This document discusses how to model pre-operating cash flows in project finance transactions to fund construction costs in a transparent manner. It provides an example of a project with construction costs that could be partially funded by revenue generated in the 4 months prior to commercial operation. The key steps shown are: 1) including pre-operating revenue and costs in the cash flow model; 2) populating construction costs to be funded; 3) modeling sources of funds, including use of pre-operating revenue to reduce debt drawn; and 4) linking the calculations to the cash flow waterfall.
This document discusses how to model pre-operating cash flows in project finance transactions to fund construction costs in a transparent manner. It provides an example of a project with construction costs that could be partially funded by revenue generated in the 4 months prior to commercial operation. The key steps shown are: 1) including pre-operating revenue and costs in the cash flow model; 2) populating construction costs to be funded; 3) modeling sources of funds, including use of pre-operating revenue to reduce debt drawn; and 4) linking the calculations to the cash flow waterfall.
This document discusses how to model pre-operating cash flows in project finance transactions to fund construction costs in a transparent manner. It provides an example of a project with construction costs that could be partially funded by revenue generated in the 4 months prior to commercial operation. The key steps shown are: 1) including pre-operating revenue and costs in the cash flow model; 2) populating construction costs to be funded; 3) modeling sources of funds, including use of pre-operating revenue to reduce debt drawn; and 4) linking the calculations to the cash flow waterfall.
This document discusses how to model pre-operating cash flows in project finance transactions to fund construction costs in a transparent manner. It provides an example of a project with construction costs that could be partially funded by revenue generated in the 4 months prior to commercial operation. The key steps shown are: 1) including pre-operating revenue and costs in the cash flow model; 2) populating construction costs to be funded; 3) modeling sources of funds, including use of pre-operating revenue to reduce debt drawn; and 4) linking the calculations to the cash flow waterfall.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PDF, TXT or read online from Scribd
Download as pdf or txt
You are on page 1/ 2
FREE TUTORIAL
PREPRE-OPERATING CASHFLOW UTILIS UTILISATION FOR FUNDING
In a project finance transaction, there is often a ramp-up or commissioning period which starts prior to formal project Completion. This tutorial demonstrates how to model such pre-operating cashflows to fund construction in a transparent way. The inclusion of these cashflows is very important to sponsors but often ignored by lenders due to their inherent uncertainty. Examples are: staged opening of a toll road, commissioning of a power station or mining processing plant. For illustration, we have prepared a case study of a simple project finance model. Screenshots 1 and 2 below show the Input worksheet, which contains the model timing and operations assumptions. It would be clearer to illustrate the concept if we model the cashflows as shown in Screenshot 3. As demonstrated in row #21 there is approximately $1.85 million of net cashflow that could be utilized to fund the construction costs.
Screenshot 1: Input page (Timing)
Screenshot 3: Extract of Cashflow Next, we demonstrate how to model transparent construction funding so that the required funding line recognises that there are these early cashflows available. Usually in a Bank Base Case these cashflows might be sensitised or even switched off so that the financiers have the confidence that there are sufficient funds to complete the project without the need of early testing cashflows.
Populate costs to be funded
The costs to be funded during construction in this case study are the usual costs during construction: Construction CapEx Any interests / financing costs during construction
Plus any pre-operating costs: Screenshot 2: Input page (Operations) The project has 12 months of construction and the target commercial operation date is on 1-Jan-10 (COD). There is a ramp-up of production which starts 4 months prior to COD (Sep09). Hence the project will generate pre-operating revenue as well as the pre-operating operating costs. Pre-operating cashflow can be utilized to fund the construction costs and their effect on cashflows are reducing utilization of capital funds (Debt / Equity) possibly improving equity return (i.e. equity raisings could be reduced) possibly improving project return and debt ratios Pre-ops Variable OpEx (row #13 Screenshot 3) Pre-ops Fixed OpEx (row #15 Screenshot 3) Tax paid during construction (row #19 Screenshot 3)
Model the above costs in a worksheet, as demonstrated in Screenshot 4. Note: add other costs such as working capital adjustments during construction if applicable.
Modelling source of funds
The next step is to model the source of funds. As mentioned, the pre-operating costs can be utilized to reduce the disbursement of other available sources of funds (Equity or Debt). As shown in Screenshot 5, the sources of funds based on priority order of utilization are:
www.navigatorPF.com
Income statement & balance sheet
Unlike the construction capex and financing costs during construction, pre-operating costs are usually not capitalized. These costs are expensed outright when incurred the costs appear in the income statement as an expense and no depreciation / amortization is involved.
Screenshot 4: Costs to be funded
Pre-ops Revenue (row #24) Initial Equity (row #27) Debt (row #30) Additional Equity (row #33) Screenshot 6: Extract of Cashflow However, there may be some exceptions where certain preoperating costs can be capitalized and depreciated over a certain period. For example, in this case study the pre-ops Variable OpEx is shown to be capitalized and depreciated for five (5) years. In this case the cost would appear in the income statement / balance sheet such as shown in Screenshot 8.
Screenshot 5: Sources of Funds Lets focus on period Sep-09 (4 months prior to COD, Col R): Row #21: Total cost to be funded is $5,474 Row #24: Pre-operating revenue is $486 Row #25: Remaining costs to be funded after utilizing the pre-operating revenue is $4,989 Row #30: Debt utilized in this period is $4,989 Screenshot 7: Input page (Depreciation)
Note that if the pre-operating revenue is not utilized, then the drawn debt during this period would be higher ($5,474).
Linking the calculation to the cashflow
Linking the calculations in the step above to the cashflow waterfall is a straightforward exercise. Refer to the extract in Screenshot 6 and note that the cashflow after funding in row #37 is zero. Screenshot 8: Extract of Income statement / Balance sheet
About Navigator Project Finance
Founded in 2004, Navigator Project Finance Pty Ltd (Navigator) is the project finance modelling expert. Headquartered in Sydney, Australia, Navigator is raising the global benchmark in financial modelling services to the project finance sector. Navigator designs and constructs financial models for complex project financings, offers training courses throughout the Middle East, Asia and Europe, and conducts independent model reviews of project finance transaction models. Navigator delivers fast, flexible and rigorously-tested project finance services that provide unparalleled transparency and ease of use. Customers include market leaders such as Deutsche Bank, ANZ Investment Bank, Bovis Lend Lease, Oxiana, Mirvac Property, Westpac and the Commonwealth Bank of Australia, together with leaders from the finance, mining, property, utilities, banking, chemical and infrastructure sectors. Navigator Project Finance Pty Ltd P +61 2 9229 7400 E enquiry@navigatorPF.com
