricity. It would sell to Local Utility whatever electricity the plant did not need. It would sell all the waste steam to Chemical Company for use as process steam and would charge a price significantly below Chemical Company's current cost of producing process steam at the plant.

      Chemical Company is willing to enter into a steam purchase agreement. But it will not agree to a term exceeding 15 years, nor will it invest any of its own funds or take any responsibility for arranging financing for the facility. Chemical Company is insistent that the steam purchase contract must obligate it to purchase only the steam that is actually supplied to its plant.⁸

      The Local Utility

      Local Utility is an investor-owned utility company. It provides both gas and electricity to its customers, including Chemical Company. Local Utility has stated publicly that it is willing to enter into long-term electric power purchase agreements and long-term gas supply agreements with qualified cogenerators. It has also formed an unregulated subsidiary for the express purpose of making equity investments in PURPA-qualified independent power projects. Its regulators have authorized it to make such investments, provided Local Utility owns no more than 50 percent of any single project.

      Local Utility has informed Engineering Firm that it is in support of the Cogeneration Project. It is willing to enter into a 15-year electric power purchase agreement and a 15-year gas supply agreement. Local Utility has committed to accept a provision in the gas supply agreement that would tie the price of gas to the price of electricity: The price of gas will escalate (or de-escalate) annually at the same rate as the price Local Utility pays for electricity from the Cogeneration Project. Local Utility is willing to invest up to 50 percent of the project entity's equity and to serve as the operator of the facility. However, it is not willing to bear any direct responsibility for repaying project debt. Local Utility would include the facility's electricity output in its base load-generating capability. A 15-year inflation-indexed (but otherwise fixed-price) operating contract is acceptable to Local Utility. The contract would specify the operating charges for the first full year of operations. The operating charges would increase thereafter to match changes in the producer price index (PPI). These charges would represent only a relatively small percentage of the Cogeneration Project's total operating costs. Because such facilities are simple to operate, the completed Cogeneration Project will require only a dozen full-time personnel to operate and maintain it.

      Outside Financing Sources

      The balance of the equity and all of the long-term debt for the project will have to be arranged from passive sources, principally institutional equity investors and institutional lenders. The equity funds will have to be invested before the long-term lenders will fund their loans. The passive equity investors will undoubtedly expect Local Utility to invest its equity before they invest their funds. The strength of the electric power purchase and gas supply agreements will determine how much debt the Cogeneration Project will be capable of supporting. The availability of the tax benefits of ownership, as well as the anticipated profitability of the project, will determine how much outside equity can be raised for the project.

      Use of the Example

      In subsequent chapters, I will develop the basic concepts that pertain to project financing. I will then apply them to the Cogeneration Project, which will serve as an ongoing illustration.

      Conclusion

      Project financing involves raising funds on a limited-recourse or nonrecourse basis to finance an economically separable capital investment project by issuing securities (or incurring bank borrowings) designed to be serviced and redeemed exclusively out of project cash flow. The terms of the debt and equity securities are tailored to the characteristics of the project. For their security, the project debt securities depend mainly on the profitability of the project and on the collateral value of the project's assets. Depending on the project's profitability and on the proportion of debt financing desired, additional sources of credit support may be required (as described later in this book). A project financing requires careful financial engineering to achieve a mutually acceptable allocation of the risks and rewards among the various parties involved in a project.

      Chapter 2

      The Rationale for Project Financing

      Several studies have explored the rationale for project financing.¹ These studies have generally analyzed the issue from the following perspective. When a firm is contemplating a capital investment project, three interrelated questions arise:

      1. Should the firm undertake the project as part of its overall asset portfolio and finance the project on its general credit, or should the firm form a separate legal entity to undertake the project?²

      2. What amount of debt should the separate legal entity incur?

      3. How should the debt contract be structured—that is, what degree of recourse to the project sponsors should lenders be permitted?

      Prior Studies' Explanations

      The finance literature on the subject of project financing is still developing. Careful analyses of the true benefits and costs of project financing continue to appear in the literature and enhance our understanding of this very useful financing technique. Shah and Thakor (1987) were among the first to provide a carefully thought-out analysis of the rationale for project financing. They explained why project financing seems most appropriate for very large, high-risk projects. Unfortunately, their analysis was based on only two projects.³ Chen, Kensinger, and Martin (1989) observed that project financing is widely used for medium-size, low-risk projects, such as cogeneration facilities. They documented that project financing had become the dominant method of financing independent electric power generating facilities, including cogeneration projects developed for several Fortune 500 companies. At best, then, Shah and Thakor's theory appears incomplete. Esty (2004) explains the rationale for project financing and provides a variety of statistics that describe this form of financing and distinguish it from conventional corporate financing.

      Mao (1982) noted that in order for a project to secure financing as a separate economic entity, the relationships among the participants must be spelled out in detailed contracts.⁴ Worenklein (1981) addressed the project's requirement for sources of credit support in the form of contracts to purchase output from the project and/or to supply the necessary inputs at controlled cost. The project's sponsors typically do not guarantee repayment of the project's debt, so creditworthy parties must provide credit support through such contractual undertakings. Esty (2004, 2007) provides an interesting overview of project financing and furnishes a set of more than two dozen case studies, which highlight the use of project finance to develop a rich variety of projects in different parts of the world. More recently, several studies have examined public-private partnership financing (Blanc-Brude and Strange, 2007), the emerging market for project bonds (Dailami and Hauswald, 2007), syndicated project bank loans (Kleimeier and Megginson, 2000, and Sufi, 2007), and the pricing of project bank loans (Sorge and Gadanecz, 2008).

      The Need for Contracts

      One theme is clear. Project financing arrangements invariably involve strong contractual relationships among multiple parties. Project financing can only work for those projects that can establish such relationships and maintain them at a tolerable cost. To arrange a project financing, there must be a genuine community of interest among the parties involved in the project. Only if it is in each party's best interest for the project financing to succeed will all parties do everything they can to make sure that it does. For experienced practitioners, the acid test of soundness for a proposed project financing is whether all parties can reasonably expect to benefit under the proposed financing arrangement. To achieve a successful project financing arrangement, therefore, the financial engineer must design a financing structure—and embody that structure in a set of contracts—that will enable each of the parties to gain from the arrangement.

      It seems unlikely that a single theory is capable of fully explaining the rationale for every project financing. Nevertheless, a brief review of the various explanations of the rationale for project financing can provide valuable insights. This review will also serve as a useful backdrop for our discussion of project financing in the remainder of the book.

      The Advantages of Separate Incorporation

      Chemmanur and John (1996) have developed a rationale for project financing based on the benefits of corporate control. In their analysis, a firm's manager/owners derive, from being in control, benefits that they cannot contract away to other security holders. When the firm undertakes multiple projects its organizational structure and its financial structure both affect the owners' ability to remain in control. Control benefits include the owners' discretion to reinvest free cash flow in projects of their own choosing, their ability to pay themselves high salaries and perquisites, and their freedom to make other corporate decisions that might benefit their self-interest at the expense of lenders or shareholders. Chemmanur and John's model of the interrelationships among corporate ownership structure, organizational structure, and financial structure leads to interesting implications concerning (1) conditions under which it is optimal to incorporate a project as a separate legal entity; (2) the optimal amount of debt financing for a project, how to structure the debt contract (i.e., straight debt or limited-recourse debt), and how to allocate debt across a portfolio of projects; and (3) conditions under which limited-recourse project financing is the optimal financing technique for a project.

      Special Form of Organization

      Choosing project financing over conventional direct financing involves choosing an organizational form that differs from the traditional corporation in two fundamental respects:

      1. The project has a finite life. Therefore, so does the legal entity that owns it. That entity's identity is defined by the project. In contrast, a traditional corporation does not have a limited life.

      2. The project entity distributes the cash flows from the project directly to project lenders and to project equity investors. In a traditional corporation, corporate managers can retain the free cash flow from profitable projects and reinvest it in other projects of management's own choosing. In a true project financing, equity investors get the free cash flow and make the reinvestment decision themselves.

      Main Results

      Chemmanur and John's main results can be summarized as follows. First, if management can maintain control of all the projects it has under consideration when they are entirely equity financed, it will not issue any debt. This enables managers to avoid having lenders who will monitor (and restrict) their activities. If management has comparable abilities (relative to potential rivals) in managing all the projects, then forming a single corporation to own all the projects will be the predominating tactic. If, on the other hand, management's relative abilities differ significantly across the projects, then it will be better to incorporate at least some of the projects separately and hire separate management to run them.

      Second, if management cannot retain control of all the projects that are entirely equity-financed (i.e., due to limited internal cash), then it will finance the projects by issuing a combination of debt and equity. If management's relative abilities are comparable across the projects, and the structure of the control benefits is also similar, the projects will be owned by a single corporation and partly financed with corporate debt. If, on the other hand, management's control benefits differ significantly from one project to another (while its relative abilities to manage the projects remain similar), limited-recourse project financing will be optimal. Management will operate all the projects but use limited-recourse financing to limit its liability.

      Third, when a firm must issue debt to maintain control, and management's relative abilities differ significantly across the various projects, it will be optimal to spin off one or more of the separate firms.⁵ Shareholders will benefit if better managers take over a spun-off firm that was poorly managed.

      Fourth, the optimal allocation of limited-recourse project debt across different projects depends on the structure of management's control benefits. In general, a project with smaller control benefits per dollar of total project value will have a higher proportion of debt financing. Managers have less to lose if the higher proportion of debt leads to tighter restrictions on their activities.

      Fifth, when some of the projects are spun off, the optimal debt allocation is also affected by management's relative abilities across projects. Less well-managed firms are less able to support leverage.

      Countering the Underinvestment Problem

      The underinvestment problem arises when a firm has a highly leveraged capital structure. A firm with risky debt outstanding may have an incentive to forgo a capital investment project that would increase its total market value. If the business risk does not change, the firm's shareholders would have to share any increase in total market value with the firm's debtholders. The underinvestment problem involves a bias against low-risk projects. (See Emery, Finnerty, and Stowe, 2011, page 410.)

      The Underinvestment Incentive

      John and John (1991) have developed a model in which outstanding debt gives rise to an underinvestment incentive. They analyze how project financing arrangements can reduce this incentive, and they identify circumstances in which project financing is the optimal financing structure for a project. Their model builds on the prior work of Myers (1977), who argued that outstanding debt tends to distort a firm's capital investment choices. Risky (i.e., not free of default risk) debt can cause corporate managers to pass up positive-net-present-value projects in situations where the projects would operate to the benefit of debtholders but to the detriment of shareholders. For example, suppose that, without the project, the firm could not fully repay its debt under all possible scenarios. However, the project is sufficiently profitable that if the firm undertakes it, the debtholders are assured of being repaid in full. The debtholders would clearly benefit. But the firm's managers will only undertake the project if the firm's shareholders can expect to realize a positive net present value on their equity investment in the project—excluding whatever benefit the debtholders realize. Thus, a project might involve a positive net present value from the standpoint of the firm as a whole (i.e., debtholders and shareholders taken together) but a negative net present value from the narrower perspective of its shareholders. In that case, the firm's managers, who presumably operate the firm for the benefit of its shareholders, would decide not to invest in the project.

      Passing up positive-net-present-value projects is not costless to the shareholders, however. Prospective lenders will demand a higher rate of return for their loans if they find the firm engaging in such behavior. The higher rate of return represents an agency cost. Agency costs arise out of the competing claims of shareholders and debtholders to corporate assets and cash flow. They occur because security holdings in large corporations are widely dispersed, and monitoring tends to be costly and therefore incomplete. For example, lenders can observe the firm's overall investment level but they generally do not have access to full information regarding specific capital investment projects. Project financing can alter that situation by enabling lenders to make their lending decisions on a project-by-project basis.

      How Project Financing Can Counter This Bias

      In John and John's model, each project can be financed separately. All debt is nonrecourse (although the conclusions would be equally valid if the debt were only limited-recourse). The economic interests of debtholders and shareholders become better aligned when financing is accomplished on a project basis. Debt is allocated between the project sponsor and the project entity in a value-maximizing manner. John and John compare project financing to straight debt financing entirely on the sponsor's balance sheet. Project financing increases value (1) by reducing agency costs (the underinvestment incentive is countered) and (2) by increasing the value of interest tax shields. Because more projects are financed, more debt is issued, and therefore more interest tax shields are created. Both factors enhance shareholder value.

      Reallocating Free Cash Flow

      In the traditional corporate form of organization, the board of directors determines how the free cash flow is allocated between distributions to investors and reinvestment. Free cash flow is what is left over after a company has paid all its costs of production, has paid its lenders, and has made any capital expenditures required to keep its production facilities in good working order. Generally, when a corporation decides to invest in a new project, cash flow from the existing portfolio of projects will fund the investment in the new one. Management has the option to roll over the existing portfolio's free cash flow into still newer ventures within the company later on—without necessarily exposing its decisions to the discipline of the capital market.⁶ This discretion gives corporate management considerable power in determining the direction of the corporation. Whether this discretion is misapplied has become an important issue in

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