Description
This is a PPT explaining due diligence.
“DUE DILIGENCE”
? Meaning of Due Diligence ? ? ? ? ? ? ?
? Areas covered in Financial ? ? ? ? ? ?
?
Review (DDR) Due Diligence – What is it? Scope of DDR Who Conducts DDR Situations calling for DDR Types of DDR Introduction to Financial DDR Types of Financial DDR Process involved in Financial DDR
?
DDR Practical Situations in DDR Findings and their Impact Impact of findings from other Due Diligence’s Limitations Risks Involved Steps to Mitigate Risks Reporting
? Dictionary Meaning of „Due? is „Sufficient? & „Diligence?
is „Persistent effort or work?. ? It is an investigation into the affairs of an entity prior to its acquisition, floatation, restructuring or other similar transaction ? Due Diligence Review is a process whereby an individual or an organization seeks sufficient information about a business entity to reach an informed judgment as to its value for a specific purpose.
? The process by which information is gathered
about: ? A target Company ? Its Business; and ? The Environment in which the target company operates ? Objective: ? To ensure that prospective investors make and informed investment decision
? It is a business oriented analysis not an accounting ? ?
?
?
analysis A fact gathering exercise with focused analysis of information Understanding the industry of the target Reasonable level of enquiry on the affairs having material impact on the prospects of the business Evaluation of business model and key business practices
? Scope is determined by the client. ? The degree of diligence required
in any given review cannot be precisely defined. ? Purpose for review defines what is „due? or „sufficient? diligence. ? Extent of the review required is a judgment call. ? Engagement letter with the client is important.
? Chartered Accountants ? Investment Bankers ? Attorneys ? Lead & Co-Investors ? Corporate Development Staff
? Firm considering a potential ? ? ? ? ?
acquisition Investment banker considering underwriting a public security Banker considering the grant of a loan Venture Capitalist considering an Investment Seller of a business commissioning a DDR Lead Investment Banker in case of IPO as per SEBI Norms
? Business Due Diligence
? Legal Due Diligence ? Tax Due Diligence
? System Due Diligence
? Environmental Due Diligence ? Human Resource Diligence ? Financial Due Diligence
9
Business Due Diligence
• • •
A review of the market for the company's product A background check on the founders and key management team Analysis of the Company's competition
•
• •
Existing Market Share Expansion plans
Analysis of Comparative Profitability & reasons for deviation if material
•
• • •
Discussions with the Company's key customers Review of management structure
High dependence on single customer/supplier High dependence on Government policies
10
Legal Due Diligence
• • •
Looks at identifying issues related to contractual obligations which have not been fulfilled by the Company. Review of key contracts related to customers, suppliers, employees and services. Review of agreements/filings related to patents, copyrights, trademarks, intellectual property rights, etc
•
•
Compliance with the Companies Act and various other statutes applicable to the Target
Review of Litigation for and against the Company.
11
Tax Due Diligence
• • • •
Identifies and quantifies areas of tax risk to the extent possible and assesses future tax implications Deals not only with historical liabilities but also assesses future tax implications and finds opportunities to minimize tax Tax implications of the various possible structures Tax DDR is a key ingredient in assessing whether to proceed with a deal
12
System (IT) Due Diligence
• • • •
Confidence that the IT assets supporting the business are up to the task Review the framework for hardware and software Review of the Disaster Management Plan Coordination that all the software’s are working in sync and there is no conflict between any of them.
•
Advise on system integration with the acquirer’s information system
13
Environmental Due Diligence
Environmental due diligence is the systematic identification of the environmental risks and liabilities associated with an organisation's sites and operations
•
Provides the acquirer with a detailed assessment of the historic, current and potential future environmental risks associated with the target organisation's sites and operations.
Review the environmental setting and history of the site Assess the site conditions, operations and management Confirm legal compliance and pollution incidents from regulatory authorities The internal environmental norms of the acquirer are met Review contractual and other associated risks
14
• • • • •
Human Resource Due Diligence
Human resource due diligence attempts to evaluate how people are managed between the two companies
•
How do we continue to maximize the value of human resource capital?
•
•
What is the appropriate mix of pay and benefits for the new organization?
What incentive programs are needed to retain essential personnel after the acquisition is announced?
•
• •
How are employees rewarded and compensated by the Target Company?
How does base pay compare to the marketplace? Review of comparative pay scales and designations between the acquirer and target company. 15
“Financial due diligence has the highest significance –the final decision, for an investor, would be in the form of financial terms and information. It is therefore imperative that the results of all kinds of due diligence should be translated in monetary terms.” •
• •
Identification of hidden risks & deal breakers
Ensuring that all liabilities, current and contingent, are considered Establishing price adjustments / negotiation extent of dependency on customers and vendors
•
•
Off balance sheet financing
Identification of specific indemnities & warranties reqd. from target
16
? Buy Side
• •
Due Diligence commissioned by the acquirer Focused on areas of interest for potential acquirers (financial or strategic)
•
•
Reporting – generally issue based
Dataroom < > exclusive
? Sell Side (Vendor DD)
•
• •
Independent due diligence commissioned by the vendor
Key tool for maximising saleability of the business in a reduced timetable through maintaining competitive tension To identify potential issues and take corrective measures upfront
17
? Limited
• •
Not equivalent to full scale due diligence Focus on certain key areas based on the level of comfort desired by the Client
? Full Scale
• •
Focus on all major aspects of financial statements Extent of detail is more as compared to limited due diligence
It is important to know what’s driving value for your clients
18
Quick Appraisal
Terms of Reference
Information Checklist
Field Work
Identifying Issues
Replies from Management
Preparation of Draft Report
Discussion of Draft Report
Issue of Final Report
Business Environment
• This would typically assess the effect the external factors have upon business. This when compared with the internal strengths and weakness, provides a good understanding of the state of business. External factors generally include markets, competition, regulation and technology.
Company Operations
• This would involve understanding the business model of the target and the value chain of its business. Other than the main value creating functions viz. procurement and its logistics, production, marketing and sales and distribution logistics, attention is also given to the functions that support these activities.
20
Quality of Earnings
• Evaluation of the build up of operating profits • Identifying key sensitive parameters which would adversely impact the profitability of the business • The rate of growth in sales, EBITDA and earnings • Sustainability of earnings / cash flows • Normalised EBITDA / Proforma financials
Cash Flows
• Analysing cash flows generated from operations and how the same are employed • Understanding the level, stability, timing and certainty of future cash flows • Analysis of working capital along with discussion on “normal, average” level of working capital
21
Balance Sheet Assets and Liabilities
• Analysis of fixed assets -Capitalisation, depreciation and replacement policies; Capex plan, capital commitments • Investments made, carrying value, valuation policies and potential diminution in the value of the investments • Receivables (ageing analysis, recoverability, bad debts and provisioning policy) • Inventory (ageing, valuation, write off/provisioning policies) • Cash balance and bank reconciliations • Analysis of other current assets like loans and advances, deposits, cash/ bank balances.
22
Balance Sheet Assets and Liabilities
• Sundry creditors (ageing analysis, subsequent payment of creditors dues) • Review of loan agreements to see compliance with the terms of the lenders guidelines and also if any conversion clause exists. • Review of all other current liabilities & provisions to see that all known liabilities are fully recorded and all provisions are made. • Shareholders agreement in case of companies • Off balance sheet liabilities-bank guarantees, commitments, legal claims and contingencies
23
Taxation – Direct and Indirect
• This would involve various issues related to taxation to ensure that no undisclosed liabilities accrue to the target • Assessment and validation of losses / other tax attributes • Current compliance status; • Tax benefits and their availability in future; and • Commentary on any other outstanding tax liabilities / material issues
24
Other Areas
• Review of various agreements / arrangements with related parties and assessment of various transactions with them • Evaluation of commitments to / from related parties • Analysis of human resources with respect to head count and provision for retirement benefits in line with laws applicable to the same • Review of other arrangements necessary for conduct of business e.g. contractual labour, trade unions, etc
25
Fixed Assets ? Underused/obsolete plant & machinery ? Assets carried at much more than current market value due to capitalization of revenue expenditure or foreign exchange fluctuation ? Capitalization of interest in an expansion project subsequent to stoppage of the construction work ? Litigated assets & property ? Adjustments for capitalization of assets, software expenses, etc
26
Investments ? Target co. sold subsidiaries/business & agreed to take over and indemnify all liabilities of the same prior to the date of transfer, which were not reflected in the target?s books of accounts ? Investments carried at cost though realizable value is much lower ? Investments carrying a very low rate of income/ return
27
Working Capital ? Uncollected/ uncollectible receivables ? Obsolete, slow & non-moving inventories or inventories valued above Net Realizable Value ? Adjustment for Inventories with old names/logos in the case of hotel industry ? Group company balances under reconciliation, etc Deferred Revenue Expenditure ? Deferred revenue expenditure included under advances or not normally deferrable
28
Taxes ? Tax liabilities under Direct & Indirect taxes ? Pending final assessment of customs duty where provisional assessment only has been completed ? Non availability of TDS Certificates ? Adjustment for possible liability arising out of nonsubmission of Forms „C? & „F? ? Delays and non-payment of direct and indirect taxes ? Liability on account of EPCG
29
Other Claims ? Environmental problems/claims, third party claims ? Huge labour claims under negotiation when the labour wage agreement has already expired ? Non-funded gratuity/superannuation/leave salary liabilities ? Non-compliance with enactments such as the Income Tax Act, FEMA/FERA, Customs Act, etc. that could result in litigation & levy of penalties ? Product warranties, defects & other liability claims, product returns & discounts, liquidated damages for late deliveries
30
Off Balance Sheet Items ? Target co. may not show any show cause notices which have not matured into demands as contingent liabilities. These may be material & important
? Target co. may have given “Letters of Comfort” to banks
& FIs. Since these are not “guarantees”, these may not be disclosed in its balance sheet ? Commitments including long term contracts ? Agreement to buy back shares sold at a stated price ? Future lease liabilities
31
Profit & Loss Items ? Identifying seasonality in sales, dependency on customers
? Assessing the impact of customers gained / lost on the ? ? ?
?
bottom line Dependency on customers/suppliers Revenue recognition and cut off procedures Items of one off / non recurring nature Impact of stand alone costs
32
The DDR findings are then quantified for impact on the final valuation ? Deal Breakers - Those issues which would impediment the consummation of the proposed transaction ? Negotiation points - Those issues which would be necessary to consider in the valuation of business / negotiation of bid price ? Issues for Agreements - Those issues which would warrant indemnities and identify conditions precedent for happening of the transaction
? Commercial Override - Those risks and
issues which are knowingly taken over as a calculated commercial decision
33
The DDR findings from other due diligences mentioned before also need to be quantified for impact on the final valuation ? Business Due Diligence – Impact of dependence on single customer/supplier, government policies, etc. Impact of expansion plans on future profitability of the company ? Legal Due Diligence – Any further liabilities/penalties arising out of non compliance/defaults with regards to Corporate laws like FEMA, Companies Act, SEBI Norms (for listed companies), etc. ? Tax Due Diligence – Penalties for non-payment, delays in payment of statutory liabilities. Liabilities arising on settlement of assessments.
34
? System Due Diligence – Costs involved in case migration of data.
Issues related to strengthening of the information system. Issues with regards to all necessary safeguards being in place when an emergency occurs ? Environmental Due Diligence – Penalties/liabilities with regards to non-compliance of environmental guidelines issued by the respective authorities. Costs involved with aligning/synchronization the environmental guidelines of the acquirer ? Human Resources Due Diligence – Costs involved with aligning the pay scales of acquirer and target. In case there is excess staff on the roles of the target then severance costs to be looked into.
35
Undertakings should normally cover the following: ? Titles & ownership ? Various Government consents / licenses ? Correctness of all information supplied ? Product / service warranties, damages & other claims ? Contingent liabilities ? Recoverability of all current assets ? Registration of Intellectual properties
36
For Service Providers ? Limited scope of review fixed by the client /acquirer Titles & ownership ? “Too much to see in too little time”
For Acquirers/Investors ? Inability to determine the scope ? Inability to ensure proper co-ordination between service providers
37
For Service Providers ? Failing to meet the needs of the party commissioning a due diligence ? Financial indemnification of the consequential loss
38
For Acquirer/Investor ? The investor may pay higher than the fair price for acquisition ? The investment performance may not be upto the expectation or may perform badly ? A bad strategic investment may result in losing a considerable market share or reputation
39
By Service Provider ? Clearly understand the objectives & the complexities of the assignment based on which the scope should be finalized ? The DDR report should disclose all the limitations of the assignment ? A proper engagement review should be carried out before accepting the assignment and deciding the scope
40
By Service Provider ? Schedule meetings with other reviewers
? Collect from the client reports of
all other due diligences ? The due diligence team should consist of at least one person who is familiar with the industry, the target is involved in
41
By Acquirer/Investor ? Should ensure that the scope is comprehensive ? Proper coordination amongst all service providers should be encouraged ? An integrated service provider may be hired ? To ensure that the target provides all necessary information
42
Identifying Issues ? Identified issues to be discussed with Mgmt & other advisors
Replies from Management ? Resolve issues identified Preparation of Draft Report ? Draft report submitted Discussion on the Draft Report Issue of Final Report
43
Due Diligence plays an important role in identifying, quantifying and reducing the risks of an acquisition. Although Due Diligence focuses on negative information, the aim is not to raise obstacles to transactions, but rather to facilitate transactions by identifying problems and risks by devising solutions to problems or devices to reduce or manage the risks involved in corporate acquisitions.
44
doc_626932521.ppt
This is a PPT explaining due diligence.
“DUE DILIGENCE”
? Meaning of Due Diligence ? ? ? ? ? ? ?
? Areas covered in Financial ? ? ? ? ? ?
?
Review (DDR) Due Diligence – What is it? Scope of DDR Who Conducts DDR Situations calling for DDR Types of DDR Introduction to Financial DDR Types of Financial DDR Process involved in Financial DDR
?
DDR Practical Situations in DDR Findings and their Impact Impact of findings from other Due Diligence’s Limitations Risks Involved Steps to Mitigate Risks Reporting
? Dictionary Meaning of „Due? is „Sufficient? & „Diligence?
is „Persistent effort or work?. ? It is an investigation into the affairs of an entity prior to its acquisition, floatation, restructuring or other similar transaction ? Due Diligence Review is a process whereby an individual or an organization seeks sufficient information about a business entity to reach an informed judgment as to its value for a specific purpose.
? The process by which information is gathered
about: ? A target Company ? Its Business; and ? The Environment in which the target company operates ? Objective: ? To ensure that prospective investors make and informed investment decision
? It is a business oriented analysis not an accounting ? ?
?
?
analysis A fact gathering exercise with focused analysis of information Understanding the industry of the target Reasonable level of enquiry on the affairs having material impact on the prospects of the business Evaluation of business model and key business practices
? Scope is determined by the client. ? The degree of diligence required
in any given review cannot be precisely defined. ? Purpose for review defines what is „due? or „sufficient? diligence. ? Extent of the review required is a judgment call. ? Engagement letter with the client is important.
? Chartered Accountants ? Investment Bankers ? Attorneys ? Lead & Co-Investors ? Corporate Development Staff
? Firm considering a potential ? ? ? ? ?
acquisition Investment banker considering underwriting a public security Banker considering the grant of a loan Venture Capitalist considering an Investment Seller of a business commissioning a DDR Lead Investment Banker in case of IPO as per SEBI Norms
? Business Due Diligence
? Legal Due Diligence ? Tax Due Diligence
? System Due Diligence
? Environmental Due Diligence ? Human Resource Diligence ? Financial Due Diligence
9
Business Due Diligence
• • •
A review of the market for the company's product A background check on the founders and key management team Analysis of the Company's competition
•
• •
Existing Market Share Expansion plans
Analysis of Comparative Profitability & reasons for deviation if material
•
• • •
Discussions with the Company's key customers Review of management structure
High dependence on single customer/supplier High dependence on Government policies
10
Legal Due Diligence
• • •
Looks at identifying issues related to contractual obligations which have not been fulfilled by the Company. Review of key contracts related to customers, suppliers, employees and services. Review of agreements/filings related to patents, copyrights, trademarks, intellectual property rights, etc
•
•
Compliance with the Companies Act and various other statutes applicable to the Target
Review of Litigation for and against the Company.
11
Tax Due Diligence
• • • •
Identifies and quantifies areas of tax risk to the extent possible and assesses future tax implications Deals not only with historical liabilities but also assesses future tax implications and finds opportunities to minimize tax Tax implications of the various possible structures Tax DDR is a key ingredient in assessing whether to proceed with a deal
12
System (IT) Due Diligence
• • • •
Confidence that the IT assets supporting the business are up to the task Review the framework for hardware and software Review of the Disaster Management Plan Coordination that all the software’s are working in sync and there is no conflict between any of them.
•
Advise on system integration with the acquirer’s information system
13
Environmental Due Diligence
Environmental due diligence is the systematic identification of the environmental risks and liabilities associated with an organisation's sites and operations
•
Provides the acquirer with a detailed assessment of the historic, current and potential future environmental risks associated with the target organisation's sites and operations.
Review the environmental setting and history of the site Assess the site conditions, operations and management Confirm legal compliance and pollution incidents from regulatory authorities The internal environmental norms of the acquirer are met Review contractual and other associated risks
14
• • • • •
Human Resource Due Diligence
Human resource due diligence attempts to evaluate how people are managed between the two companies
•
How do we continue to maximize the value of human resource capital?
•
•
What is the appropriate mix of pay and benefits for the new organization?
What incentive programs are needed to retain essential personnel after the acquisition is announced?
•
• •
How are employees rewarded and compensated by the Target Company?
How does base pay compare to the marketplace? Review of comparative pay scales and designations between the acquirer and target company. 15
“Financial due diligence has the highest significance –the final decision, for an investor, would be in the form of financial terms and information. It is therefore imperative that the results of all kinds of due diligence should be translated in monetary terms.” •
• •
Identification of hidden risks & deal breakers
Ensuring that all liabilities, current and contingent, are considered Establishing price adjustments / negotiation extent of dependency on customers and vendors
•
•
Off balance sheet financing
Identification of specific indemnities & warranties reqd. from target
16
? Buy Side
• •
Due Diligence commissioned by the acquirer Focused on areas of interest for potential acquirers (financial or strategic)
•
•
Reporting – generally issue based
Dataroom < > exclusive
? Sell Side (Vendor DD)
•
• •
Independent due diligence commissioned by the vendor
Key tool for maximising saleability of the business in a reduced timetable through maintaining competitive tension To identify potential issues and take corrective measures upfront
17
? Limited
• •
Not equivalent to full scale due diligence Focus on certain key areas based on the level of comfort desired by the Client
? Full Scale
• •
Focus on all major aspects of financial statements Extent of detail is more as compared to limited due diligence
It is important to know what’s driving value for your clients
18
Quick Appraisal
Terms of Reference
Information Checklist
Field Work
Identifying Issues
Replies from Management
Preparation of Draft Report
Discussion of Draft Report
Issue of Final Report
Business Environment
• This would typically assess the effect the external factors have upon business. This when compared with the internal strengths and weakness, provides a good understanding of the state of business. External factors generally include markets, competition, regulation and technology.
Company Operations
• This would involve understanding the business model of the target and the value chain of its business. Other than the main value creating functions viz. procurement and its logistics, production, marketing and sales and distribution logistics, attention is also given to the functions that support these activities.
20
Quality of Earnings
• Evaluation of the build up of operating profits • Identifying key sensitive parameters which would adversely impact the profitability of the business • The rate of growth in sales, EBITDA and earnings • Sustainability of earnings / cash flows • Normalised EBITDA / Proforma financials
Cash Flows
• Analysing cash flows generated from operations and how the same are employed • Understanding the level, stability, timing and certainty of future cash flows • Analysis of working capital along with discussion on “normal, average” level of working capital
21
Balance Sheet Assets and Liabilities
• Analysis of fixed assets -Capitalisation, depreciation and replacement policies; Capex plan, capital commitments • Investments made, carrying value, valuation policies and potential diminution in the value of the investments • Receivables (ageing analysis, recoverability, bad debts and provisioning policy) • Inventory (ageing, valuation, write off/provisioning policies) • Cash balance and bank reconciliations • Analysis of other current assets like loans and advances, deposits, cash/ bank balances.
22
Balance Sheet Assets and Liabilities
• Sundry creditors (ageing analysis, subsequent payment of creditors dues) • Review of loan agreements to see compliance with the terms of the lenders guidelines and also if any conversion clause exists. • Review of all other current liabilities & provisions to see that all known liabilities are fully recorded and all provisions are made. • Shareholders agreement in case of companies • Off balance sheet liabilities-bank guarantees, commitments, legal claims and contingencies
23
Taxation – Direct and Indirect
• This would involve various issues related to taxation to ensure that no undisclosed liabilities accrue to the target • Assessment and validation of losses / other tax attributes • Current compliance status; • Tax benefits and their availability in future; and • Commentary on any other outstanding tax liabilities / material issues
24
Other Areas
• Review of various agreements / arrangements with related parties and assessment of various transactions with them • Evaluation of commitments to / from related parties • Analysis of human resources with respect to head count and provision for retirement benefits in line with laws applicable to the same • Review of other arrangements necessary for conduct of business e.g. contractual labour, trade unions, etc
25
Fixed Assets ? Underused/obsolete plant & machinery ? Assets carried at much more than current market value due to capitalization of revenue expenditure or foreign exchange fluctuation ? Capitalization of interest in an expansion project subsequent to stoppage of the construction work ? Litigated assets & property ? Adjustments for capitalization of assets, software expenses, etc
26
Investments ? Target co. sold subsidiaries/business & agreed to take over and indemnify all liabilities of the same prior to the date of transfer, which were not reflected in the target?s books of accounts ? Investments carried at cost though realizable value is much lower ? Investments carrying a very low rate of income/ return
27
Working Capital ? Uncollected/ uncollectible receivables ? Obsolete, slow & non-moving inventories or inventories valued above Net Realizable Value ? Adjustment for Inventories with old names/logos in the case of hotel industry ? Group company balances under reconciliation, etc Deferred Revenue Expenditure ? Deferred revenue expenditure included under advances or not normally deferrable
28
Taxes ? Tax liabilities under Direct & Indirect taxes ? Pending final assessment of customs duty where provisional assessment only has been completed ? Non availability of TDS Certificates ? Adjustment for possible liability arising out of nonsubmission of Forms „C? & „F? ? Delays and non-payment of direct and indirect taxes ? Liability on account of EPCG
29
Other Claims ? Environmental problems/claims, third party claims ? Huge labour claims under negotiation when the labour wage agreement has already expired ? Non-funded gratuity/superannuation/leave salary liabilities ? Non-compliance with enactments such as the Income Tax Act, FEMA/FERA, Customs Act, etc. that could result in litigation & levy of penalties ? Product warranties, defects & other liability claims, product returns & discounts, liquidated damages for late deliveries
30
Off Balance Sheet Items ? Target co. may not show any show cause notices which have not matured into demands as contingent liabilities. These may be material & important
? Target co. may have given “Letters of Comfort” to banks
& FIs. Since these are not “guarantees”, these may not be disclosed in its balance sheet ? Commitments including long term contracts ? Agreement to buy back shares sold at a stated price ? Future lease liabilities
31
Profit & Loss Items ? Identifying seasonality in sales, dependency on customers
? Assessing the impact of customers gained / lost on the ? ? ?
?
bottom line Dependency on customers/suppliers Revenue recognition and cut off procedures Items of one off / non recurring nature Impact of stand alone costs
32
The DDR findings are then quantified for impact on the final valuation ? Deal Breakers - Those issues which would impediment the consummation of the proposed transaction ? Negotiation points - Those issues which would be necessary to consider in the valuation of business / negotiation of bid price ? Issues for Agreements - Those issues which would warrant indemnities and identify conditions precedent for happening of the transaction
? Commercial Override - Those risks and
issues which are knowingly taken over as a calculated commercial decision
33
The DDR findings from other due diligences mentioned before also need to be quantified for impact on the final valuation ? Business Due Diligence – Impact of dependence on single customer/supplier, government policies, etc. Impact of expansion plans on future profitability of the company ? Legal Due Diligence – Any further liabilities/penalties arising out of non compliance/defaults with regards to Corporate laws like FEMA, Companies Act, SEBI Norms (for listed companies), etc. ? Tax Due Diligence – Penalties for non-payment, delays in payment of statutory liabilities. Liabilities arising on settlement of assessments.
34
? System Due Diligence – Costs involved in case migration of data.
Issues related to strengthening of the information system. Issues with regards to all necessary safeguards being in place when an emergency occurs ? Environmental Due Diligence – Penalties/liabilities with regards to non-compliance of environmental guidelines issued by the respective authorities. Costs involved with aligning/synchronization the environmental guidelines of the acquirer ? Human Resources Due Diligence – Costs involved with aligning the pay scales of acquirer and target. In case there is excess staff on the roles of the target then severance costs to be looked into.
35
Undertakings should normally cover the following: ? Titles & ownership ? Various Government consents / licenses ? Correctness of all information supplied ? Product / service warranties, damages & other claims ? Contingent liabilities ? Recoverability of all current assets ? Registration of Intellectual properties
36
For Service Providers ? Limited scope of review fixed by the client /acquirer Titles & ownership ? “Too much to see in too little time”
For Acquirers/Investors ? Inability to determine the scope ? Inability to ensure proper co-ordination between service providers
37
For Service Providers ? Failing to meet the needs of the party commissioning a due diligence ? Financial indemnification of the consequential loss
38
For Acquirer/Investor ? The investor may pay higher than the fair price for acquisition ? The investment performance may not be upto the expectation or may perform badly ? A bad strategic investment may result in losing a considerable market share or reputation
39
By Service Provider ? Clearly understand the objectives & the complexities of the assignment based on which the scope should be finalized ? The DDR report should disclose all the limitations of the assignment ? A proper engagement review should be carried out before accepting the assignment and deciding the scope
40
By Service Provider ? Schedule meetings with other reviewers
? Collect from the client reports of
all other due diligences ? The due diligence team should consist of at least one person who is familiar with the industry, the target is involved in
41
By Acquirer/Investor ? Should ensure that the scope is comprehensive ? Proper coordination amongst all service providers should be encouraged ? An integrated service provider may be hired ? To ensure that the target provides all necessary information
42
Identifying Issues ? Identified issues to be discussed with Mgmt & other advisors
Replies from Management ? Resolve issues identified Preparation of Draft Report ? Draft report submitted Discussion on the Draft Report Issue of Final Report
43
Due Diligence plays an important role in identifying, quantifying and reducing the risks of an acquisition. Although Due Diligence focuses on negative information, the aim is not to raise obstacles to transactions, but rather to facilitate transactions by identifying problems and risks by devising solutions to problems or devices to reduce or manage the risks involved in corporate acquisitions.
44
doc_626932521.ppt