Tata corus aquisition


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Slides has Covered Whole issue of TATA & Corus Aquisition. Present By webneez.com

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Tata corus aquisition

  1. 1. TATA STEEL •Founded by Dorabji Tata and Jamshedji Tata on 25th August 1907. • Formerlly known as TISCO. • It was world’s 56th largest steel company and 2nd largest in India. • The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. • Post Corus merger, Tata steel is India’s second largest and second most profitable company in private sector. • Its consolidated revenue of INR 132110 crore and net profit of over INR 12350 crore on 31st march, 2008.
  2. 2. Corus • It was formed from the merger of Koninklijke Hoogovens N.V. with British Steel plc. on 6th October, 1999. • It has major integrated steel plants at Port Talbot, South Wales: Scunthorpe, North Lincolnshine, Teeside, Cleveland ( all in U.K.) and Ijmuiden (Netherlands) • Corus Group plc engages in the manufacture, processing, and distribution of metal products worldwide. It operates in three divisions: Strip Products, Long Products, Distribution and Building Systems. • Group turnover for the year 31st Dec. 2005 was pound 10.142 billion, profits were pound 580 million.
  3. 3. Synergies between the two companies • Tata was one of the lowest cost steel producers in the world and had self-sufficiency in raw material. Corus was fighting to keep its productions costs under control and was on the look out for sources of iron ore. • Tata had a strong retail and distribution network in India and SE Asia. This would give the European manufacturer an in-road into the emerging Asian markets. Tata was a major supplier to the Indian auto industry and the demand for value added steel products was growing in this market. Hence there would be a powerful combination of high quality developed and low cost high growth markets
  4. 4. Synergies between the two companies • There would be technology transfer and cross-fertilization of R&D capabilities between the two companies that specialized in different areas of the value chain • There was a strong culture fit between the two organizations both of which highly emphasized on continuous improvement and ethics. Tata steel's Continuous Improvement Program ‘Aspire’ with the core values : Trusteeship, integrity, respect for individual, credibility and excellence. Corus's Continuous Improvement Program ‘The Corus Way’ with the core values : code of ethics, integrity, creating value in steel, customer focus, selective growth and respect for our people.
  5. 5. Synergies between the two companies • In November 2006, Brazilian steel marker Companhia Siderúrgica Nacional (CSN) challenged Tata Steel's proposal for acquisition. They countered Tata Steel's offer of 455 pence per share by offering 475 pence per share of Corus.
  6. 6. The Deal On January 31, 2007, following the lack of agreement on an offer, an auction process was triggered. Following the conclusion of the auction process (at an unprecedented length of nine rounds) conducted by the Panel in accordance with Rule 32.5 of the Code (the "Auction"), Tata Steel announced the proposed acquisition of Corus Group at 608p per share, that being 5p more than CSN's top offer of 603p. The final valuation of Corus was thus put at $12.04 Billion. This deal is the largest Indian takeover of a foreign company and will create the world's fifth-largest steel group.
  7. 7. Timelines • On October 20, 2006, Tata Steel announced that it had agreed to pick up a 100% stake in the Anglo-Dutch steel maker Corus at 455 pence per share in an all cash deal, cumulatively valued at GBP 4.3 billion (USD 8.04 billion). • On November 19, 2006, the Brazilian steel company CSN launched a counter offer for Corus at 475 pence per share, valuing it at $8.4 billion. • On December 11, 2006, Tata preemptively upped the offer to 500 pence, which was within hours trumped by CSN's offer of 515 pence per share, valuing the deal at $ 9.6 Billion. The Corus board promptly recommended both the revised offers to its shareholders.
  8. 8. • On December 11, 2006, CSN announced a formal offer for the Company at an offer price of 515 pence per Corus Share, valuing the deal at $ 9.6 Billion.. The CSN Acquisition would also be implemented by way of a scheme of arrangement and is subject to a pre-condition that either Corus Shareholders reject the Tata Scheme or the Tata Scheme is otherwise withdrawn by Corus or lapses. The Corus board promptly recommended both the revised offers to its shareholders. • Also on December 19, 2006, UK Watchdog the Panel on Takeovers and Mergers announced that the last date for each of Tata and CSN to announce revised offers for the Company, should they wish to do so, is 30 January 2007. They also warned that it would begin an auction procedure if the two remained in competition. • On January 31, 2007 Tata Steel won their bid for Corus after offering 608 pence per share, valuing Corus at $11.3bn Timelines
  9. 9. FINAL DEAL STRUCTURE $3.5–3.8bn infusion from Tata Steel ($2bn as its equity contribution, $1.5–1.8bn through a bridge loan) $5.6bn through a LBO(Leveraged Buyout) ($3.05bn through senior term loan, $2.6bn through high yield loan)
  10. 10. New Board formulation • Mr. R.N. Tata will be the Chairman of Tata Steel and Corus • Mr. Jim Leng will be the deputy chairman of Tata Steel and Corus • Mr. B Muthuraman, Mr. Ishaat Hussain and Mr. Arun Gandhi to join the Corus board
  11. 11. Born : 28 December 1937 (age 75) Surat, India Residence : Colaba, Mumbai, India Nationality: Indian Ethnicity : ParsiAlma Mater : Cornell University Harvard University Occupation : Former Chairman of Tata Group Religion : Zoroastrianism Thank you