• 03Nov

    Introduction

    29.983.000.000 EUR (5,2% of GDP), that is the number on which the Dutch government’s deficit landed in 2010.[1] In order to seal this gap, the Dutch government recently announced a plan containing a variety of structural measures to save up to € 18 billion between 2012 and 2015.[2]

    Specific for the M&A field, one topic catches the attention: the restriction on the deductibility of interest on acquisition debt in a fiscal unity as from 1 January 2012.

    What does it mean?

    Under the current legislation, it is common practice that following an acquisition the leveraged acquiring company (holding) enters into a fiscal unity with the former Target, mostly an operational entity. The fiscal unity provides that income and cost from both companies can be offset against each other. Doing so, the tax base of this Dutch operational Target erodes due to a ‘debt push down’.

    The new law wants to discourage such constructions. It imposes that the interest cost relating to the acquisition debt can only be offset against the taxable income of the acquiring (holding) company to the extent it does not exceed the taxable profit of this acquiring (holding) company. It will no longer be possible to offset the interest expenses of the acquisition debt against taxable profits of the acquired company. Hence, due to this exception on the Dutch fiscal unity a ‘debt push down’ will no longer be realised.

     The amount that is not deductible is the lower of (i) the excess interest expense minus 1m EUR or (ii) the result of the formula: total acquisition interest expenses * (excess debt / total acquisition debt). The amount that could not been offset in a given year can be carried forward.

    Exceptions

    The interest cost of the acquisition debt remains deductible when the debt/equity ratio of the fiscal unity does not exceeds 2:1 or, as mentioned above, when the interest cost of the acquisition debt is less than 1million EUR.

    Conclusion

    In order to safeguard the tax deductibility of interest on acquisition debt, proper debt structuring is (and remains) key.

    P.S. Other measures

    It should be pointed out that the Dutch Budget 2012 also includes proposals in respect of (i) the Dutch tax exemption on non-Dutch permanent establishments, (ii) substantial interest rules (ii) and dividend withholding tax relating to Dutch Cooperatives.

    Further information can be found on: http://www.pwc.nl/nl/prinsjesdag/index.jhtml

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  • 26Mar

    Market studies chave shown that over the last years the total accounting value of all lands and buildings of the 30.000 biggest BelCo’s amounts to EUR 50 billion. When you know that the market value of said assets equals minimum 3 times their accounting value, this represents a dramatic hidden value in the current market environment. Indeed, when companies face difficulties to access the capital market, releasing such potential should be high on their agenda. In a broad sense, this can involve OpCo-PropCo structures either internally or externally financed, straight disposals, or joint-ventures with professional real estate investors.

    During the sixth session of our M&A Academy on Thursday, 25 March, we shared with you how to free up cash from real estate, by tackling the corporate tax, VAT and registration duties matters to be taken into account while splitting up real estate from operational structures. We led you through the current environment, pitfalls and opportunities of this developing market.

    Download: “How can real estate become a financing means for your company today?”

    More info about the M&A Academy season (programme, subscriptions, etc.).

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  • 25Feb

    2008 and 2009 are challenging times for the M&A market due to the lack of available funding. Many investors and international groups are looking for cost-cutting opportunities and cash optimisation.

    During the 5th session of our M&A Academy, we tried to evaluate how reshaping your conventional business model towards a more flexible structure can help you in for example the improvement of your business model or the optimisation of your tax credits and/or cash position.

    Since business restructurings trigger multiple tax issues, not only transfer pricing aspects, this module also focused on the following aspects:

    • the arm’s length risk allocation to restructured group entities;
    • the potential ‘exit charges’ and indemnifications upon restructuring;
    • the recognition, by tax authorities, of restructuring transactions.

    Download “Tax implications of business restructuring”

    More info about the M&A Academy season (programme, registrations, etc.)

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  • 14Dec

    2008-2009 were challenging times for the M&A market due to the lack of available funding. Many investors and international groups are looking for cost-cutting opportunities and cash optimization.

     

    Reshaping your conventional business model towards a more flexible structure can help you in for example the improvement of your business model, tax credits optimisation and/or cash optimisation.

     

    Furthermore, the new merger law makes it possible in Europe for certain international groups to offset future tax losses and other tax attributes on a European consolidated level, leading to a lower effective tax rate, realising tax cash savings.

    European mergers can also facilitate quoted companies to distribute dividends to the shareholders in an easier and quicker way.

     

    2010 will be a challenging year. Make sure your group and business structure is up to speed to tackle this challenge!

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  • 22Sep

    The economic downturn continues to negatively impact deal activity and deal value in the first half of 2009. Global deal volume in the transportation and logistics (T&L) sector was down 45% in the second quarter of 2009, compared to the prior quarter, and overall deal value dropped 55% over the same time period.

    Far behind the pace of 2007 and 2008, companies focused more on weathering the economic crisis instead of committing their available capital to new transactions. intersections-global-transportation-and-logistics-pwc-09Credit restraints and a weaker operating environment have shifted attention in the sector toward smaller deals, minority stakes, divestitures and distressed targets. The three largest announcements during the first half of the year could be classified as “midmarket” and all related to minority purchases or purchases of remaining interest.

    While global deal activity reflects the recent negative state of the economy, the importance of BRIC countries (Brazil, Russia, India and China) to the T&L deal market is increasing. During the first half of 2009, BRIC acquirers and targets accounted for 20 percent and 26 percent of the deals in the sector, respectively. This is up from 15 percent and 18 percent in 2008. Entities from Russia and China have accounted for most of this relative increase in BRIC deals.

    For more info, please refer to the publication T&L Intersections 2009.

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  • 13Aug

    Our US colleagues published today a study on the M&A activity in the industrial products sectors. See www.pwc.com/us/industrialproducts

    Despite the year-over-year decrease, some sectors began showing an increase in volume or value in the second quarter of 2009, when compared to the prior quarter. The chemicals sector experienced an increase in deal volume while the metals sector showed an increase in deal value during the second quarter of 2009. The aerospace and defense (A&D) and engineering and construction sectors were the bright spots in the second quarter, experiencing increases in both deal volume and value from the prior quarter.

    “The outlook on deal activity and deal value for the rest of 2009 is following along the same path we saw in the first half of the year,” said Dean Simone, U.S. industrial products leader at PricewaterhouseCoopers. “Lack of financial investors, tight capital markets and the practically nonexistent large deal activity suggests we haven’t turned the corner just yet in the industrial products sector.”

    Their conclusions are no different from what we observe from our side …

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  • 05Jun

    eastern_approachesDuring the last six years (2003-2008), Emerging Market entities made some 844 acquisitions or investments in Western Europe with a combined value of nearly € 120 billion (of which some 3% in Belgium).

    As a result of the ‘credit crunch’ and the global economic slowdown, 2008 has been a week year for global M&A activity. Despite this, 2008 was a record year for M&A transactions conducted by Emerging Market acquirers or minority investors, with 256 completed deals with an overall value in excess of € 45 billion.

    For companies facing possible distressed situation (or for other transactions), it could be a viable strategic option to consider getting a strategic Emerging Market investor on board. It could not only provide additional funding, but also access to high-growth markets.

    Want to read more about the typical issues/concerns in such situations or things to remember when bridging cultural differences, than there is an interesting piece just published by PricewaterhouseCoopers.

    Find out more

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  • 15May

    Mergers, acquisitions, disposals – even in good times it can be hard to realise the full value of a transaction. A tough economic climate typically triggers a host of problems, including underperformance, declining earnings, liquidity shortfalls and cash flow blockages. When companies exhibit symptoms of distress, early detection and swift, decisive action are the keys to restoring performance.

    In the webcast below PwC’ Transactions Leader, Jan Muyldermans, explains how our business recovery services and independent business review can help you get the most out of your operations.

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  • 15Apr

    A series of new publications have been issued by PricewaterhouseCoopers on the Merger & Acquisition activity of 2008 in the Energy, Utilities and Mining industry.

    Renewable Deals

    One publication comments on the global renewable power market, its evolution and major deals over 2008. The renewable energy sector is one of increasing importance as a sector, but also for deal making. Energy diversification, technological breakthroughs and climate change regulation will all play a part in driving the growth of the industry.

    The report examines the rationale behind the overall trends and the key individual deals, as well as some of the critical issues for companies engaging in deal activity within the sector. The publication also looks ahead at 2009 and sees increasing interest of large industrial companies from outside the sector. Clarification of the true extent of political commitment to clean energy will be a major factor for the market’s evolution, along with technological developments to bring the costs down.

    Oil & Gas Deals

    The second publication focuses on the deal activity within the global oil & gas market over 2008 and also looks ahead to 2009. The report expects after any easing of the debt and equity market, combined with any positive movements in the oil price, a reawakening of the deal activity.

    Two further publications are available on ‘Power Deals‘ and ‘Mining Deals‘ providing similar insight in the 2008 deal evolution and looking ahead at 2009.

    Please click on the publications covers below to download them.

       renewablesdeals2008_coverlg  powerdeals2008_covlg  miningdeals2008_covlg  oilgasdeals2008_covlg

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  • 23Mar

    Lead advisors are often placed in the role of ‘bad cop’ when pushing the deal through for the seller and getting the highest price possible for the business. But what is the best way to work with a lead advisor and in what ways can they add the most value in a transaction process?

     

    Planning before the sales process even starts is essential to allow the setting of strategic and financial objectives as well as getting an idea as to the internal resources available for the transaction process. One of the key messages from Kris Geysels, CFO of Aviapartner, in his presentation at the M&A Academy was that lead advisors will not take any of the preparation work away from the internal team.

     

    Selecting a lead advisor should be part of the planning and preparation phase for management and key to the selection process should be the credibility of the firm, their knowledge of the market and value drivers, their knowledge of the potential buyers and any eventual contacts with same, a good ‘connection’ with the internal team they will be working with throughout the process and of course, the fees they will charge for services. The selection process can also give a good indication for the valuation – there will be a range of valuations performed on the business by each corporate finance house asked to tender for the work.

     

    Ideally, the mandated lead advisor should contribute speed and focus to the process to keep things moving along once all the preparation and planning is in place. They should also have analysed the potential buyers and be of assistance in driving the buyers to the potential synergies that exist through their knowledge of the market and value drivers. A concise information memorandum summarising this market knowledge and outlining the potential synergies should also be the key document prepared with the lead advisor but close attention is to be paid to ensure any financial information mentioned will be consistent with any vendor reporting or dataroom information to be made available to buyers at a later stage.

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