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White & Case Advises DentalPro on ClinioDent Acquisition

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Global law firm White & Case LLP has advised DentalPro (DP Group S.p.A), the leading dental services provider in Italy which is controlled by private equity fund BC Partners, on the acquisition of a majority interest in Swiss-based dental clinic group ClinioDent Holding AG from its founding shareholders.

Founded in Milan in 2010, DentalPro is the Italian dental clinic market leader, offering high quality dental care through more than 150 full-service clinics across 13 Italian regions.

The White & Case team in Milan which advised on the transaction comprised partners Leonardo Graffi and Iacopo Canino, together with associates Alessandro Seganfreddo and Sara Scapin.

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10 Dec 2018
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White & Case Advises Engineering and Design Company ÅF on Tender Cash Offer for All Shares in International Consultant Company Pöyry

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Global law firm White & Case LLP has advised ÅF on the recommended cash Tender Offer for all shares in Pöyry.

The offer amounts to €10.20 per share, which values the entire company at €611 million.

ÅF and Pöyry have signed an agreement to combine the two companies to form a leading European engineering and consulting company. Following the merger, the companies will continue to operate under the common brand ÅF Pöyry. ÅF will launch a recommended public cash tender offer to purchase all issued and outstanding shares in Pöyry. Four major shareholders of Pöyry have committed to being shareholders of the combined company in a directed share issue following the completion of the Tender Offer.

"We are advising ÅF on a strategically important combination with Pöyry PLC that will create a leading European engineering and consulting company building on the strong Nordic heritage of each," said Helsinki-based White & Case partner Petri Haussila, who led the Firm's deal team. "This transaction is a true cross-practice, cross-border collaboration which demonstrates the capabilities and strengths of White & Case globally. Our M&A, capital markets and banking teams in Helsinki worked closely with lawyers in our Brussels and Washington, DC offices on regulatory issues, and with our Stockholm office on a number of other issues."

ÅF is an engineering and design company within the fields of energy, industry and infrastructure, based in Europe and operating globally. ÅF creates sustainable solutions for the next generation through talented people and technology. The company's net sales in 2017 were SEK12,658 million, and it employs almost 10,000 experts across its 150 offices in 33 countries.

Pöyry is an international consulting and engineering company serving clients across power generation, transmission and distribution, forest industry, biorefining & chemicals, mining and metals, infrastructure and water and environment. Pöyry delivers smart solutions and works with the latest digital innovations. The company's net sales in 2017 were €522 million, and it employs 5,500 experts at across its 115 offices in 40 countries.

The White & Case team which advised on the transaction was led by partner Petri Haussila and included partners Tanja Törnkvist, Timo Airisto, Petri Avikainen (all Helsinki), Oscar Liljeson, Johan Thiman (Stockholm), Pontus Lindfelt (Brussels) and Daniel Levin (Washington, DC), with support from counsel Kristina Zissis (Hong Kong) and Sara Nordin (Geneva), and associates Heidi Hietanen, Benjamin Tuiskula, Oona Lilja, Jon Termonen, Liisa Rekola, Asta Tukiainen, Nikolas Limingoja (all Helsinki), Axel Fagerhall, Anders Karlsson, Elin Brännström, Björn Torsteinsrud (all Stockholm), Marika Harjula (Brussels) and Ashley Williams (Washington, DC) and Elodie Gal (New York).

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White & Case Advises Engineering and Design Company ÅF on Tender Cash Offer for All Shares in International Consultant Company Pöyry
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12 Dec 2018
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White & Case Advises Amer Sports Corporation on Mascot Bidco Oy’s Voluntary Recommended Public Cash Tender Offer

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Global law firm White & Case LLP is advising Amer Sports Corporation on Mascot Bidco Oy's voluntary recommended cash tender offer for all the shares in Amer Sports Corporation.

An investor consortium including ANTA Sports, FountainVest, Anamered Investments (owned by Chip Wilson, the founder of Lululemon) and an affiliate of Tencent has been formed to make the tender offer through Mascot Bidco Oy, which on December 7, 2018 signed a Combination Agreement with Amer Sports under which it has agreed to make a voluntary recommended cash Tender Offer for all of the issued and outstanding shares in Amer Sports. The terms of the Tender Offer value the entire issued and outstanding share capital of Amer Sports at €4.6 billion. This is the largest ever public cash tender offer for a Finnish listed company.

"We have advised our long-standing client Amer Sports on this important and challenging milestone transaction," said Helsinki-based White & Case partner Petri Haussila, who is leading the team advising on the transaction. "While one always feels certain regret when a fine Finnish public company exits the Helsinki Stock Exchange, this transaction will enable Amer Sports to accelerate the growth of the global footprint of its outstanding brand portfolio and, hopefully, then make a return to the public market as an even stronger global company. This transaction also represents another fine example of our Helsinki team utilizing the global White & Case offering, working closely with our teams in Beijing, Brussels, Geneva, Hong Kong, London, Shanghai and Washington, DC to make this transaction possible."

Amer Sports, listed on Nasdaq Helsinki stock exchange, is a sporting goods company with internationally recognized brands including Wilson, Salomon, Arc'teryx, Atomic, Peak Performance, Mavic, Suunto, and Precore.

The White & Case team which is advising on the transaction is led by partner Petri Haussila (Helsinki) and includes partners Timo Airisto, Petri Avikainen (both Helsinki), Vivan Tsoi (Shanghai), Catherine Tsang (Hong Kong) Pontus Lindfelt (Brussels), Lee Cullinane (London) and Farhad Jalinous (Washington, DC), and with support from counsel Karalyn Mildrof (Washington, DC) and Sara Nordin (Geneva), and associates Essi Lavikkala, Heidi Hietanen (both Helsinki), Rebecca Yourstone, Deborah Kelly (both London), Marika Harjula (Brussels), Siyuan Pan (Beijing) and Victoria Jiejin Yu (Hong Kong).

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White & Case Advises Amer Sports Corporation on Mascot Bidco Oy’s Voluntary Recommended Public Cash Tender Offer
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13 Dec 2018
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White & Case Advises VTB Bank (Europe) SE on Financing for Acquisition of Largest Chemical Plant in Romania

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Global law firm White & Case LLP has advised on the successful extension of the financing for Romanian chemical producer Chimcomplex SA, arranged by Frankfurt-based VTB Bank (Europe) SE together with Special Investments Group of Credit Suisse AG, for the acquisition of certain assets and of the business of Oltchim S.A.

White & Case acted as international and English law adviser to VTB Bank (Europe) SE in its roles as arranger, facility agent and lender, coordinating with Romanian law firm Stratulat Albulescu on Romanian aspects.

State-owned Oltchim S.A. has been in insolvency since the beginning of 2013, and the sale of its assets has been conducted according to a restructuring plan and as part of a privatisation process. Chimcomplex is now one of the most important chemical manufacturers in Romania.

The White & Case team which advised on the transaction was led by Prague partner Jonathan Weinberg.

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White & Case Advises VTB Bank (Europe) SE on Financing for Acquisition of Largest Chemical Plant in Romania
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13 Dec 2018
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White & Case Advises Banks on Kiwa's €400 Million Syndicated Cov-Lite Financing

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Global law firm White & Case LLP has advised BNP Paribas Fortis SA/NV, Coöperatieve Rabobank U.A., trading as Rabobank London, ING Bank N.V., Royal Bank of Canada and Sumitomo Mitsui Banking Corporation Europe Limited, as mandated lead arrangers and bookrunners, on a strategic €400 million syndicated cov-lite financing to Kiwa, a global specialist in testing, inspection and certification (TIC).

Kiwa is a portfolio company of Dutch investment company, NPM Capital.

The White & Case team which has advised on the financing was led by partner Lee Cullinane, local partner Hadrien Servais and associate Eline Souffriau, with support from local partner Florian Ziegler, senior transaction lawyer Alexander Hansen Diaz (both Frankfurt), partner Tanja Tornkvist, associate Krista Rekola (both Helsinki), counsel Peter Svanqvist and associates Kajsa Sundklev and Petar Bojovic (all Stockholm). NautaDutilh advised on Dutch law aspects of the transaction. Kiwa was advised by Nielen Schuman and Clifford Chance.

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White & Case Advises Banks on Kiwa's €400 Million Syndicated Cov-Lite Financing
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13 Dec 2018
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White & Case Advises Natgasoline on US$900 Million Financing

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Global law firm White & Case LLP advised US methanol producer Natgasoline LLC and its shareholders, OCI N.V. and Consolidated Energy Limited, on an approximate US$900 million optimization of its capital structure.

The financing comprises a US$565 million Term Loan B with a seven-year term, a US$60 million revolving credit facility with a five-year term, and a US$336 million bond with a 13-year term, which was issued in the US market.

The proceeds were used to refinance Natagasoline's existing debt, and the transaction was underwritten by a consortium of banks including Citigroup Global Markets Limited, Morgan Stanley, J.P. Morgan and Goldman Sachs.

The White & Case team which advised on the transaction was co-led by partners Vanessa Schürmann and Rebecca Emory (both Frankfurt), and included partners Gernot Wagner (Frankfurt), Justin Wagstaff (New York), Bodo Bender and Karsten Wöckener (both Frankfurt), local partner Andreas Lischka (Frankfurt) and associates Daniel Hobbs, Domingo de Prada, Daniel Rogits (all Frankfurt), Graham Silnicki and Evan Rahn (both New York).

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White & Case Advises Natgasoline on US$900 Million Financing
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17 Dec 2018
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White & Case Advises Banks in Financing for Waterland's Acquisition of Stake in Intracto

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Global law firm White & Case LLP has advised ING Belgium SA/NV, KBC Bank NV and Belfius Bank NV, as mandated lead arrangers and bookrunners, on a financing for Waterland's acquisition of a stake in Intracto.

Intracto is a fast growing digital agency servicing clients in the Benelux. Waterland is an independent private equity investment group that supports entrepreneurs in realizing their growth ambitions.

The White & Case team which advised on the transaction was led by local partner Hadrien Servais with support from associate Eline Souffriau.

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White & Case Advises Banks in Financing for Waterland's Acquisition of Stake in Intracto
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17 Dec 2018
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European High Yield Bond Reporting Covenants: Who Needs to Know and Why?

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fEuropean High Yield Bond Reporting Covenants: Who Needs to Know and Why?

European Leveraged Finance Alert Series: Issue 9, 2018

Most high yield issuers are required by the terms of their indentures to report financial and business information to investors. Issuers provide this information so that investors can continually evaluate their investment. The information European issuers provide varies and is primarily dictated by market practice. Nevertheless, U.S. securities laws are the basis from which market practice in Europe developed. With the aim of providing some additional background to put reporting into context, we investigate the origins of reporting requirements and common threads in current market practice.

 

Background

Reporting covenants originate from the Securities and Exchange Commission's (the "SEC's") periodic reporting requirements. The Securities Exchange Act of 1934, as amended (the "Exchange Act"), requires certain companies to provide investors with information they need to make informed investment decisions. Companies subject to these reporting requirements are required to file a Form 10-K (an annual report), a Form 10-Q (a quarterly report) and a Form 8-K (a report required any time certain material events occur that affect the company). In addition, SEC rules and guidelines impose standards for drafting, such as the ‘Plain English Rules' to ensure documents are accessible to investors. Moreover, the anti-fraud provisions of U.S. securities laws hold issuers liable for any material misstatements or omissions in disclosures to investors. Together, these formal requirements, rules and general exposure to liability create an environment in which issuers are required to disclose significant information about themselves and to do so with care. It is from this backdrop that the reporting covenants seen in European high yield bond offerings were born.

 

Why Do European Issuers Have Reporting Requirements?

Statutory Reporting for Rule 144A Transactions

Reporting covenants contained in the indenture serve as a contractual mechanism to ensure compliance with the information requirements of Rule 144A ("Rule 144A") of the Securities Act of 1933, as amended (the "Securities Act"). Where an issuer is not otherwise required to report pursuant to the Exchange Act (i.e., a foreign company otherwise exempt or a foreign government), Rule 144A (the common resale exemption from U.S. registration used by issuers) requires the issuer to make available, upon request, certain "reasonably current" information. This information includes a description of the business, most recent balance sheet, profit and loss statement, retained earnings statement, and the previous two years' financial statements. Notably, this information requirement carries forward for each subsequent resale. Therefore, if an issuer fails to make such "reasonably current" information available to satisfy Rule 144A, investors would no longer be able to sell their notes without registration with the SEC or an alternative exemption. Reporting covenants therefore contractually protect liquidity of restricted securities by preserving investors' ability to make future resales in reliance on Rule 144A.

There are exemptions to the information requirements under Rule 144A, namely where the issuer otherwise reports information to the SEC or foreign securities regulators. More specifically, resale of securities are exempt from the information requirements of Rule 144A if the issuer files reports with the SEC pursuant to the reporting requirements of the Exchange Act or is exempt under Rule 12g3-2(b) of the Exchange Act (this exemption encompasses any foreign private issuer that, among other specific requirements, has listed equity securities outside the US and which complies with local disclosure regulations). Certain listed European high yield issuers may fall into these exemptions, but we believe most do not.

Investor Commercial Expectations for Information

Regulatory requirements aside, investors' baseline expectation is to receive sufficient reports to inform their investment decisions regardless of the formal regulatory requirements. For instance, despite the exemption available to foreign private issuers registered with the SEC from the requirement to file quarterly reports (they are only required to file annual reports on Form 20-F and notify the market of material information on Form 6K), they do, nevertheless, often provide quarterly reports on Form 6-K. Similarly, market practice has developed such that issuers of European high yield bonds not subject to the information requirements of Rule 144A are nevertheless expected to provide quarterly reports and general information which closely correlates to such requirements. The information requirements of Rule 144A provide a floor for reporting and investor expectations set a higher bar. These investor expectations manifest in the reporting covenants found in European bond indentures.

 

Common Reporting Requirements under European High Yield Indentures

The following discussion describes the reporting covenants and requirements contained in the indentures for European high yield issuers, and their most common variations.

Annual and Quarterly Financial Statements

The indenture requires issuers to, within a certain number of days following the end of each year or quarter, provide financial information to investors. Such annual or quarterly information typically satisfies the information requirements of Rule 144A, namely by periodically providing a description of the business, balance sheet, income statement and statement of cash flows, but the indenture typically goes further to address investor expectations. Investors typically demand to see a periodic presentation of EBITDA and industry specific metrics, and, notably, require the issuer to provide such information on a shorter timeline and without the need for investors to request it. 

Pro Forma Information

Reporting covenants also typically require a pro forma income statement and balance sheet in the event there were any acquisitions or dispositions during the period. However, these pro forma disclosures need not comply with Regulation S-X under the Exchange Act, instead the typical formulation of the covenant will require explanatory footnotes, which take on greater importance in this context. 

While the annual, quarterly and periodic requirements derive from reporting requirements applicable to U.S. public companies the European bond market does not follow them strictly and has developed some distinctive features, which are largely common sense adaptations to the non-registered or European context that have evolved over time. For example, it is now common to note any acquisitions that occurred during the period rather than supply full pro forma financial information (only the target's financial information need be provided, to the extent reasonably available). 

Business and Operations

In addition to financial information, the quarterly and annual reports are typically required to contain a management's discussion and analysis ("MD&A") section which discusses the financial results in greater detail. The MD&A often includes certain key performance indicators for the business, information on environmental and employment matters, a general discussion of the business, including a discussion of material transactions, contracts, risk factors and recent developments related to the company. However, requirements that were historically seen in European high yield indentures to draft these sections "with a similar level of detail to the offering memorandum" have largely fallen away. 

Material Events Reporting

Similar to the requirements under Form 6-K, upon the occurrence of a material event, issuers are required to promptly provide a description of the event to bondholders. Examples of material events include a material acquisition, disposition or restructuring, a change in management or key employees, a change in auditors, or other similar events.

 

Flexibility in Reporting Covenants

While most items contained in the reporting covenant are relatively uniform across the market, like other aspects of a high yield bond, there is some degree of flexibility. This is important as the covenant needs to ensure bondholders receive information while also allowing the issuer to grow and adapt.

Reporting Entity - There is often flexibility about which level of the corporate structure should be the consolidating and reporting entity. Most indentures require the issuer to be the consolidating entity, but permit a parent entity to report if at any time the notes are guaranteed by any direct or indirect parent company. In the context of payment-in-kind ("PIK") deals, the financial disclosure requirements are often not at the level of the PIK issuer, but rather at an entity lower in the corporate structure. In this context the covenant would require an additional explanation if there is a significant difference in the financials if it had otherwise been reported at the PIK issuer level.

Treatment of Unrestricted Subsidiaries - One common point of flexibility relates to the issuer and its corporate structure. Which entities must report? Sometimes it is only the issuer and its restricted subsidiaries and sometimes it is all subsidiaries. However, where unrestricted subsidiaries are not included in a report, if when they are taken together they would otherwise be a significant subsidiary of the issuer, issuers are often required to have separate disclosure for them containing the same information. 

Accounting Standards - Another common concern is which accounting standard is applied and as of what date (i.e., US GAAP or IFRS). The accounting standard is typically "floating" for reporting purposes, meaning it changes over time as the accounting standards change. However, when it comes to the application of the relevant accounting standard when calculating compliance with the covenants most indentures allow for a "freeze" of the standard as of the date of the indenture (or any date prior to such "freeze"). This allows the issuer some certainty as to how it will calculate its compliance. However, sometimes issuers are permitted to change the applicable standard (to incorporate new rules or interpretations) up to one or two times over the life of the bond. Notably indentures usually do not contain a specific requirement that the issuer report the metrics which it uses to measure compliance with the financial covenants, therefore, without notification from the issuer, a bondholder may not be able to confirm from a report based on "floating" accounting standards whether an issuer is able to take further actions under any incurrence covenants as they may have "frozen" the accounting standards which are applicable.

Public Companies - If an issuer or one of its parent companies does a public equity offering and thereafter is subject to a stock exchange's reporting requirements, the reporting covenants in the indenture may allow for a reporting change. This covenant has come in to greater focus in recent years and is very important to companies that may be considering a public equity offering in the near future (for additional information regarding the high yield to IPO process please see our article available at: https://www.whitecase.com/publications/insight/hit-ground-running-high-yield-bond-ipo). Certain reporting covenants provide that if the issuer or a parent entity is listed on a regulated market and the issuer fulfils that exchange's reporting requirements, the issuer is deemed to comply with the obligations under the reporting covenant. Other reporting covenants provide for more minor changes to reporting requirements following a public equity offering, for example, by requiring pro forma financial information only to the extent required by the stock exchange rather than pro forma income statement and balance sheet information for any material acquisitions, dispositions or recapitalizations.

It can be important to build in the relevant reporting flexibility into an indenture from the outset where an issuer may become a public company to avoid duplication of reporting requirements. For example, recently Worldpay Group delisted from the London Stock Exchange, the result of which was that Worldpay Group was no longer required to make its reports publicly available other than pursuant to its high yield indenture. Worldpay Group sought bondholder consent to shift their indenture reporting requirement further up their corporate structure to a new indirect parent, Worldpay Inc., which trades on the New York Stock Exchange (the "NYSE") and publicly files with the SEC. However, there was significant investor discussion around the change to the reporting entity and change of reporting requirements, and given the required reporting flexibility was not included in the indenture, ultimately Worldpay Group had to pay a consent fee to secure the amendment. 

Investor Calls - Many indentures require the issuer to hold investor calls for bondholders. However, it is common to allow bondholders to participate in shareholder calls for issuers whose parent company is listed, rather than requiring separate investor calls for bondholders.

 

Conclusion

Overall, the aim of reporting covenants is to provide bondholders with "reasonably current" information to understand their investment and to preserve liquidity in the resale market. Thus far, the application of the Rule 144A based practice in the European high yield context appears to have achieved both of these aims. Although European issuers may be exempt from Rule 144A's information requirements, they normally provide information on a more fulsome scale than is required, allowing investors to have reasonably detailed visibility on their investments. However, issuers are still able to build in flexibility and adapt their reporting requirements to their specific needs. This approach has allowed for a successful market to emerge both from the perspective of investors and issuers.

 

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This publication is provided for your convenience and does not constitute legal advice. This publication is protected by copyright.
© 2018 White & Case LLP

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18 Dec 2018

Bridget Hahn

White & Case Advises European Entertainment Intressenter BidCo on Public Cash Offer for Shares in Cherry

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Global law firm White & Case LLP has advised European Entertainment Intressenter BidCo AB (EE Intressenter) on the public cash offer to the shareholders in Cherry AB to acquire all Cherry shares at a price of SEK 87 per share.

The total value of the Offer based on all series A and series B Cherry shares amounts to nearly SEK 9.2 billion (around €892 million).

EE Intressenter is jointly controlled by a consortium consisting of Bridgepoint Advisers Limited, acting as managers for and on behalf of the limited partnerships Bridgepoint Europe VI Fund, Prunus Avium Ltd, Klein Group AS, Audere Est Facere AS, Pontus Lindwall, Berkay Reyhan and Can Yilanlioglu. All members of the consortium, with the exception of Bridgepoint, are shareholders in Cherry.

Cherry is one of Scandinavia's oldest gaming companies, with operations dating back to 1963. Cherry invests in, owns and develops fast-growing gaming, media and entertainment companies. Today, the group consists of five business areas: Online Gaming, Game Development, Online Marketing, Game Technology and Restaurant Casino.

Bridgepoint is a leading pan-European private equity firm with a 30-year track record of investing in growth businesses. Independently owned and managed by a team of more than 100 investment professionals, it has offices in the UK, France, Germany, Spain, Poland, Turkey, the Netherlands and Sweden, as well as portfolio of support offices in Shanghai, New York and San Francisco.

The White & Case team which advised on the transaction was led by partners Rikard Stenberg and Jan Jensen (both Stockholm), and included partners Martin Forbes (London), Johan Thiman and Oscar Liljeson (both Stockholm), counsels Peter Svanqvist (Stockholm) and Sophie Sahlin (London), and associates Viktor Leisnert, Gustaf Wiklund, Emma Josberg, Björn Torsteinsrud, Patrik Erblad, Jonas Brandt, Alexander Berlin-Jarhamn, Anders Westling, Christoffer Nilmén, (all Stockholm), Nicola Chapman, Benjamin Morrison and Rebecca Yourstone (all London).

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White & Case Advises European Entertainment Intressenter BidCo on Public Cash Offer for Shares in Cherry
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19 Dec 2018
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White & Case Advises Greentown China Holdings Ltd on US$500 Million Private Placement of Perpetual Securities

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Global law firm White & Case LLP has advised Greentown China Holdings Limited, a Chinese luxury residential property developer, on its subsidiary's private placement of unlisted US$500 million senior perpetual capital securities callable 2021.

The placing agents for the private placement are Credit Suisse (Hong Kong) Limited and The Hongkong and Shanghai Banking Corporation Limited.

The perpetual capital securities were issued by Twinkle Lights Holdings Limited, a wholly-owned subsidiary of Greentown China, guaranteed by Greentown China and supported by a keepwell deed and deed of equity interest purchase undertaking of China Communications Construction Company Limited, Greentown China's significant shareholder. The net proceeds will be used to refinance existing indebtedness of Greentown China and its subsidiaries.

Beijing-based White & Case partner David Li, who led the team which advised on the transaction, said: "We have advised Greentown China, a long-standing client of White & Case, on yet another significant financing."

Simon Fung, Chief Financial Officer at Greentown China, said: "We are very pleased with the result of the transaction and the full support of the White & Case deal team. White & Case is our go-to partner in our financings and I look forward to working together in future financings."

The White & Case team which advised on the transaction was led by partner David Li (Beijing) and included partners Kaya Proudian (Singapore) and Baldwin Cheng (Hong Kong), with support from associates June Chun and Mengbi Xu (both Beijing) and Hendy Handoko (Singapore).

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White & Case Advises Greentown China Holdings Ltd on US$500 Million Private Placement of Perpetual Securities
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31 Dec 2018
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White & Case Transaction Named "North America Leveraged Loan of the Year" by IFR

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A transaction on which global law firm White & Case advised—ION Trading's US$2.1 billion-equivalent acquisition loan—has been named North America Leveraged Loan of the year by the IFR Awards, conferred by International Financing Review (IFR). The award will be formally presented at a ceremony on January 29 in London.

In the winning transaction, White & Case represented UBS AG, Stamford Branch as arranger on an incremental term loan facility for ION Trading Technologies S.a r.l. and ION Trading Finance Limited's credit agreement. White & Case also represented UBS for cash confirmation. The transaction included US$1.32 billion of initial dollar term loans and €670 million of initial euro loans, the proceeds of which were used, in part, to acquire Fidessa Group plc, a publicly traded UK company. The deal was emblematic of the White & Case Banking practice's ability to handle complex, multijurisdictional transactions.

According to IFR, within one week of signing, the deal had secured US$270 million of commitments. The entire deal was committed within 23 days.

Winners of IFR Awards are selected by the magazine's senior editorial team from among submissions made by leading financial institutions.

fWhite & Case Transaction Named "North America Leveraged Loan of the Year" by IFR
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Wilson Leung is an associate in White & Case's Asia Banking, Capital Markets & Restructuring practice, based in Hong Kong.

Wilson advises financial institutions and corporate borrowers on a variety of bank finance transactions, including general corporate lending, bilateral and syndicated loans, as well as acquisition and real estate financings.

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China CITIC Bank International Limited as global coordinator, mandated lead arranger, underwriter and bookrunner and agent in a US$1 billion mezzanine syndicated term loan to Tianqi Lithium Australia Investments 2 Pty Ltd, a subsidiary of Chinese new energy materials company Tianqi Lithium Corporation, which is listed on the Shenzhen Stock Exchange, for the acquisition of a stake in SQM, a Chilean lithium miner.

Pacific Century Premium Developments Limited as parent company of Silvery Sky Holdings Limited as borrower in the HKD term loan facility by Standard Chartered Bank (Hong Kong) Limited for the purchase of land in Hong Kong for development into a commercial and residential property.

China CITIC Bank International Limited as coordinating bank and one of the mandated lead arrangers and bookrunners in a US$397.5 million (with a greenshoe option) secured guaranteed syndicated term loan to China Hongqiao Group Limited, a leading Hong Kong-listed aluminium materials manufacturer in China.

Hang Seng Bank Limited, The Hongkong and Shanghai Banking Corporation Limited and Standard Chartered Bank (Hong Kong) Limited as original mandated lead arrangers and bookrunners in a HK$8.834 billion and US$200 million (with a greenshoe option) secured guaranteed syndicated term loan to Agile Group Holdings Limited, a leading Hong Kong-listed property developer in China.

Standard Chartered Bank (Hong Kong) Limited as original mandated lead arranger and bookrunner in a US$300 million syndicated loan to Goldwind International Holdings (HK) Limited, a subsidiary of Chinese wind turbine manufacturer Xinjiang Goldwind Science & Technology Co., Ltd., which is dual-listed on the Hong Kong Stock Exchange and the Shenzhen Stock Exchange.

Standard Chartered Bank (Hong Kong) Limited as facility agent and Standard Chartered Bank (Hong Kong) Limited and The Hongkong and Shanghai Banking Corporation Limited as mandated lead arrangers and bookrunners in relation to a HK$585 million and US$60 million (with a greenshoe option of up to US$5 billion) syndicated term loan facility to KWG Property Holding Limited, a Hong Kong-listed property developer.

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    Synergising synergies

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    fSynergising synergies

    The definition of EBITDA has always been a fundamental negotiation point in the leveraged finance market; ultimately, a legal construct as opposed to one derived from any recognised accounting standard. In recent years, however, negotiation has increasingly focussed on the scope of EBITDA add-backs, particularly synergies and cost-savings, with sponsors demanding greater flexibility to increase EBITDA quantums. However, some market participants are concerned that the pendulum has swung too far and that such add-backs may simply conceal increased leverage. The following discussion seeks to shed light on such synergies and cost-savings, analysing how such discussions are no longer confined to the top-tier (or large-cap) arena, having slowly permeated the mid-market space and finally, touching on some of the key concepts in leveraged facilities agreements that are impacted as a result.

     

    Background

    Synergies/cost-savings (unless expressly stated below, we will refer to these terms interchangeably for the remainder of this article) are arguably the most hotly negotiated form of EBITDA add-back; the most common forms of these being the economies of scale and efficiencies that can be enjoyed from the shared use of personnel, facilities and infrastructure between similar businesses in the context of acquisition financing. Synergies are predominately in the spotlight as a result of their sometimes esoteric nature and potential to significantly increase EBITDA (and therefore impact on the calculation of any leverage ratio). The fact that terms such as "run-rate cost-savings" or "revenue synergies" are not defined further compound these concerns, and give parties extensive latitude when constructing the EBITDA definition.

    However, importantly, loosening allowances for EBITDA add-backs are not simply reserved for top-tier deals, with these now also penetrating the mid-market. Despite such deals still often benefitting from financial maintenance covenants (uncommon in top-tier deals), add-backs may be restricting the usefulness of such performance testing measures. This can be particularly concerning for mid-market participants, given they generally do not benefit from the same liquidity in the secondary trading market as their counterparts operating in the top-tier realm.

    Below, we touch on a few key discussion points on the synergies add-back, focussing on comparing the position between mid-market and top-tier transactions:

    • Scope: the scope of events that trigger synergies was historically limited to the completion of an identifiable transaction (usually an acquisition or a disposal), offering a certain degree of certainty and quantifiability. However, in today's deals, this scope has considerably widened, often allowing synergies in connection with any restructurings, reorganisations, operational improvements (for example, entry into new contracts) or similar initiatives (colloquially referred to as "group initiatives"). It has also become fairly commonplace in top-tier deals for "revenue synergies" to be added-back to EBITDA, these essentially being increases in revenue following an acquisition, contrasting to a cost-saving synergy, which goes towards stripping out duplicative costs and expenses following such an acquisition. Given the far more speculative nature of the former, these were often historically excluded from the scope of EBITDA adjustments, but are now a hallmark of such top-tier deals, with references to "synergies" alone in facilities agreements encompassing both permutations. In mid-market transactions, whilst we have seen a marked rise in the form of group initiatives included, there is continued resistance (with mixed success) to the inclusion of revenue synergies.
    • Time periods: drafting often envisages a cut-off point by which any synergies must be realised (or, sometimes, for the measures which are anticipated to give rise to such synergies to be implemented or announced), following the expiry of which, such synergies will no longer be added-back to EBITDA. For top-tier deals, we are seeing 18-24 month periods become the standard (with the occasional deal having no time restriction at all), with mid-market transactions generally holding firm with 12-18 month realisation periods (although occasionally 18-24 month periods are accepted).
    • Caps: to prevent overly optimistic projections, synergies are often capped to either an agreed specified amount or a percentage of EBITDA (prior to adjusting for the relevant add-back, although calculations of EBITDA after adjusting for the relevant add-back is sometimes seen in top-tier deals). Interestingly, there has been a steady decline in the number of uncapped deals in the top-tier market, although this has seemingly resulted in a trade-off for high-caps to be included instead, with caps of 25% fast becoming the norm in such deals. In the mid-market, we too have seen caps in recent years move away from the once standard 10-15% range, with 20% becoming increasingly common, and rarely, even 25% accepted.
    • Certification: to provide additional comfort with respect to any projected synergies, certification by senior management or even third-party diligence or verification by auditors/consultants was often a prerequisite for the inclusion of the add-back. It was common to see such an obligation only where such synergies exceeded either an agreed specified amount or a percentage of EBITDA (being a threshold lower than the cap mentioned above). Whilst still an integral part of the mid-market space (in most but not all deals), we have seen a sharp departure from this approach in the large-cap market over the last few years, with the majority of such deals now not requiring any form of certification or verification; these only needing to be projected by borrowers ‘in good faith’. Whilst this may initially appear to erode limits on synergies, in transactions where third-party diligence and verification still exists, it is debatable to what extent robust conclusions can be drawn from such deliverables, given the highly predictive nature of such exercise and the internal policies of third-party diligence providers on what they are prepared to confirm; drafting usually only requires such providers to confirm the projected synergies as "not being unreasonable" or "realisable", and reliance on such deliverables is often not provided.

     

    Impact on Facilities Agreements

    We have thus far sought to highlight the current trends with respect to synergies we are seeing across top-tier and mid-market transactions. In isolation, however, it is difficult to illustrate the effects that these negotiations can have. Given EBITDA forms the foundation of an assortment of provisions in leveraged facilities agreements, we now turn to analyse briefly the impact of such adjustments in both the top-tier and mid-market spaces.

    The greatest impact of these add-backs will invariably be on financial covenant testing. Despite the disappearance of traditional maintenance covenants in favour of cov-lite deal structures in top-tier deals, we often still see the use of a springing leverage test, should a revolving credit facility be made available to a borrower alongside a term loan. In the mid-market, it is still common to see at least one maintenance covenant (usually, a leverage test). In each such case, the comfort provided by such leverage test is lowered by the inclusion of synergies to the EBITDA number resulting in such covenant being met with a greater degree of ease, with small adjustments to EBITDA having a multiplier effect. In practice, given generous headroom allowances and no step-down of the test ratios, such covenants may not provide as robust an early warning signal of risky leverage as has been traditionally expected.

    Other significant provisions in leveraged facilities agreements, in which pro-forma EBITDA numbers are a key component include ability for additional debt incurrence, the making of restricted payments and/or the making of acquisitions subject to satisfaction of a leverage ratio test. This is a staple of most top-tier deals and increasingly so in certain mid-market deals. As highlighted above, the ease with which these covenants are met grants significant capacity for debt incurrence and leakage via restricted payments. Nonetheless, some mid-market deals do not provide for incurrence-based testing, still often preserving the more generally lender-friendly LMA construct of 'line items' for "Permitted Financial Indebtedness" and "Permitted Payments", usually with a grower basket construct (this being a general permission usually expressed as the greater of a hard cap amount and a percentage of EBITDA (or occasionally total assets)) for the general basket. In this scenario, although there is still an impact on incurrence of additional debt and the ability to make restricted payments, a higher EBITDA figure resulting from synergies has a lesser effect (given it looks at this one figure in isolation) compared to the ratio testing offered in top-tier (and certain mid-market) deals which involve the multiplier effect mentioned above.

    One metric we can use as a like-for-like comparator is the guarantor coverage test (assuming testing is based on EBITDA). Again, with a test predicated on a metric subject to intense negotiation, lenders are potentially not achieving the desired security and guarantee package. When comparing top-tier and mid-market deals, this is even more pertinent, as the more aggressive terms seen in top-tier deals can result in (assuming the synergies negotiation is the only variable), a greater number of companies required to accede in the latter case than the former to achieve the same guarantor coverage threshold. Interestingly, in mid-market transactions, whilst an EBITDA-only guarantor coverage test has been seen, it is not uncommon to still see a test based on EBITDA and gross assets, somewhat mitigating the impact of synergies on ensuring adequate credit support has been provided on such transactions.

    Lenders operating in the mid-market need to be particularly alert to the above discussed 'synergising synergies' (i.e. a convergence of the treatment of synergies across mid-market and top-tier deals), as ultimately, such lenders often do (and are expected to) 'stick with the credit', unlike their counterparts in the top-tier, where frequently participations will be traded-out (often very swiftly post-closing). Interestingly, often the documentary capacity for transferability across mid-market and top-tier leveraged facilities agreements is similar, highlighting a gap between theoretical and practical prospects of transferability, and therefore the potentially discriminatory impact overly ambitious synergies may have on lenders in mid-market deals.

    However, are these concerns over adjustments over-hyped? Some market participants contend that the impact of synergies (and EBITDA add-backs generally), is not as pronounced as may be initially thought. Ultimately, the existence of these adjustments are well-known across the market and have been for quite some time. Investors often account for these (and their potential for distortion) when considering investment opportunities, essentially ‘re-adjusting’ the adjustments to discern an arguably more realistic cash-flow, with one portfolio manager claiming that "…bankers and issuers can inflate their adjusted EBITDA numbers all they want, but we will do our own work on what we think the available cash is". This can lead to pricing being determined accordingly. Additionally, lenders may require borrowers to detail any synergies in compliance certificates delivered as part of the borrower's reporting requirements, allowing scope for any overly zealous projections to be vetted. We have also seen an increasing trend, particularly over the last year, for the most flexible add-backs to be reconsidered (and potentially removed) following investor feedback during primary syndication.

     

    Conclusion

    It is clear that synergies are a point of laser focus for sponsors and lenders alike in the course of facilities agreement negotiations, with a spectrum of options available when negotiating these in both top-tier and mid-market transactions; sponsors expanding the range of pro-forma adjustments and lenders attempting to curtail add-backs that are difficult to monitor. However, what is imperative is that parties on both sides of the transaction (and particularly mid-market players) are alive to the issues, and as some market participants have suggested, the "problem" may not be a problem at all. Indeed, in these commercial negotiations, it is ultimately up to investors to look beyond the make-up on the face of EBITDA, draw their own conclusions on the credit and restrict terms where necessary or even walk away from deals where they consider terms to be too aggressive; an increasingly difficult endeavour in a very liquid market with a relatively limited supply of deals.

     

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    This publication is provided for your convenience and does not constitute legal advice. This publication is protected by copyright.
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    08 Jan 2019

    Should the Government lose the 'meaningful vote'– what next?

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    fShould the Government lose the 'meaningful vote' – what next?

    BREXIT COUNTDOWN ›
    Our Brexit countdown illustrates the key dates and milestones on the road to Brexit. Discover more.

    The EU (Withdrawal) Act 2018 requires Parliament to pass a motion approving the withdrawal agreement and the framework for the future relationship between the UK and the EU. This so-called 'meaningful vote' was due to take place on 11 December 2018 but was called off by the Prime Minister the day before, in the face of likely defeat. It has now been confirmed that the vote will proceed on 15 January 2019 (with press reports suggesting that the Government will provide further reassurances on the controversial Irish backstop). But what happens if MPs fail to vote for the deal next week? We look at some of the options.

     

    Seek to renegotiate the withdrawal agreement

    The Government could seek to renegotiate the terms of the withdrawal agreement and return to Parliament for a further vote. However, the EU's insistence to date - publicly at least - has been that it will not reopen the terms of the deal. The negative prospect of a hard Brexit both for the EU and the UK would potentially create some incentive for both sides to revisit aspects of the deal. However, the complexity of the issues involved – in particular the Irish border question – means that some delay of the current 29 March 2019 exit date would almost certainly be needed for this option to be realistic.

     

    Extension of the 29 March 2019 deadline

    Importantly, it is not possible for the UK Government unilaterally to extend the exit date. However, it could seek to negotiate an extension with the EU; Article 50 expressly allows for a postponement of withdrawal provided there is unanimous agreement by the remaining Member States. This option would allow further dialogue to take place and possibly a redefinition of the conditions for the UK's exit from the EU, such as the operation of the Irish backstop. The EU's agreement to any extension would turn upon many factors. In particular, the timing of elections for the European Parliament (on 26 May 2019) may limit the scope – politically - for the EU to agree to an extension. However, such political considerations may be outweighed by the negative consequences for the EU of a 'no-deal' Brexit, which will become increasingly acute and tangible as 29 March approaches.

     

    Put the process in the hands of Parliament

    On 4 December 2018, MPs approved an amendment, tabled by the former Attorney General Dominic Grieve MP, to the wording of the parliamentary motion dictating the procedure for the meaningful vote. The amendment gives MPs the power to instruct the Government what action to take in the event the meaningful vote is lost. However, the options Parliament could instruct the Government to pursue are likely to be limited to those already available to the Government, as outlined above.

     

    Seek to avoid Brexit altogether

    On 10 December 2018 – the day before the meaningful vote was first due to take place - the Court of Justice of the European Union (CJEU) ruled in Case C-621/18 Wightman v Secretary of State for Exiting the European Union that the UK can unilaterally withdraw notice of its intention to leave the EU under Article 50. The CJEU held that an Article 50 notification can be unilaterally revoked if (1) the revocation is made in writing to the European Council, (2) the revocation is clear and unequivocal, (3) no withdrawal agreement has entered into force and (4) the revocation is made in accordance with the Member State's constitutional requirements. The door is therefore open for the UK to reconsider its decision to exit the EU. However, the result of the 2016 referendum likely makes such a move politically impossible, absent a further referendum.

     

    A second referendum

    There are numerous difficulties associated with holding a second referendum – not least the thorny issue of what question(s) should be put on the ballot paper. Given the need for clarity on this, and in light of the uncertainty on the final withdrawal agreement deal on offer, it seems likely that a second referendum could – at most – either confirm the people's wish to leave the EU (without any real precision as to the terms or manner of departure) or mandate the UK Government to revoke Article 50.

     

    Withdraw without an agreement

    A 'no-deal' Brexit is strenuously opposed by business, and would have serious implications not just for the UK and the UK's relationship with the EU (and vice versa) but also the UK's relationships with third countries.

    There also appears to be a majority in Parliament against a no-deal outcome. Efforts by various MPs to avoid a no-deal Brexit are increasing in number and urgency. Press reports suggest that over 200 MPs from across the political parties have signed a letter to the Prime Minister urging her to rule it out. On 8 January 2019, MPs backed a cross-party amendment to the Finance Bill, which would limit the scope for tax changes following a no-deal unless authorised by MPs. While the practical implications of the amendment are limited, the move arguably demonstrates the strength of opposition in the House of Commons to a no-deal Brexit. Further, on 9 January 2019 the House of Commons will debate an amendment which would force the Prime Minister to present a 'Plan B' within three sitting days of the vote being lost.

    In the last few days before the re-run of the meaningful vote, the Government is outwardly still looking to secure Parliamentary consensus to the existing withdrawal agreement. That may yet prove possible. Should it not be, Parliament will surely want to do everything it can to avoid the negative economic, political and social consequences of a no-deal Brexit. In the circumstances, an extension of the 29 March 2019 deadline would represent a positive outcome at this stage of the process, at least in the short term. The fundamental questions around the UK's exit from the EU would still have to be resolved.

    Meanwhile, certain Member States have started to prepare emergency legislation, aiming to provide for a grandfathering of certain rights for a transitional period in case of a no-deal Brexit. This could allow, for example, UK financial services firms to continue doing business for a limited period of time in such countries on the basis of their existing UK licences.

    We are monitoring developments and will issue further alerts over the coming weeks.

     

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    This publication is provided for your convenience and does not constitute legal advice. This publication is protected by copyright.
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    09 Jan 2019

    Regional and domestic consolidation tops the agenda

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    Financial Institutions M&A H2 2018 sector trends & 2019 outlook: Banks
    fRegional and domestic consolidation tops the agenda

    The first wave of bank consolidation has reached European shores. We expect market forces to stir the long-awaited groundswell of mega crossborder deals in the next 18 months.

    Patrick Sarch, Partner, London, Co-head of Financial Institutions Global Industry Group

    M&A across Europe heats up. Banks resort to regional and domestic consolidation as they look to cement market share and complement existing product and service offerings.

     

    Overview

    Three key drivers for bank M&A:

    • Consolidation across Europe: Gaining scale and scope to survive
    • Skill of the trapeze: Active balance sheet management remains critical
    • Digital transformation: Banks attempt the trifecta in the fintech race

    CURRENT MARKET

    Upward, significant

    WE ARE SEEING

    • Continuing focus on intra-group corporate restructurings, primarily aimed at:
      • Implementing "hard" Brexit contingency plans, including through subsidiarisation and re-architecture of balance sheets
      • Achieving operational efficiency and simpler business models, without the financial burden of overlapping back-office functions
    • Balance sheet management by both non-state-aided and state-aided banks:
      • Continuing non-core disposal programmes
      • Rationalisation of loan portfolios through NPL disposals and outsourcing of debt-servicing functions
    • High levels of bank consolidation activity:
      • Mainly domestic and regional consolidation
      • Activity across established as well as "challenger" lenders
      • Geographic hotspots include the Balkans, CEE, the Nordics, the Mediterranean, Germany and Italy
    • Heavy outlay on fintech by established lenders:
      • Growing appetite for new customer-experience, payments and compliance-monitoring technologies
      • Investment through multiple channels, including incubators/start-up support, dedicated investment funds, direct investments, in-house development and partnerships
      • Ascendancy over the open-banking landscape (particularly ING, HSBC, Barclays, Société Générale, Intesa Sanpaolo and KBC)
    • Influx of new entrants into the European lending market:
      • Organic and inorganic growth of "challenger" banks
      • Fintechs securing banking licences and offering traditional banking products and services
      • Consumer/tech majors backing "favoured" credit providers

    KEY DRIVERS

    • Seeking scale, scope and new technology to defend/ increase market share:
      • Fierce competition across the lending landscape from growing "challenger" bank offerings
      • Availability of seed and growth capital boosting the number of "challenger" banks
      • Mounting activist pressures, aimed at re-focusing core activities and improving shareholder returns
    • Increasing agitation of supranational and domestic regulators for banks to find workable solutions for Europe's NPL conundrum
    • Wide universe of potential buyers for non-core businesses and financial assets, including financial sponsors, non-European strategic investors, ultra-high-net-worth individuals and tech conglomerates
    • US inbound investment into Europe—raising of the SIFI threshold from US$50 billion to US$250 billion and easing of restrictive US bank regulation

    TRENDS TO WATCH

    • Additional rigour in the quest to become the pan-European champion—possibility of mega-deals
    • End of the decade-long dormancy—re-emergence of cross-border strategic M&A
    • Wall Street behemoths flexing expansion muscles (e.g., Goldman Sachs's Marcus)
    • Established banks challenging the digital "challengers" (e.g., RBS's Mettle and Bó)
    • Impact of M&A on IT system robustness (e.g., TSB Bank's IT outage as it attempted to sever legacy dependences on Lloyds, BoE's new "cyber stress tests", etc.)

     

    Our M&A forecast

    Strong growth in M&A activity as regional and domestic banks consolidate to combat competition and return to profitability, with the support of governments and regulators. Banks with stronger balance sheets are ready to grow again, and the ambitious will vie for prime pan-European coverage.

     

    Bank consolidation hotspots

    Cross-border bank mergers promise eye-catching expansion opportunities and operational synergies, but are notoriously tricky to successfully implement.

    View full image

    "Digital 'challengers', including the likes of Klarna, Holvi and Lunar Way, are forcing established incumbents to re-focus their strategies to retain market share and compete for control of the customer experience."
    Darragh Byrne, Partner, Stockholm/Frankfurt

    "Market consolidation is not an exclusively European phenomenon. Fragmented markets across the Middle East have forced local rumour mills into overdrive as domestic players pursue merger opportunities."
    Marcus Booth, Partner, Dubai/London

    "Poland, Serbia, Albania and Bulgaria are just some of the countries which have experienced significant financial sponsor and domestic strategic investor- led consolidation activity in the last 6 months. That activity is likely to intensify as the quest to become the regional champion continues."
    Jan Andruško, Partner, Prague

    6 THINGS TO THINK ABOUT WHEN CONSIDERING A BANK MERGER

    Having advised on a number of market-leading and complex bank consolidations in recent years, here are 6 things we encourage our clients to consider:

    1. Structure

    • What is stakeholder appetite for the merger? Is it possible to lock in support early from key stakeholders?
    • How will each merging bank be valued?
    • How will the merger be structured from a legal/mechanical perspective?
    • Are there any parts of the merging banks which would be excluded from the consolidation?

    2. Timeline

    • What is the proposed timeline for the merger?
    • How would the proposed timeline be impacted by mandatory CPs?

    3. Transaction management

    • Are all directors aware of their legal/ regulatory obligations?
    • Are any key stakeholders independently advised?
    • Are any share-dealing restrictions triggered?
    • Are any public announcement obligations triggered?
    • What is the plan for and proposed scope of due diligence? Are there any information restrictions triggered?

    4. Integration planning—perhaps the most important aspect

    • What preparation has gone into integration planning?
    • Have the right specialist advisers been engaged?
    • Key integration considerations include post- merger governance framework, regulatory capital structure & planning, compliance systems & controls and communications plans covering employees, customers, key business counterparts and suppliers

    5. Transaction certainty

    • What financial regulatory approval/ notification requirements would be triggered?
    • What is the proposed process for testing the merger with relevant regulators ahead of implementation?
    • Which of the merging banks will be responsible for securing relevant financial regulatory consents?
    • Are any local/regional antitrust or other state notifications/approvals triggered?
    • Are any other material shareholder/third- party consents required?

    6. Regulatory matters

    • Each merging bank will be particularly focussed on regulatory due diligence on the other, particularly around:
      • Scope of financial licences/permits required by the merged bank to operate the businesses of each merging bank
      • Existing regulatory and compliance strengths and weaknesses of the other merging bank
      • The impact of any upcoming regulatory changes on the other merging bank's business model
      • The preparedness of the other merging bank to comply with any new regulatory regimes
    • Deal timetables are often extended due to interaction with financial services regulators. Key contributing factors include:
      • Parties taking longer to complete their due diligence, since regulatory diligence is as much about the future as it is about the past
      • Regulators' increased scrutiny of forward-looking business plans and the effect the merger will have on the merging banks' customers as well as the stability of the local financial services market more generally
      • Regulators requiring changes to post- merger governance arrangements

     

    Banks—Publicly reported deals & situations

     

    Restructurings

    25 banks were reported to be in "well-advanced" talks with the European Central Bank to secure EU banking licences as of November 2018*

    Brexit planning (outbound):

    • Barclays: Migration of £200 billion of European assets from UK to Dublin and double Irish employee headcount (December 2018)
    • RBS: Application for German banking license and migration of £6 billion of balance-sheet assets and £7 billion of liabilities from UK to Dutch subsidiary NatWest Markets (December 2018)
    • Bank of America Merrill Lynch: Merger of London banking unit into Irish subsidiary (December 2018)
    • J.P. Morgan: Migration of US$283 billion balance-sheet assets from UK to Frankfurt and growth of Frankfurt subsidiary (November 2018)
    • Lloyds Bank: Establishment of life insurance operating subsidiary in Luxembourg (September 2018)
    • Deutsche Bank: Shift of US$351 billion from UK to Frankfurt and establishment of UK branch (September 2018)
    • J.P. Morgan: Migration of commercial banking to Luxembourg and merging of its European wealth management business with Luxembourg office (September 2018)

    Brexit planning (inbound):

    • ABN AMRO: Application for UK banking licence and establishment of new UK clearing subsidiary (November 2018)
    • Handelsbanken: Successful grant for UK banking licence (November 2018)
    • Citigroup: Establishment of Citibank UK to service Citigold and other UK consumer clients (October 2018)

    Other restructurings:

    • Nordea: Cross-border reverse merger to move its HQ from Stockholm to Helsinki (October 2018)
    • Santander: Transfer of £22.9 billion and £20.7 billion of assets and liabilities, respectively, from UK to Madrid to comply with UK ring- fencing rules (September 2018)
    • Intesa Sanpaolo: Mergers with IMI Investimenti and Banco di Napoli (July 2018)
    • Getin Noble Bank: Merger with BPI Bank Polskich Inwestycji (June 2018)

     

    Disposals of non-core assets

    Non-state-aided banks:

    • Société Générale: Disposals of 35% of La Banque Postale Financement, Société Générale Srbija, 2.05% of Euroclear, majority stake in Société Générale Expressbank, majority stake in Banka Société Générale Albania and its Belgian private banking unit (July – December 2018)
    • CaixaBank: Disposal of Servihabitat business and 80% of real estate assets (December 2018)
    • Danske Bank: Disposal of Danica Pension (December 2018)
    • Nordea: Disposal of Nordea Ejendomme (November 2018)
    • Nordea and DNB: Disposal of 60% of Luminor Bank (September 2018)
    • Standard Chartered: Disposal of principal finance investment business (August 2018)
    • Schroders: Disposal of its Eastern European banking business (July 2018)
    • Banco do Brasil: Disposal of stake in Mapfre BB SH2 Participaçoes (June 2018)
    • Deutsche Bank: Disposal of Deutsche Bank Alternative Fund Services (June 2018)

    States go the extra mile for state-aided banks:

    • Cyprus Cooperative Bank: European Commission provided state aid of €3.5 billion to Cyprus Cooperative Bank, including counter-guarantees and an asset protection scheme to Hellenic Bank, in connection with Hellenic Bank's acquisition of certain assets from Cyprus Cooperative Bank (June 2018)

    State-sided banks:

    • Bankia: Disposal of 51% stakes in Caja Granada Vida de Seguros y Reaseguros and Cajamurcia Vida y Pensiones de Seguros y Reaseguros (December 2018)
    • Banco BPM: Disposal of Profamily (December 2018)
    • Piraeus Bank: Disposals of Piraeus Bank Bulgaria, Tirana Bank and Piraeus Bank Romania (June – November 2018)
    • Banca Monte dei Paschi di Siena: Disposal of Banca Monte Paschi Belgio (October 2018)
    • National Bank of Greece: Disposal of 99.83% of South African Bank of Athens and NBG Albania (July – October 2018)
    • Bank of Cyprus: Disposal of Bank of Cyprus UK (July 2018)

     

    NPL management

    Deal highlight

    White & Case advised the four systemically important Greek banks—Alpha Bank, Eurobank, National Bank of Greece and Piraeus Bank—on their entry into an innovative and groundbreaking NPL servicing agreement with Italian credit institution doBank

    Deal highlight

    White & Case advised Piraeus Bank on the sale and transfer of a €2.238 billion portfolio of non-performing, denounced unsecured retail consumer and credit card exposures to APS Investments

    Non-state-aided bank disposals:

    • Bank Norwegian: Disposal of €160 million of Finnish credit card and personal loans (October 2018)
    • Bankinter: Disposal of €362.2 million of NPLs (August 2018)
    • KBC Bank Ireland: Disposal of €1.9 billion of buy-to-let mortgage loans (August 2018)
    • Banco Sabadell: Disposal of €3.9 billion of real estate loan portfolio (July 2018)
    • UniCredit: Disposals of €537 million and €124 million of NPLs (June – July 2018)
    • Crédit Agricole: Disposal of €450 million of unlikely-to-pay loan portfolio (June 2018)
    • Deutsche Bank: Disposal of US$1 billion ship NPLs (June 2018)

    State-sided bank disposals:

    • Bank of Cyprus: Disposal of €2.80 billion of NPLs (August 2018)
    • Ulster Bank: Disposal of €1.4 billion of NPLs (August 2018)
    • Nova Kreditna Banka Maribor: Disposal of first-lien corporate debt and loan portfolio (August 2018)
    • Monte dei Paschi: Disposal of US$160 million of NPLs (August 2018)
    • Permanent TSB: Disposal of €2.1 billion of NPLs (July 2018)
    • Piraeus Bank: Disposal of €385 million of NPLs (June 2018)
    • National Bank of Greece: Disposal of €2 billion of NPLs (June 2018)

    Deal highlight

    White & Case advised BC Partners and Louvre Bidco on the combination of the MCS group and the DSO group, both active in the French credit management space

    Outsources debt servicing:

    • Piraeus, Alpha Bank, Eurobank and National Bank of Greece: Servicing of €150 million of NPLs by KKR's Notos Com Holdings (July 2018)

    Availability of third-party service providers:

    • MCS-DSO: Acquisition of Serfin (November 2018)
    • Hoist Finance: Acquisition of Maran (October 2018)
    • DSO Group & MCS Groupe: Merger (October 2018)
    • SANNE Group: Acquisition of AgenSynd (September 2018)

    Strong financial sponsor interest:

    • Axactor: Acquisition of €160 million of Finnish credit card and personal loans from Bank Norwegian (October 2018)
    • Apollo: Acquisition of €2.80 billion of mortgage NPLs from Bank of Cyprus (August 2018)
    • Goldman Sachs: Acquisition of €1.9 billion of buy‑to-let mortgage loans from KBC Bank Ireland (August 2018)
    • Cerberus: Acquisition of €1.4 billion of NPLs from Ulster Bank (August 2018)
    • Arrow Global: Acquisition of €362.2 million of NPLs from Bankinter(August 2018)
    • AnaCap Financial Partners: Acquisition of first-lien corporate debt and loan portfolio from Nova Kreditna Banka Maribor (August 2018)
    • SC Lowy: Acquisition of US$160 million of NPLs from Monte dei Paschi (August 2018)
    • Lone Star: Acquisition of €2.1 billion of NPLs from Permanent TSB (July 2018)
    • APS: Acquisition of €385 million unsecured consumer NPLs from Piraeus Bank (June 2018)
    • CarVal Investors and Intrum: Acquisition of €2 billion consumer and SME NPLs from National Bank of Greece (June 2018)
    • Oak Hill Advisors and Värde Partners: Acquisition of US$1 billion ship NPLs from Deutsche Bank (June 2018)

    Transfers to independent securitisation vehicles:

    • Unione di Banche Italiane: Tranfer of €2.75 billion of NPLs to Maior SPV (August 2018)

     

    Market consolidation

    "Challenger" banks:

    • MONETA Money Bank (Czech Republic/CEE): Acquisition of Air Bank and Home Credit Czech Republic and Slovakia (October 2018)
    • CYBG (UK): Acquisition of Virgin Money Holdings (October 2018)

    Government driven:

    • Iccrea Banca (Italy): Establishment of new banking group for smaller Italian banks (July 2018)

    Regional/domestic consolidation:

    • CaixaBank (Portugal): Acquisition of remaining 5% of Banco BPI (December 2018)
    • Sparebank 1 SMN (Norway): Acquisition of DeBank (December 2018)
    • OTP Bank (Serbia/CEE): Acquisition of Société Générale Srbija (December 2018)
    • Econombank & Metcombank (Russia): Merger (December 2018)
    • Wüstenrot Bausparkasse (Germany): Acquisition of Aachener Bausparkasse (December 2018)
    • Société Générale de Banque–Jordanie (Jordan): Acquisition of First Abu Dhabi Bank PJSC (Jordan) (December 2018)
    • Banca del Fucino & Igea Banca (Italy): Merger (November 2018)
    • Abanca Corporación Bancaria (Spain): Acquisition of Banco Caixa Geral (November 2018)
    • Fondazione Cassa di Risparmio di Cuneo (Italy): Acquisition of Fondazione Cassa di Risparmio di Bra (November 2018)
    • OTP Bank/DSK Bank (Bulgaria/CEE): Acquisitions of majority stake in Société Générale Expressbank and majority stake in Banka Société Générale Albania (August – November 2018)
    • EBRD (Slovenia): Acquisition of 6.25% of Nova Ljubljanska banka (November 2018)
    • Santander Bank Polska (Poland): Acquisition of >10% of Deutsche Bank Polska (November 2018)
    • BaikalInvestBank & Bank Realist (Russia): Merger (November 2018)
    • Eurobank Bulgaria (Bulgaria): Acquisition of Piraeus Bank Bulgaria (November 2018)
    • Bank Millennium (Poland): Acquisitions of Euro Bank and SKOK Piast (October – November 2018)
    • VTB Bank (Russia): Acquisitions of West Siberian Commercial Bank, 81% of Sarovbusinessbank and Vozrozhdenie Bank (September – November 2018)
    • Banca Popolare del Lazio (Italy): Acquisition of Banca Sviluppo Tuscia (November 2018)
    • Bank BGŻ BNP Paribas (Poland): Acquisition of Raiffeisen Bank Polska (October 2018)
    • Banco Popolare di Sondrio (Italy): Acquisition of majority stake in Cassa di Rispamrio di Centro (October 2018)
    • Basler Kantonalbank (Switzerland): Acquisition of Bank Cler (October 2018)
    • Sigma Kreditbank (Liechtenstein): Acquisition of Volksbank Liechtenstein (September 2018)
    • Santander (Spain): Acquisition of Banco Popular Español (September 2018)
    • Bankinter (Spain): Acquisition of EVO Banco Spain (September 2018)
    • Bank Pocztowy (Poland): Acquisition of SKOK Jaworzno (September 2018)
    • Aareal Bank (Germany): Acquisition of Düsseldorfer Hypothekenbank (September 2018)
    • Nordea (Norway): Acquisition of Gjensidige Bank (September 2018)
    • Bremer Kreditbank & Oldenburgische Landesbank (Germany): Merger (August 2018)
    • Unipol Gruppo (Italy): Acquisition of 15% of BPER Banca (August 2018)
    • Komercijalna Banka (Balkans): Consortium (with Balfin) acquisition of Tirana Bank (August 2018)
    • Halyk Savings Bank & Kazkommertsbank (Kazakhstan): Merger (July 2018)
    • TBC Bank & Nikoil Bank (Azerbaijan): Merger (July 2018)
    • Hellenic Bank (Cyprus): Acquisition of Cyprus Cooperative Bank (July 2018)
    • Banco CTT (Portugal): Acquisition of 321 Credito (July 2018)
    • Deutsche Bank Polska (Poland): Demerger involving Bank Zachodni (July 2018)
    • American Bank of Investments (Balkans): Acquisition of NBG Albania (July 2018)
    • Hrvatska poštanska banka (Croatia): Acquisition of Jadranska banka (July 2018)
    • Alfa Bank (Belarus/CEE): Acquisition of majority stake of Home Credit Belarus (June 2018)
    • Nordax Bank (Sweden): Acquisition of Svensk Hypotekspension (June 2018)

     

    Strategic M&A—signs of crossborder deals staging a comeback

    • Swissquote Bank: Acquisition of Internaxx Bank (August 2018)
    • ABN AMRO: Acquisition of Société Générale's Belgian private banking unit (July 2018)
    • Crédit Agricole: Acquisition of 5% of Credito Valtellinese (July 2018)
    • Investbank: Acquisition of Victoria Commercial Bank (July 2018)
    • Société Générale: Acquisition of Commerzbank's Equity, Markets and Commodities business (July 2018)
    • Erste Group: Acquisition of 6.29% of Banca Comercială Română (June 2018)

     

    Fintech investment

    Please refer to the 'Fintech' report in this series.

     

    Wide buyer universe

    Private equity:

    • Lone Star: Acquisition of CaixaBank's Servihabitat business and 80% of its real estate assets (December 2018)
    • J.C. Flowers and Cerberus: Acquisition of HSH Nordbank (November 2018)
    • Cynergy Capital: Acquisition of Bank of Cyprus UK (November 2018)
    • AlpInvest Partners, LGT Capital Partners, Five Arrows and Bregal Capital: Acquisition of interests in ABN AMRO Participaties (November 2018)
    • Warburg Pincus: Acquisition of Banca Monte Paschi Belgio (October 2018)
    • Atlas Merchant Capital: €100 million investment in Praxia Bank (October 2018)
    • Invalda and Horizon Capital: Consortium acquisition (together with EBRD) of Agroindbank (October 2018)
    • Värde Partners:£60 million equity investment in Masthaven (September 2018)
    • Blackstone: Acquisition of 60% of Luminor Bank from Nordea and DNB (September 2018)
    • PPF Group: Acquisition of Telenor Banka (August 2018)
    • Actis: Acquisition of Standard Chartered Bank's Asian principal finance unit (August 2018)
    • J.C. Flowers and EBRD: Acquisition of Piraeus Bank Romania (July 2018)

    Foreign strategic

    • Capitec Bank: Acquisition of Mercantile Bank Holdings (November 2018)
    • Convoy Global: Acquisition of minority stake in Tandem Bank (November 2018)
    • Stifel: Acquisition of Mainfirst Bank (November 2018)
    • GroCapital Holdings: Acquisition of 99.83% of South African Bank of Athens (October 2018)
    • REYL & Cie: Acquisition of Öhman Bank S.A. Luxembourg (September 2018)

    Foreign non-bank:

    • Geely Holding Group: Acquisition of 51.5% of Saxo Bank (September 2018)

    Ultra-high-net-worth individuals:

    • Vardis Vardinogiannis: Acquisition by Motor Oil (Hellas) Corinth Refineries of majority stake in Investment Bank of Greece (November 2018)
    • Oleg Karchev: JSC Bank Realist–BaikalInvestBank JSC merger (September 2018)
    • Adrian and Andreas Keller: Acquisition of 80.1% of Berenberg Bank (September 2018)
    • Andrey Shlyakhovoy: Acquisition of VTB Banka Beograd (July 2018)

     

    Fierce competition

    Amazon, Google and other Big Tech companies could compete with banks for the sale of even basic retail products**

    Zopa, the 13-year-old peer-to-peer lender, has become the first of its kind to be awarded a full UK banking licence. The UK regulator's decision to grant the licence marks the first major breakthrough by a P2P lender into mainstream banking***

    "Challenger" banks:

    • Arkea Group: Acquisition of net-m privatbank 1891 (December2018)
    • Starling Bank:"High street" branch distribution JV with UK Post Office (November 2018)
    • Monzo: Launch of SME lending products and successful £85 million Series E funding round, led by General Catalyst and Accel (October 2018)
    • Qonto: Successful €20 million Series B funding round, led by Valar, Alven Capital and European Investment Bank Group (September 2018)
    • Monese: Successful US$60 million Series B funding round, led by Kinnevik (September 2018)
    • Acorn OakNorth: Successful US$100 million funding round to enable licencing of AI loan system to other banks (September 2018)
    • Virgin Money: Lifetime mortgage JV (August 2018)
    • RBS cashpool: Allocation of £775 million to boost UK's SME banking sector to be awarded in February 2019 (July 2018)

    Fintech:

    • Revolut: Successful grants of Lithuanian banking licence, Singaporean remittance licence and Japanese financial services authorisation as well as launch of open-banking enterprise marketplace for business banking customers (June – December 2018)
    • Zopa: Successful grant for UK banking licence (December 2018)
    • FinTech Group: Austrian banking JV with Österreichische Post Aktiengesellschaft (September 2018)
    • Klarna Bank: Acquisition of Close Brothers Retail Finance unit (September 2018)

    New entrants:

    • Emirates NBD: Launch of DirectRemit services to the UK (August 2018)
    • Solarisbank: Launch of business loan offering (August 2018)

    Consumer/tech majors:

    • Tencent: Launch by N26 of UK online bank offering (October 2018)

     

    Incumbents strike back against the "challengers"

    • RBS: Launch of Mettle (RBS's standalone digital SME‑focused bank) and Bó (RBS's standalone digital consumer bank) (September – November 2018)
    • Barclays: Launch of US online-only checking account offering (October 2018)
    • Goldman Sachs: Launch of Marcus, Goldman Sachs's UK digital consumer savings platform (August 2018)

     

    Rise of the activist investor

    Advisers bulking up:

    PJT Partners: Acquisition of CamberView Partners (August 2018)

    Market situations:

    • Nordea/Cevian: Pressure to address revenue development decisions (November 2018)
    • Barclays/Sherborne Investors: Pressure to make key governance changes and downsize Barclays' investment bank (July – November 2018)
    • Deutsche Bank/Hudson Executive: Acquisition of 3.1% of Deutsche Bank to encourage traditional retail banking in Germany (November 2018)
    • Credito Fondiario/Elliott: Pressure to increase profitability (August 2018)
    • Citigroup/ValueAct: Acquisition of US$1.7 billion of equity and pressure to increase shareholder revenue (August 2018)
    • Mediobanca/Elliott: Pressure to spin off of Mediobanca's 13.2% stake in Generali (August 2018)
    • Novo Banco/Elliott and Aurelius: Pressure on Novo Banco's Tier 2 bond issuance (July 2018)
    • UniCredit/Caius: Pressure to convert €3 billion of UniCredit's complex instruments into common equity (June 2018)

     

    Open banking

    New frontier:

    • KBC Bank Ireland: Launch of new open banking offering through the KBC app (November 2018)
    • Barclays: Launch of account aggregation feature on Barclays' mobile banking app (September 2018)
    • CYBG: Launch of open banking offering with ID Co. (August 2018)
    • Deposit Solutions: Successful US$100 million funding round (August 2018)
    • Société Générale: Crédit du Nord is the first French bank to offer open banking (July 2018)

    Regulatory encouragement:

    • UK FCA and UK CMA: Financial comparison rules require banks to publish additional product information, thereby enabling customers to compare providers' account offerings (August 2018)

     

    Click here to download PDF of this chapter.

     

    FULL MAGAZINE
    Financial institutions M&A: Sector trends

     

    * Source: Reuters, November 2018
    ** Source: UK FCA's Strategic Review of Retail Banking Business Models (December 2018)
    *** Source: Financial Times, December 2018

     

    This publication is provided for your convenience and does not constitute legal advice. This publication is protected by copyright.
    © 2019 White & Case LLP

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    As 29 March 2019 draws closer, and the possibility of a ’no deal’ Brexit becomes ever more real, many financial services businesses across Europe are contending with operational uncertainty of monumental proportions. The same businesses are also shouldering the growing strain of market fragmentation, digital transformation, disruptive financial regulation, large-scale IT meltdowns and cybersecurity attacks.

    Notwithstanding these pressures, many financial institutions have hardened their resolve that ‘the show must go on’.

    Against this backdrop, we analyse M&A activity across 5 main financial services subsectors: Banks, Fintech, Asset/Wealth management, Market infrastructure and Consumer finance. In this report, we highlight the key trends across Europe and the UK in 2018, and provide our insights into the outlook for M&A in 2019 and beyond.

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    Global law firm White & Case LLP has advised Deutsche Pfandbriefbank AG (Pfandbriefbank) as lender, lead manager and mandated lead arranger on the granting of a €500 million loan for Vonovia SE.

    The loan has a term of ten years and will be issued in equal parts by Pfandbriefbank and Landesbank Baden-Württemberg. The loan is secured by a residential portfolio in Dresden with a total lettable area of approximately 800,000 square meters, consisting of around 13,400 residential units and over 200 commercial units. The portfolio is almost fully let.

    The White & Case team which advised on the transaction was led by partner Thomas Flatten and included counsel Alexander Born and transaction lawyer Maral Nasseri (all Frankfurt).

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    Sherri Snelson is a partner in White & Case's Bank Finance group, focusing on debt finance transactions.

    She has extensive experience acting as lead counsel for lenders, private equity funds and their portfolio companies in connection with leveraged finance and fund/portfolio finance transactions across numerous jurisdictions and industries.

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    Representation of a leading secondaries manager in connection with the financing for its acquisition of various portfolios of private equity and venture capital investments.*

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