DealMaker Q&A

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Entrevista con Diego García de La Peña, socio en Auriga


  • Diego García de La Peña

Diego García de La Peña es responsable de Consultoría de Coberturas a fondos de Private Equity, infraestructuras, inmobiliarios, Family Offices y empresas, así como responsable de Asesoramiento de Inversiones Alternativas en Deuda en Auriga. En ambas actividades, el objetivo es proveer soluciones para la estructura de capital de las empresas y ayudar a las mismas, así como a los sponsors a desarrollar sus planes de negocio.

¿En qué tipo de transacciones es más importante contar con asesoramiento en coberturas de tipos de interés y de divisas? 
 

En cuanto a las operaciones de tipos de interés el asesoramiento es importante en financiaciones a largo plazo, en las que el préstamo sea a tipo variable y se va haciendo más importante según se eleva el nivel de apalancamiento de la operación, porque en ese caso un impacto de una subida de tipos de interés puede comprometer la viabilidad del plan de negocio o la capacidad de repago de la deuda de un proyecto. Cualquier LBO de un private equity es susceptible de cobertura porque necesita estabilizar los flujos para que el modelo se ajuste a las expectativas del inversor. En financiaciones de proyecto, que van de 12 a 30 años, es más necesario todavía. En estos casos, el riesgo de tipo de interés es muy grande y las coberturas se emplean en el 99% de las operaciones. En general, los bancos financiadores están más cómodos con una cobertura, de hecho, la suelen pedir. Nosotros ayudamos al sponsor, según su estrategia, a negociar con los bancos para conseguir el porcentaje de cobertura y el plazo adecuado.  

En lo referente a operaciones de tipo de cambio, el asesoramiento es importante en compañías exportadoras, importadoras o con filiales en otros países que corren el riesgo de fluctuaciones de tipo de cambio. Desde Auriga, les asesoramos en los productos que deben contratar para que no les afecten esos riesgos. Para nosotros es una parte fundamental del análisis del Plan de Negocio sobre todo en compañías en las que el servicio de la deuda proviene de ingresos en distintas monedas. 

Además del departamento de asesoramiento en coberturas de tipos de interés y de divisas, desde 2012 contáis con una actividad de asesoramiento corporativo especializado fundamentalmente en deuda alternativa, ¿cómo ha avanzado esta actividad en los últimos años? 

Efectivamente, ofrecemos asesoramiento y soluciones de financiación a compañías en situaciones específicas, ya sea para acometer proyectos nuevos o planes de crecimiento específicos, o para compensar desequilibrios financieros más que operativos. Nuestro cometido es asesorar en todo tipo de operaciones especiales, con un impacto superior en empresas de tamaño pequeño y medio. 

La actividad de asesoramiento corporativo especializado en deuda alternativa que comenzamos en 2012 está creciendo a buen ritmo porque en los últimos años está habiendo un incremento exponencial en el número de operaciones analizadas, así como de compañías que exploran soluciones nuevas. 

La financiación alternativa se va abriendo camino en España, ¿cómo está afrontando el mercado este cambio de tendencia y qué nos espera en los próximos años? 

Estamos convencidos de que la financiación alternativa en España ha venido para quedarse. Lleva varios años en nuestro país y se está consolidando como un actor más e igual de importante que los tradicionales dentro del abanico de opciones que tiene una compañía a la hora de estructurar su financiación. 

Este cambio de tendencia conlleva un proceso de adaptación tanto en condiciones, como en interlocución con los nuevos financiadores pero creo que en los próximos años vamos a ver un mayor nivel de coexistencia de financiadores tradicionales con alternativos, debido al menor nivel de actores por a la concentración experimentada en el sector bancario, así como a la distinta forma de estructuración de las operaciones que hace que puedan convivir ambos grupos perfectamente dentro de una compañía y en una misma operación. 

Recientemente, Marguerite Solar Spain, controlada por la luxemburguesa Fondo Marguerite, ha adquirido el 80% de Planta Solar Opde La Fernandina, la cual ha recibido financiación para su desarrollo. ¿Cuál ha sido vuestro papel en esta transacción? 

En esta transacción hemos participado asesorando al equipo de OPDE y Marguerite en la estructuración de las coberturas de tipos de interés de la financiación recibida, así como en la implementación y contratación de las mismas a nivel financiero, de estrategia, de valoración, documental y de ejecución. 

El sector de las Energías Renovables ha sido uno de los más activos en el último año ¿seguirá esta tendencia en los próximos meses? ¿Hay otros sectores con especial actividad transaccional? 

El sector de las Renovables en España va a ser un ámbito activo durante los próximos meses y diría que en los próximos años, por dos razones fundamentales. La primera es que durante los últimos años hemos asistido a una alta actividad transaccional y de consolidación del sector en el segmento de los activos en operación sujetos a rentabilidad regulada y prevemos que este sector siga consolidándose, por lo que se van a seguir produciendo operaciones en España y las grandes plataformas que se han consolidado están empezando a invertir también fuera de nuestro país. 

La segunda razón es que desde hace unos meses está habiendo una efervescencia en el segmento de activos en desarrollo sujetos a rentabilidad de mercado. Tras el impacto de la regulación de las Energías Renovables de 2013/2014 en España se paró el desarrollo de nuevas instalaciones, pero tras las subastas impulsadas por el gobierno y la optimización de la tecnología se está produciendo una gran dinamización en el desarrollo y construcción de nuevos proyectos. 

En cuanto a los sectores más activos, en los próximos meses habrá una mayor actividad en el ámbito de las empresas relacionadas con el negocio agroalimentario y también en el sector consumo. 

El año 2018 ha estado marcado por un record de inversión de capital riesgo y parece que el sector vive un momento álgido. ¿Qué podemos esperar para 2019? 

Desde nuestra perspectiva, en 2019 se va a mantener el mismo nivel de actividad en cuanto a número de operaciones, debido a los múltiples actores del sector -tanto los que llevan muchos años en el sector como los nuevos que están surgiendo-, así como al dinero disponible para invertir. Asimismo, creo que en los próximos meses el volumen medio por operación se va a reducir y va a haber una mayor actividad en el segmento pequeño-mediano. 

DealMaker Q&A

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TTR Dealmaker Q&A with Garrigues Portugal Partners Susana Pimenta de Sousa and Mário Lino Dias

Garrigues Portugal Partners Susana Pimenta de Sousa and Mário Lino Dias spoke to TTR about what to expect from the Portuguese M&A and Private Equity markets in 2019 and the acquisition of Frutorra by Grefusa, chosen as Deal of the 4Q by TTR.


  • Mário Lino Dias

  • Susana Pimenta de Sousa

How would you assess the performance of the M&A market in Portugal in the first two months of 2019? Is there any scenario or trend that we should be aware for 2019?

The M&A market in Portugal in the first months of 2019 is in line with last year’s performance, although after a cool down period in the European transactions’ market in the second semester of 2018 it is advisable to assume that this “cooling” environment may probably hit the Portuguese market during the course of this year. In any case, it is always difficult to predict what will be its exact impact or if it is due to the relative uncertain environment that Europe is living nowadays.

 

What are the biggest constraints to M&A operations in Portugal today and how does it impact on the attractiveness of companies looking for investment, especially in regulated sectors such as financial, health and infrastructure concessions?

The recurrent main constraints are tax stability, predictability on timings and approvals from public authorities (particularly regulatory ones, when applicable) and uncertainties on future performance of Portuguese markets. In particular on healthcare where we may see some specific interests in Portugal coming from the other side of the Atlantic, the timing for reaction and approvals from the regulatory authority may be crucial to allow an effective investment, but if not expeditious investors will give up and look into other markets in Europe.

 

Regarding the performance of the Private Equity funds in Portugal, how does the Portuguese legislation figure in the face of international models and practices, in a scenario where most of the deals are not large enough to attract the major international Private Equity houses who have minimum tickets of much greater value?

The legal or regulatory framework tend not to be a blockage on the investment in Portugal. The funds have structures set up on different jurisdictions and the assessment made at the Portuguese level is mainly centered on the target legal and economic environment. In our experience the issue raised by the size of the transactions that brings Portugal out of the radar due to minimum ticket levels is balanced by the attractiveness of a less competitive transactional market (with still one to one negotiation available and less competitive bids), price with multiples still below other Southern European countries and ability to find well-managed companies with leading position on specific sectors.

When it comes to foreign investments made in Portuguese companies, Spain remains the country’s biggest investor, especially in the Real Estate and Health sectors. What are the current market conditions that help explain this preference and will it last?

Portugal is almost a natural choice for Spanish investors, as they normally think about building an Iberian strategy for positioning their companies and groups. The geographical proximity is also a factor for the choice, as it will involve fewer resources rather than an investment in other or culturally different jurisdictions. The Spanish economy is still performing very well and the perspectives are good for 2019, although some political uncertainties, so the preference for Portugal will last for sure!

In November 2018, the Spain-based nuts and cereal snacks producer Grefusa acquired 70% of the Portuguese Frutorra from the Fernandes Pimenta family, chosen as Deal of the 4Q by TTR. How did Garrigues land this mandate and what would you highlight in terms of importance and complexity in this deal?

Garrigues has landed the mandate due to the long-standing relationship with Grefusa as client for many years, particularly through our offices in Valencia. Frutorra has a leading position in the dry fruits market in Portugal. Therefore, its acquisition by Grefusa was important not only because it marked the entrance of Grefusa into the Portuguese market but also as an essential factor to meet their growth plans and to reinforce their position in the dry fruits sector. The complexity of the deal was mainly related to the fact that Grefusa was not acquiring 100% of the share capital, and therefore the parties needing to agree on the future terms of their relationship subject to a very short timeframe.

DealMaker Q&A

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TTR DealMaker Q&A with TozziniFreire Partner Francisco Eumene Machado de Oliveira Neto

TozziniFreire Partner Francisco Eumene Machado de Oliveira Neto advises companies and investors, both domestic and foreign, having broad experience with publicly-held organizations and financial institutions. His practice is focused on corporate, civil and commercial legal matters, such as banking and capital markets transactions, private equity deals, purchase and sale of companies and corporate restructuring.


Francisco Eumene Machado de Oliveira Neto

TTR: Though Private Equity deals took center stage in Brazil in 2018, outpacing aggregate value and deal volume of the previous four years, 2019 has not been great so far for PE investment, falling behind activity for corresponding periods in 2017 and 2018.  What market conditions explain this scenario? What can we expect for the remainder of 2019?

After many years governed by the same political party, a new president – from an opposing party – was elected. After the initial excitement, the market is waiting to see the ability and power of the new president to implement the changes the country needs. The lack of visibility on the outcome of the main reforms is probably helping the market to hold off new investments and reducing the number of deals. Depending on the political developments, we can expect equity, debt and private equity deals to increase substantially for the remaining of the year.

TTR: What’s your outlook for the Brazilian Capital Market in 2019?

The outlook for 2019 is positive. Despite the cautiousness of the market at this point, the approval of the social security reform and the implementation of privatizations and sale of certain governmental assets in the following months will likely boost the capital market this year and for the years to come.

TTR: Technology and Financial sectors led M&A transactions in Brazil in 2018 and are already at the forefront in 2019. What do you make of these trends and how do you expect these two sectors to perform in the coming months and why?

Technology sector has led and will lead the number of M&A transactions for the near future. Traditional companies are continuously investing in new technologies and adapting its business model to this new reality and new ones are already being created heavily supported by technology, which makes an excellent scenario for M&A transactions.

The financial sector has seen some large transactions in the past years and smaller ones mostly related to fintechs. The fintechs are opening the market to a larger number of investors by creating a new environment for doing business. The Brazilian Central Bank also took part and enacted a new law to regulate some of these new companies. It is expected that many of these fintechs will continue their growth by raising more capital, developing new products and acquiring smaller ones. The large banks are also very close to these developments and are likely to play an important role on this market.

TTR: Santander Brasil recently completed the acquisition of card processor Getnet after buying the 11.5% stake in the company it didn’t already own for BRL 1.4 bn. What does this deal tell us about the Brazilian financial market and the level of competition in the card processing segment?

Santander’s acquisition consolidated the full control over Getnet. It was part of a process initiated in 2014. The card processing segment has shown its importance and the competition is fierce. More recently, companies not related to financial institutions have entered the market with successful equity offerings carried out outside of Brazil.

TTR: What were the main challenges you faced advising on this transaction?

Even though the exit of the former controlling shareholders was established since Santander’s first acquisition, the confidentiality of the transaction was crucial during the negotiations of the remaining pending issues. 

DealMaker Q&A

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Entrevista con Ínigo del Val, socio en Allen & Overy España.

Ínigo del Val, socio en Allen & Overy España

TTR – ¿Cómo definiría usted la actividad del mercado de M&A español una vez finalizado el año? ¿Cuáles considera que son los principales factores explicativos de los resultados obtenidos?

Creo que no digo nada que no se haya dicho al señalar que ha sido un año estupendo. Los motivos son conocidos por todos: fondos disponibles en los industriales y los inversores, disponibilidad de deuda a precios razonables y apetito inversor. A pesar de haber existido incertidumbres macro-políticas y económicas los factores antes mencionados han marcado el nivel de operaciones de M&A. por otro lado el tejido industrial español ha dado muestras de fortaleza y haber hecho las cosas bien después de la crisis, creo que el país ha sabido vender confianza.

TTR – Según los datos de TTR, de las 2.454 operaciones registradas en España durante el año 2018, 1.336 son domésticas, con un importe agregado de EUR 8.799m, y 1.118 son crossborder, con un importe agregado de EUR 107.113m. Estos datos pueden entenderse como una fortaleza, en la medida en que pueden verse como un indicador de la elevada interacción internacional de las empresas españolas, o como una debilidad, en la medida en que los datos del mercado doméstico podrían considerarse no demasiado elevados. ¿Cuál es su opinión?

Es un dato natural y no sorprendente. Somos una economía fuerte pero no enorme y nuestras empresas están ahora mucho más internacionalizadas que antes. Es difícil ver operaciones inlcuso de “mid-market” sin componente internacional; esto es bueno. Somos un país receptor de inversión y esto también es bueno.


TTR – Como experto en el segmento Private Equity, ¿considera usted que las cifras registradas en 2018 son positivas? ¿Por qué?

Lo son, indudablemente. La competencia por buenos activos es feroz, la subasta en operaciones incluso de tamaño moderado es la norma y se ven pocas operaciones bilaterales salvo que tengas ángulos especiales. El sector está sano, hemos vivido épocas malas y todos somos más precavidos pero por ese mismo motivo creo que estamos mejor preparados para un cambio de ciclo.


TTR – Varias firmas de Private Equity internacionales de renombre han redoblado su apuesta en 2018 por el sector inmobiliario español, como es el caso de Blackstone, Cerberus, Lone Star, etc… ¿Qué condiciones se dan en el sector para que sea tan demandado por este tipo de entidades internacionales? ¿Por qué las firmas de private equity españolas parecen tener un menor interés en el real estate español?

Los fondos que mencionas han estado muy ligados al sector inmobiliario desde hace años con las operaciones de recompra de carteras a los bancos, lo conocen y han creado equipos expertos en ese ámbito. Tras la crisis queda mucho ladrillo que sacar de los balances de los bancos y ellos son los que más experiencia tienen en hacerlo y considerar su rentabilidad. Creo que los fondos nacionales son más puro capital riesgo y tienen la ambición de invertir en sectores industriales. Tampoco hay muchos fondos nacionales interesados en infraestructuras. Los fondos nacionales tienen otras pretensiones en retornos y equipos preparados para otro tipo de activos; no es su estrategia de inversión real estate salvo las empresas (ya incluso cotizadas) que operan en el sector.


TTR – ¿Qué otros sectores diría usted que se perciben como los de mayor potencial por players nacionales e internacionales del segmento Private Equity?

En España las operaciones grandes seguirán girando en torno a energía  e infraestructuras ya que son gran parte de las grandes compañías que hay en España. Pharma, real estate, salud… todos esos sectores son muy atractivos en estos momentos.


TTR – ¿Cómo prevé que se desarrolle el año 2019 en términos de M&A y Private Equity en España?

Creo que será parecido a 2018 y está empezando muy fuerte. Los mercados de capitales están bastante parados y eso hará que una potencial desaceleración natural en private M&A se copense con la necesidad de invertir. Tengo más dudas para 2020.

DealMaker Q&A

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TTR DealMaker Q&A with Pérez Alati Grondona Benites & Arntsen Partner Eugenio Aramburu


Deal Summary:

On 2 November, PeCom Servicios Energía, a subsidiary of Argentine conglomerate Pérez Companc Family Group, closed the acquisition of pump and petrochemicals manufacturer Bolland y Cia. for ARS 1.5bn (USD 126.3m). The transaction was selected by TTR as Deal of the Quarter in Argentina for 4Q18. The deal follows the USD 98m acquisition of PeCom Servicios Energía in 2015 by the family-owned holding, marking the group’s reentry into the oil and gas business and the subsequent acquisition of Tel3 closed in August. The group had previously exited its energy holdings with the USD 1.1bn sale of Petrolera Pérez Companc to Petrobras in 2002.

TTR talked to Pérez Alati Grondona Benites & Arntsen Partner Eugenio Aramburu about the deal.

Eugenio Aramburu

TTR: How did you land this mandate?

EA: We’ve been working with the Pérez Companc Family Group for a little more than a year-and-a-half. They knew of us through a few other deals, including the sale of the family oil business to Petrobras in 2002, when we represented the buyer. We also represented BRF when it bought a number of brands from the family’s food business, Molinos Río de la Plata, in 2015. They had a chance to interact with us at the time and selected us because we were one of the bigger firms in Argentina providing comprehensive legal services and they liked how we worked.

TTR: How did this deal come about?

EA: Pecom approached Bolland. Some shareholders wanted to sell, some did not. Some were older and some had taken equity in a recent management buy-out.

TTR: Why was Pecom interested in expanding its holdings in Argentina’s oil and gas industry?

EA: The Pérez Companc Family Group is confident that the oil and gas industry is going to expand and they wanted to expand into services they did not already offer to become a full-service provider to the industry. Through this deal they can now offer integrated solutions to all the operators throughout the oil and gas industry.

TTR: Why was it a good time to invest full heartedly in this industry?

EA: Notwithstanding the international price of oil, there is an absolute necessity from the standpoint of the Argentine government to develop the Vaca Muerta reserves as it is one of the biggest reserves of shale gas in the world. While development of these assets may be slower because of international energy prices, Argentina is going to provide incentives to develop this industry regardless. Argentina is currently importing gas, from Venezuela and elsewhere, which will become unnecessary once these reserves enter production. All these reasons motivated Pecom to have a bigger presence in the gas industry.

TTR: How did recent political and economic reforms in Argentina set the stage for this deal?

EA: During the Kirchner administration you would never have seen a transaction like this. The government had intervened in oil and gas prices and investments in the industry were basically zero. These investments that require a long term for amortization need a stable environment. When Macri came to power, the situation changed drastically. The government set out to stimulate investments in the energy market, which is where there have been more transactions. This transaction couldn’t have happened before. This is a bet on the part of the Perez Companc Group demonstrating confidence in the Argentine government and the industry.

TTR: What made this transaction challenging?

EA: Bolland had a lot of individual shareholders and they didn’t all have the same interest in the sale, so it demanded a lot of negotiations aligning all their different interests. Secondly, it was a very significant deal for Pecom because it implied doubling the size of the company. Thirdly, the regional nature of the deal, with Bolland having operating companies not only in Argentina, but in Brazil, Bolivia and Colombia, made it quite complex. The transaction took a lot of time, especially because we had to coordinate due diligence throughout these different countries. Also, the target was run like a family company, so we had to work a lot with the sellers to help them develop a data room. Then, during the negotiations, Argentina devalued the peso, which had a business impact on the target, so that had to be negotiated as well.

TTR: How was the transaction financed and how long did it take to close?

EA: The Perez Companc Group has available funds to finance the deal, so we did not have to negotiate any financing agreement. It took 10 months between execution of the non-binding offer and closing.

TTR: Why was the target considered a good complement to Pecom’s existing operations?

EA: Bolland produced pumps for the oil and gas industry, while Pecom didn’t have a pump business. They also had a chemicals business, and that was also an area in which Pecom was not present. It was a strategic acquisition that transformed Pecom into a full services provider.

TTR: What became of Bolland’s minority partner in the Colombian operating company?

EA: A Colombian businessman had a 30% stake in the Colombian subsidiary. He’s a Colombian investor who saw an opportunity to exit, so he tried to apply pressure for the sale of his stake, and Pecom decided it was easier not to have a minority shareholder in Colombia. At the time of closing we negotiated a term sheet for the acquisition of his stake and that acquisition was negotiated and consummated after closing of the first deal. It was not a substantial amount compared to the larger deal.

TTR: How will Pecom leverage Bolland’s interntional presence?

EA: Increasing its operations across the region is definitely an objective for Pecom now that it has become the biggest local player in Argentina through this transaction. Bolland had operating subsidiaries where Pecom didn’t have any presence at all and can now look at how to increase their market participation in these markets with their full portfolio of products and services.

TTR: How hard will this acquisition be for Pecom to integrate?

EA: Integration will be a big challenge for Pecom. It’s acquiring a target that’s almost as big as itself. Though Pecom is a family-owned company, it was run more like an international company in terms of corporate governance and labor standards. Bolland had almost 800 employees that will need to adjust to new policies and a different compensation scheme. From a real estate perspective, Pecom will have to move its headquarters to a new building that is being constructed now because the entire staff couldn’t all fit at the existing facility. IT systems will need to be integrated too, which is also a challenge.

TTR: What other deals do you see on the horizon for Pecom?

EA: We are now involved in one ongoing transaction where the group is negotiating another important acquisition related to the energy industry. I cannot offer more details on that as a binding agreement has yet to be signed. Suffice it to say that they’re looking to deepen their foothold in Argentina’s oil and gas industry and this is not the last of their investments.

TTR: How was the valuation arrived at and how pleased were the sellers?

EA: The sellers were satisfied with the outcome. Despite the devaluation that happened in the midst of negotiations, the purchase price, which was denominated in dollars, was not modified.

Some of the sellers considered their stake in Bolland as a retirement plan to see dividends forever and many didn’t want to assume liabilities and indemnifications with the sale. The fact that the price was good helped appease the detractors.

TTR: Which practice areas were critical to your firm’s work on the deal?

EA: In the diligence process we had lawyers from all fields, including oil and gas and environmental because Bolland had a chemicals business that produced products used to enhance the productivity of wells. The real estate practice was also important because there were assets located in border areas, which means you have apply for special permissions with Argentina’s Ministry of the Interior owing to security issues. Labor law also come into play because the target had unionized employees and commercial litigation attorneys were also heavily involved.

TTR: What makes this deal stand out among other transactions you’ve worked on?

EA: It’s not that common for an Argentine company to acquire a regional target. The coordination required to perform due diligence in four countries makes it stand out. Also, In Argentina, it’s not that common to see such large transactions, though perhaps the sum is not that material for an international transaction. Thirdly, from a business and psychological aspect, it was a really keystone transaction for our client. The client was really focused and needed to take care of every detail. For all these reasons it was a very important transaction for us and it took a lot of time. It was also really important for the client given that it resulted in the biggest player in Argentina.

TTR: What does this deal say about the level of confidence in Argentina?

EA: This transaction serves as a vote of confidence, especially at a time when the Macri administration was having some difficulties in the face of a recession and nervousness due to inflation, with several investors, especially international investors, delaying their investments. The first ones that take advantage of these opportunities are local players, eager to take a chance. They’re here for the long run. Hopefully international investors will follow.