Tag: acquisitions

  • Seplat targets acquisitions, diversification to drive growth

    Seplat Petroleum Development Company Plc plans to acquire additional assets that would help in strengthening and diversifying its growth base as the indigenous oil and gas company seeks to create greater values for stakeholders.

    At the annual general meeting yesterday in Lagos, the board of Seplat said the company will explore both organic and inorganic opportunities to deliver its growth strategy.

    Chairman, Seplat Petroleum Development Company Plc, Dr Ambrose Orjiako, said Seplat has always been an ambitious company and it continues to see Nigeria as a world-class opportunity set.

    “In addition to our organic growth opportunities, we maintain our clearly defined strategy of balancing this with inorganic expansion and will leverage our competitive advantages to seek out carefully considered, price-disciplined and value accretive acquisition opportunities,” Orjiako said.

    He noted that the company had in 2017 focussed on stabilising its core business and successfully repositioned to resume a growth trajectory. Seplat recorded profit before tax of $44 million.

    According to him, Seplat moved into the current business year on a substantially firmer operational and financing footing with a high-quality portfolio that offers a material and predictable production base combined with a large inventory of production and development drilling opportunities that it plans to capitalise on.

    Chief Executive Officer, Seplat Petroleum Development Company Plc, Mr. Austin Avuru, said the proactive and decisive management as well as strong underlying fundamentals have seen Seplat emerging from an exceptionally challenging period with a much fitter and stronger business that is equipped to deliver long-term value for shareholders.

    He noted that gas has remained a key revenue driver, which underlines Seplat’s gas domestication strategy and the robustness of gas as a key source of growth and diversification.  Seplat’s gas business contributed $124 million, 27 per cent of total revenue in 2017.

    “We look ahead into 2018 and beyond with a strong sense of optimism and from a position of both strategic and financial strength. Every aspect of our business and management has been stress tested in the extreme during the past two years and I am delighted to be able to say that we have proved our ability to withstand severe external shocks to the business,..” Avuru said.

    He outlined a three-pronged growth strategy that includes optimising the large inventory of oil production drilling opportunities to grow production, capitalising on early mover advantage in the domestic gas sector to further grow upstream and midstream production and processing capacity and to use its good financing position to selectively consider and executive value accretive acquisition opportunities.

  • ‘Nigeria’s mergers, acquisitions market still vibrant’

    Nigeria, one of the largest and most active mergers and acquisitions (M&A) markets in Africa last year, still has the potential for growth as foreign and Nigerian investors and companies look to enter or scale up their operations in Africa’s largest market.

    The market delivered a year of steady deal flow last year with 25 deals worth $3.2 billion. Deal volume was however down by 22 per cent from 2014, which saw 32 deals worth $9.5 billion. Nigeria’s rich natural resources, large population and favourable demographics ensured that the country remained one of the busiest and most attractive M & A markets in Africa in 2015 despite currency volatility and a period of uncertainty leading up to the presidential election.

    Head, Advisory and Capital Markets, FBN Capital Limited, Afolabi Olorode, said Nigeria’s size, population and consumer trends make it more resilient and attractive to M & As.

    “The sheer size of Nigeria’s population and Gross Domestic Products (GDP) makes it an attractive market compared to most other countries in Sub-Saharan Africa (SSA). It is the biggest economy in Africa but most sectors are still underserved, which means there is massive growth potential. You would have to invest in a number of different countries to match the scale of opportunity in Nigeria, “ Olorode said.

    The scope of the opportunity in the country, and the limitations a weakening currency has placed on outbound deal making, contributed to an increase in domestic M & A activity in Nigeria, which over the past two years has accounted for nearly half of M & A volume. “Nigeria has been facing serious currency challenge, so we’re probably not as competitive when it comes to outbound deals. But we feel that there is still a lot of work to do here. The domestic market is underserved as it is, so there is no need to go out and start exploring the region or the continent,” Olorode said.

    There were 11 domestic deals in 2015 worth $1.5 billion with local oil and gas companies such as Seplat Petroleum and First Exploration & Petroleum Development Company dominating the deal flow with the acquisition of oil mining licences as oil majors, such as Shell and Chevron, are exiting their Nigerian assets.

    Nigeria’s rich natural resources mean the energy, mining and utilities sector still delivered more deals than any other sector, 28 per cent of total deal volume and 54 per cent of deal value, and distress among exploration and production and oilfield services companies amid the downturn in oil prices is sure to yield more opportunities in the sector in 2016.

    “We closed five deals in 2015 including acting as exclusive adviser to FBN Holdings Plc on the sale of its 100 per cent equity in FBN Microfinance Bank to Letshego Holdings Limited,” Olorode said.

    Olorode noted that another appealing aspect of the Nigerian deal market is that it has diversified beyond natural resources and has established a firm market for M & A in the TMT, financial services and consumer sectors, which all account for an increasing share of deal volume.

    Deals, such as US-based cereal maker Kellogg’s $450 million acquisition of food distributor Multi-pro Enterprise, and Unilever’s proposed $215 million investment for a 25 per cent stake in Unilever Nigeria, are examples of a deal market that offers opportunities across a variety of industries and demonstrate the strength of the consumer market.

    Besides, the growth in sectors outside of oil and gas has proven to be especially attractive for private equity players, who see Nigeria as offering targets of sufficient size to serve as platforms for regional and pan-African expansion. One example is UK-based private equity firm Actis’s $62 million purchase of a majority stake in Sigma Pensions.

    “Private equity investors who are looking for businesses of a certain scale make a first investment of around $15 million, and then follow up with a rollup strategy where, through the platform, they acquire other smaller players. This enables private equity investors to deploy a more sizable chunk of a fund,” Olorode said.

    However, Olorode pointed out that the Nigerian M & A market also poses risks with currency risk remaining a primary concern while uncertainty around regulation is a second concern, especially after MTN, the largest mobile operator in Africa, incurred a $5.2 billion fine from Nigerian authorities for failing to cut off unregistered users. The original fine of $5.2 billion, which was later reduced, was a double of MTN’s annual profits. Investors’ view on some of these key concerns will determine the M & A trend in 2016.

    “Compared to 2015, 2016 is likely to be equally challenging as some of the key issues that emerged in 2015 still need resolving. Last year investors were hesitant due to risks associated with the election and the volatility of the Naira. The policies adopted by the government in dealing with the exchange rate crisis as well as fiscal management in the face of reduced revenue will go a long in shaping investors’ positioning on Nigeria in the year and the medium term,” Olorode said.

    After several years of steadily increasing M & A activity, it seems African deal making has crossed the Rubicon. The continent has firmly entrenched itself into the global marketplace, with both domestic and inbound dealmakers seizing on the opportunities on offer. There were 290 deals in 2015, the highest volume since 2007. This figure coincides with the highest number of private equity deals on Mergermarket record (60).

    Respondents to the 4th edition of the Mergermarket survey anticipate M&A will continue to grow in 2016 – many cited cash reserves and easily available deal finance among the top drivers. Despite political turmoil in many countries, a prolonged downturn in the commodities cycle and related currency risk, Africa’s top economies have more than maintained investor interest with strong momentum in M & A across the majority of sectors. Distressed assets in the oil and gas sector could, in fact, generate more deals in the near term.

    In the renewables sectors, private equity firms are already reaping the rewards of their investments. One such example is Norfund’s exit from hydro company TronderPower in Uganda, as Africa seeks to accomplish 300GW of renewable energy generation by 2030.

    Across the continent – by no means a homogenous M & A market – investors have increasingly cast an eye over regional blocs that offer greater opportunity for cross-border activity.

    Deals in 2015 involving the manufacture of tissues, mattresses, baby foods and bottled water hint at diversification away from an economy centred solely on natural resources and the continuing promise for growth in the consumer sector.

    The key SSA destinations – South Africa, Kenya and Nigeria – have managed to turn challenges into opportunities by working to improve regulation and introduce greater transparency – both of which were among the principal obstacles to dealmaking, according to the survey.

    Alongside the continent’s established M & A markets, other emerging destinations, such as Ethiopia, Mauritius and Madagascar are also coming to the attention of dealmakers. Be it in established markets or up-and-coming nations, strategic buyers and private equity investors alike are looking beyond the commodities and extractive industries and increasingly appreciating the favourable valuations and expansion opportunities in Africa.

  • Acquisitions drive equities amid sell pressure

    Turnover at the stock market jumped by 971.7 per cent last week as two major acquisition were consummated at the Nigerian Stock Exchange (NSE).

    Turnover rose to 11.91 billion shares valued at N18.34 billion in 19,508 deals, representing 972 per cent and 146.2 per cent increase in turnover volume and value. In the previous week, turnover stood at 1.11 billion shares valued at N7.45 billion in 15,562 deals.

    The turnover last week was driven by major acquisition deals on Wema Bank Plc and Unity Kapital Assurance Plc. A total of 4.16 billion shares of Unity Kapital Assurance Plc were swapped in a cross deal at 77 kobo per share. This represented about 30 per cent equity stake in Unity Kapital Assurance. The transaction on Unity Kapital was a divestment of the major equity stake of Unity Bank Plc, according to a reliable source.

    Also, a total of 6.67 billion shares of Wema Bank Plc were swapped in three deals at 90 kobo per share. The deals were block divestments. A source said the divestments were part of the share sales by Asset Management Corporation of Nigeria (AMCON). The three deals represented 17.3 per cent equity stake in Wema Bank.

    The acquisition deals expectedly placed Wema Bank and Unity Kapital atop the activities’ chart. The trio of Wema Bank Plc, Unity Kapital Assurance Plc and Zenith Bank International Plc accounted for 11.01 billion shares worth N11.27 billion in 2,856 deals, representing 92.4 per cent and 61.5 per cent of the total equity turnover volume and value respectively.

    The financial services sector remained the most active sector with a turnover of 11.69 billion shares valued at N14.73 billion traded in 13,094 deals; representing 98.2 per cent and 80.35 per cent of the total equity turnover volume and value respectively. The conglomerates sector followed with 71.89 million shares worth N175.60 million in 777 deals while the consumer goods sector placed third with a turnover of 69.72 million shares worth N1.18 billion in 3,019 deals.

    Also traded during the week were a total of 294,047 units of Exchange Traded Products (ETPs) valued at N3.209 million executed in 42 deals, compared with a total of 72,054 units valued at N637,635.25 traded in 26 deals two weeks ago.

    In the bonds segment, a total of 12,470 units of Federal Government bonds valued at N14.348 million were traded in eight deals last week.

    The stock market however came under intense sell pressure as investors readjust portfolios ahead of the monetary policy meeting of the Central Bank of Nigeria (CBN). The Monetary Policy Committee (MPC) of the CBN is scheduled to meet between today and Tuesday. Most equities with price changes ended on the negative side. There were 20 gainers against 41 losers last week as against 39 gainers recorded against 22 losers in the previous week.

    The benchmark indices at the NSE showed widespread underlying selling sentiments, in spite of earnings reports by many companies during the week. The All Share Index (ASI)- the value-based index that tracks prices of quoted equities, dropped by 1.13 per cent to close the week at 25,694.79 points as against its week’s opening index of 25,988.40 points.

    Aggregate market value of all quoted equities dropped by N101 billion from the week’s opening value of N8.940 trillion to close at N8.839 trillion. Oando recorded the highest percentage decline during the week, dropping by 25.23 per cent to close at N4. Ecobank Transnational Incorporated dropped by 20.28 per cent to close at N14.35. Access Bank declined by 10.63 to close at N3.95. Honeywell Flour Mills lost 10 per cent to close at N1.62 while Ikeja Hotel dropped by 9.62 per cent to close at N2.35 per share.

    On the positive side, Conoil led the contrarian stocks with a gain of 21.38 per cent to close at N20.10. United Bank for Africa followed with a gain of 9.59 per cent to close at N3.77 while Law Union and Rock Insurance rose by 9.38 per cent to close at 70 kobo per share.

  • ExxonMobil eyes acquisitions, low spending

    American oil giant, Exxon Mobil said it would continue to cut spending as long as crude prices remain low, but added it may look at potential acquisitions in a bid to offset a plunge in production.

    Exxon, which has a triple-A credit rating, tapped the debt market this week with a $12 billion deal that has led analysts to speculate the oil major may be gearing up for an acquisition spree, Reuters said.

    “We have the financial flexibility to pursue attractive opportunities and can adjust our investment programme based on market demand fundamentals,” Exxon Chief Executive Rex Tillerson said in a statement as he and other company executives met with analysts in New York.

    Texas-based Exxon said it expects its capital spending, which has been falling since hitting a peak of $42.5 billion in 2013, to drop next year from the $23.2 billion it now plans to spend this year. It spent $31.1 billion in 2015.

    Early last year, Exxon said its average annual spending would be around $34 billion over the next several years.

  • 80 capital market firms may opt for mergers, acquisitions, restructuring

    80 capital market firms may opt for mergers, acquisitions, restructuring

    Not fewer than 80 capital market firms may opt for business combination and restructuring, according to a source in the know of compliance with the new minimum capital requirements at the capital market.

    According to the source, the compliance reports filed with the Securities and Exchange Commission (SEC) have so far indicated that while most capital market operators may scale through by the September 30, this year deadline, some 80 capital market firms may have to undertake mergers and acquisitions or downsizing of their operations to stave off the threat of liquidation.

    The source said more than 300 operators have complied with the new minimum capital requirements for their functions, leaving about 170 operators.

    Almost half of these operators have already been determined to be inactive and will likely be the first set of operators to be weeded out under the first compliance check.

    The Nation on Monday reported that SEC has given capital market operators seeking to undertake mergers and acquisitions or any reclassification of their functions a deadline of July 31 to formalise such arrangement and file the necessary information with the apex capital market regulator.

    In a July 4 circular to capital market firms, the apex capital market regulator directed  operators, which might have opted for mergers, acquisitions or any other form of business combination as a vehicle to meet the new minimum capital requirements to file their notifications with the Commission not later than July 31, this year.

    The directive also applies to capital market operators proposing reclassification or reduction of their registered functions, including those seeking to downsize from stockbroker to sub-broker, broker-dealer to either broker or dealer and from multiple functions to a single function among others.

    The Nation recently reported that some capital market operators were considering mergers and acquisitions as viable alternative plan to stave off the threat of liquidation.

    Market sources had said there had been intense discussions around consolidation, a reference to mergers and acquisitions, in recent months as the new management of the apex capital market regulator insisted it would not rescind earlier decisions on the new minimum capital base.

  • Nigeria records 24 mergers, acquisitions

    Nigeria records 24 mergers, acquisitions

    Nigeria recorded 24 mergers and acquisitions in 2014, driven largely by the continuing divestments by banks from non-core financial services.

    Total value of the mergers and acquisitions was put at some N500 billion, according to one analyst’s estimate.

    Official data on mergers and acquisitions by the Securities and Exchange Commission (SEC) obtained by The Nation indicated that three mergers and 21 acquisitions were consummated last year.

    Mergers and acquisitions within the period were highlighted by major transactions such as the business combination between Nigerian Breweries and Consolidated Breweries, the acquisition of Mainstreet Bank Limited by Skye Bank Plc and acquisition of ConocoPhillips Nigeria’s business by Oando Energy Resources, a subsidiary of Oando Plc.

    The biggest transaction was the acquisition of Nigerian businesses of ConocoPhillips (COP) by Oando in a transaction valued at $1.55 billion. In December 2012, Oando, through its subsidiary Oando Energy Resources (OER), had entered into an agreement with COP to acquire COP’s Nigerian businesses for a total cash consideration of US$1.55 billion. The payment and government sign-off of the deal was concluded in 2014.

    This was followed by acquisition of the entire issued shares of Mainstreet Bank Limited from Asset Management Corporation of Nigeria (AMCON) by Skye Bank Plc for total consideration of N120 billion.

    The report underlined the ongoing divestments by banks as major drivers for mergers and acquisitions with nearly half of the transactions directly and indirectly related to the change in banking regulatory framework.

    The Scope of Banking Activities and Ancillary Matters No 3, 2010 requires banks to fully concentrate on core banking functions. The new model requires banks to either sell all non-core banking businesses or form a holding company to hold such non-core banking businesses including activities such as insurance, asset management and capital market operations. Most banks opted to divest from non-core financial services.

    Veritas Registrars Limited acquired 658.3 million ordinary shares, about 45.4 per cent equity stake, in Zenith General Insurance Limited from Zenith Bank Plc. Stacap Limited acquired 100 per cent equity stake in Union Capital Markets Limited, a subsidiary of Union Bank of Nigeria Plc. Also, Greenoaks Global Holdings acquired 6.97 billion ordinary shares or 92.75 per cent equity stake in Union Assurance Company Plc from Union Bank of Nigeria Plc and its subsidiaries, including Union Homes, UBN Properties, Union Trustees and William Street Trustees.

    Quad Capital Limited acquired FinBank Securities and Asset Management Limited, Oriental Capital Asset Management Limited acquired 100 per cent equity stake in FINBANK Insurance Brokers Limited, Capital Alliance Private Equity III Limited acquired 3.17 billion ordinary shares or 96.11 per cent equity stake in FIN Insurance while Capital Limited acquired 2.50 billion ordinary shares in FinBank Capital Limited.

    Other transactions related to the banks’ divestments included Kaizen Partners Nigeria’s acquisition of the entire issued shares of Diamond Capital and Financial Markets Limited and Diamond Securities Limited, acquisition of 50 million or 100 per cent equity stake of Citadel Registrars by Union Registrars Limited and acquisition of 54 per cent equity interest in Kakawa Discount by FBN Capital Limited and simultaneous redistribution of 20 per cent interest to FBN Holdings Limited.

    Other acquisitions during the year included acquisition of 334.62 million ordinary shares or 94.7 per cent equity stake in Independent Securities Limited by Butterpot Capital Limited, the acquisition of 25 million ordinary shares of N10 and 29 million preference shares of N10 in SIM Capital Alliance Limited by ACA Holdings Limited from Sanlam Investments Holdings Limited, acquisition of 100 per cent equity stake by HBCL Investment Services Limited in Enterprise Bank Limited from Restructuring Company Limited and Eligible Securities Limited, and acquisition of 60 per cent equity stake in Penman Pension Limited by Mansard Insurance Plc.

  • Market operators mull mergers, acquisitions

    Market operators mull mergers, acquisitions

    •SEC appraises new capital base

    Capital market operators are considering mergers and acquisitions as viable options to stave off the threat of liquidation under newrules set by the  Securities and Exchange Commission (SEC) .

    Reliable market sources said there have been intense discussions around consolidation, a reference to mergers and acquisitions, in recent months as the new management of the apex capital market regulator insisted it would not rescind earlier decisions on the new minimum capital base.

    Sources said while some stockbrokers and other operators were considering raising funds through special placements, most deficient operators have started preliminary discussions on mergers and acquisitions.

    Capital market operators, especially stockbrokers, had mounted strong lobby for a downward review and change in the structure of the new minimum capital requirements. The hopes of a revision had risen with the exit of the former director general, Ms Arunma Oteh and the appointment of Mr. Mounir Gwarzo, a stockbroker, as the substantive director general.

    But the new SEC management has insisted on the implementation of the new minimum capital requirements as previously scheduled. Gwarzo had hinted in February that SEC would appraise compliance with the new minimum capital base requirements in June.

    Gwarzo had told a team of the council and management of the Nigerian Stock Exchange (NSE) that visited him that the Commission was delighted that it has had a good collaboration with all stakeholders on the issue of the recapitalization and it “will return to the exercise in the next five months”.

    A source said a string of major enforcement actions taken by the Commission recently had impressed it on the capital market operators that the apex capital market regulator may not tolerate default. SEC had last week suspended operations of BGL Group, one of the largest investment banking firms at the capital market, from all capital market activities. The Commission also suspended all sponsored officials of  the BGL Group, including its managing director who was the president of the Chartered Institute of Stockbrokers (CIS).

    It should be noted that SEC had extended the deadline for compliance with the new minimum capital requirements for various capital market functions from December 31, 2014 to September 30, 2015. Before the extension, some 262 capital market operators had met their various capital requirements.

    However, the larger segment of the capital market operators had called for a review of the minimum capital base arguing that it violated the principles of risk-based approach that should govern the capitalization of multi-operators market.

    SEC had 2013 announced major increases in minimum capital requirements for capital market functions under a new minimum capital structure that was initially scheduled to take off by January 1, 2015. Minimum capital base for broker and dealer was increased by 329 per cent from the existing N70 million to N300 million.

    Broker, which currently operates with capital base of N40 million, will now be required to have N200 million, representing an increase of 400 per cent.

  • Tax implication of mergers and acquisitions

    Tax implication of mergers and acquisitions

    Simply put, a merger is a combination or integration of existing companies to form a single company while acquisition is known as take-over. It is the take-over of by one company of sufficient share in another company to give the acquiring company control over that other company.

     

    Statutory Requirement under Companies Income Tax Act (CITA)

    The CITA in Section 29(12) Cap (21, LFN, 2004) provides that ‘‘no merger, take-over, transfer or restructuring of the trade or business carried on by a company shall take place without having obtained the Service’s direction under sub-section 9 of this section and clearance with respect to any tax that may be due and payable under the Capital Gains Tax Act’’. The implication of this provision is that the approval of the Federal Inland Revenue Service is a necessary condition for the completion of the process in a merger or acquisition bid. Therefore, no merger or acquisition bids would be fully consummated without the companies involved having obtained consent from the FIRS.

     

    Procedure for Obtaining the Service’s Approval

    From the start, the merging companies are required to submit to the FIRS, copies of the scheme of merger and scheme of arrangement on the consolidation request for its study and proper evaluation in order to ensure that taxes which may result from the companies’ transactions are correctly assessed and collected. Herein lies the relevance of the Service’s powers under section 29(9) (i) to require either of the companies directly affected by any direction which is under the consideration of the Service to guarantee or give security to its satisfaction for payment in full of all tax due or to become due by the company which is selling or transferring such asset or business.

     

    Tax Issues in Mergers and Acquisitions

    A merger may result in any of the following situations:

    • Formation of a new company.

    • Continuation of the consolidated business by one of the merging parties, in its name or under a new name.

    • Cessation of business by the other merging parties.

    In acquisition, there is only an acquiring company (ies) and the company being acquired.

     

    Emergence of a New Company

    Rendition of Annual Returns

    Where a new company emerges from a merger process, then, the new company is expected to file its returns, in line with the provisions of Section 55(3)(b) of CITA. The section provides that “every new company shall file with the Service, its audited accounts and returns within eighteen (18) months from the date of its incorporation or not later than six (6) months after the end of its first accounting period as defined in section 29(3) of this Act, whichever is earlier’’.

    It should however be understood that a mere change of name does not make an existing business entity a new company. Such companies will continue to be treated as old businesses on an on-going concern basis.

     

    Basis of Assessment

    Commencement rule as provided under Section 29(3) will apply to the new company, except where any of the under-listed circumstances arise:

    (I) Where the merging parties are connected parties, the Service may direct that commencement rule be set aside, in which case, the new company will file its returns as an on-going concern and its assessment will be determined on preceding year basis.

    (II) Where the new business is a reconstituted company, taking over the trade or business formerly run by its foreign parent company.

    Claim of Allowances

    Companies Income Tax Act (CITA) did not categorically address the value at which assets may be transferred for the purpose of capital allowances claims. However, International Accounting Standard 22 prescribes that in merger accounting, the assets, liabilities and reserves must be recorded at their carrying balances, implying that merger process does not permit the recording of assets at their fair value in the event of consolidation. The new company will therefore not be entitled to any investment allowance claim or initial allowance on the transferred assets; it will only be entitled to claim annual allowance on the Tax Written Down Values (TWDV) of the transferred assets.

     

    Unabsorbed Losses and Un-Utilized Capital Allowances Brought Forward

    The new company may also not be permitted to inherit the unabsorbed losses and capital allowances of the absorbed companies, except under the following circumstance:

    (i) where a reconstituted company is carrying on the same business previously carried on by this company and it is proved that the losses have not been allowed against any assessable profits or income of that company for any such year; in that case the amount of unabsorbed losses shall be deemed to be a loss incurred by the re-constituted company in its trade or business during the year of assessment in which the business commenced.

     

    Taxes and Deductibility of Related Expenses

    (i) Stamp Duties

    Duty payment will arise on the share capital of the new company, subject to the provisions of Section 104 of the Stamp Duties Act, in relation to capital and duty relief.

    (ii) Consolidated Expenses

    Fees paid to statutory bodies such as SEC, NSE, CBN, Land Authorities etc, including professionals like accountants, stockbrokers, issuing houses, and solicitors are regarded as capital in nature and will therefore not be allowed as deductible expenses by virtue of Section 27(a) of CITA.

    (iii) Taxation of Consolidation Fees:

    Fees paid to professionals for services rendered in connection with consolidation will be subject to VAT and WHT at the rates of 5% and 10% respectively.

     

    4.3.1 Tax Indemnification

    Section 29(9)(i) of CITA provides that the Service may require the new company to guarantee or give security for payment in full, for any tax due or that may become due by any of the ceased companies.

     

    4.3.2 Approval for Pension Scheme

    The new company will need to obtain a Joint Tax Board (JTB) approval for its staff pension scheme.

     

    Status of a Surviving Company in Relation to Taxation

    It is a possibility that one of the merging companies survives and its old name or a new name to inherit the assets, liabilities, reserves and entire operations of the merging parties. Where this happens, the following points must be noted:

    (i) The surviving company must file its returns in line with the provisions of section 55(3)(a) of CITA.

    (ii) Commencement rules under section 29(3) of CITA will not apply to the surviving company, as it will be regarded as an existing company.

    (iii) The surviving company will not be allowed to claim investment allowance on the assets which were transferred to it and will also not claim initial allowance on such assets.

    (iv) The surviving company may however claim annual allowance only on the tax Written down Values (TWDV) of the assets transferred to it.

    (v) The surviving company may not inherit the unabsorbed losses and capital allowances of the merging companies, except it is proved that the new business is a reconstituted company.

    (vi) All fees payable on merger bids or consolidation will be liable to VAT and WHT just like it is applicable on the emergence of a new company. Stamp duties will be paid on the increase in share capital and the company will have to obtain its own staff pension scheme approval from the JTB.

     

    Ceased Businesses

    The merger or consolidation exercise may also result in cessation of business for any of the merging parties. In this case, cessation rule as applicable under section 29(4) of CITA will apply to any of the merging companies which have now ceased business permanently, except if any of the following circumstances occur:

     

    (i) Where the merging companies are connected. Here, the Service may direct, in line with its discretionary powers, under section 29(9) of CITA that the cessation rule may not apply.

    (ii) Where a reconstituted company is formed to take over the trade or business formerly run by its foreign parent company. (See Section 29(10) of CITA.

     

    Capital Gains Tax Shares or Cash Received

    Section 32A of Capital Gains Tax Act (CGTA) Cap 121LFN 2004 provides that a person shall not be chargeable to tax under the Act, in respect of any gains arising from the acquisition of the shares of a company, either merged with, or taken over or absorbed by another company, as a result of which the acquired company has lost its identity. However, where shareholders are either wholly or partly paid in cash for surrendering their shares in the ceased business, the gains arising from the cash payment will be subject to CGT.

     

    Effect of Taxations on Consolidation Acquiring/Acquired Companies

    The tax implications of consolidation on an acquiring company or acquired companies are similar to those of mergers. Acquisition expenses are non-deductible while fees paid to professional bodies are equally subject to WHT and VAT.

  • Communication strategies in mergers and acquisitions

    Communication strategies in mergers and acquisitions

    The concept of mergers and acquisitions has long been considered one of the fastest routes to business growth. Yet, experience has shown that most mergers fail to achieve the expected synergy and are more often counterproductive at the end of the day. Post-merger integration challenges are many. Even though nobody expects structural changes occasioned by mergers to be so smooth, there are appropriate strategies that can be put in place to ensure that the integration process is carefully managed to limit disruptions and achieve synergy so as to exceed the expectations of all stakeholders. One of the strategies for achieving successful mergers or acquisitions is effective communication.

     

    Communication role

    Communication needs to begin during the preliminary stage of the merger or acquisition to set the tone for success. Too often, communication does not start until it is too late. Research shows that mergers and acquisitions go through three broad phases. As part of an AT Kearney global survey conducted in 1998 to 1999, the question, “Which phase bears the greatest risk of failure?”, brought the following response: Strategy development, target shortlisting, due diligence – 30%; Negotiation and closing the deal – 17% and Post-merger integration – 53%.

     

    People issues and most prominent time

    This response shows that the most important time for a merger or take-over is when the deal has been formalised and the more difficult stage of “bedding down” the process has started, thus requiring intensive communication. However, there is a case that communication should start early to pave the way for internal acceptance and post-merger integration. Overwhelming experience indicates directly or indirectly that people issues are the main reason for take-over failures. And communication is still central to the people issues. According to McKinsey’s studies, “Management of the human side of the merger is the real key to maximising the value of the deal.” Watson Wyatt Worldwide says cultural incompatibility is consistently the biggest barrier to integration. But Mercer Human Resource Consultants’ discovery is that out of three key merger factors – people, processes and systems – only people issues made a difference to the success of mergers in the decade to 2001.

     

    Employee communication

    Effective employee or internal communication is the first or second most important issue emerging in all studies of mergers. Internal communication and culture changes are identified as the hardest to achieve, but the most important in merger success. Tragically, they are generally under-resourced in post-merger integration, and are often absent before the deal and the due diligence phases. Interestingly, customer issues are also extremely poorly resourced.

    At this analytical juncture, the questions to ask are, “How could management handle the situation?” and “How could highly-paid management consultants let this happen?” The two most important constituencies to look after – customers and employees – have largely been ignored. And the reason for this defies logic. Most of the merger communication budgets around the world have been spent on external communication rather than employee or internal communication.

    Regardless of the brilliance of the vision and the fit in a merger, the subsequent success of the deal depends mostly on the employees. They are the ones whose day-to-day actions can make a merger work or collapse after the deal has been sealed. Sufficient investment in internal communication is the link in keeping the employee attitudes positive towards the changes brought about by the merger.

     

    Early communication

    Even before a formal merger or acquisition is underway, employees often become aware from indirect information or by chance that something is underway. It is human nature to be inquisitive. If they feel management is keeping information from them, quite understandably they start to feel anxious.

    When people are uncertain, they start speculating about the clues in front of them. Invariably this interpretation of clues becomes paranoia as they chat with colleagues and quickly have the impression that the management is conspiring to catch them unawares. The grapevine goes overtime with rumours. Productivity will begin to drop as staff waste time in discussing rumours and losing the steam of their motivation. With well-developed rumours, some staff will actually start leaving the company before the “bad news” is broken to them.

     

    Initial indifference

    Research shows that when a merger is announced, the staff in the acquiring company may not feel concerned initially. They belong to the new parent and do not anticipate much change. This sense of security is not always justified because the process of establishing the new joint organisation can reveal areas of the acquiring company that could be improved upon.  However, if two roughly-equal parties merge, change will hit both sides. Employees will become anxious about their jobs. They will suddenly have to confront loss of status and influence; uncertainty about the employers’ plans; a fight for individual survival as fear of job cuts catches them; increased workloads because some people leave voluntarily or involuntarily; a  spillover effect into individuals’ lives.

     

    Fact

    It is a truism that effective or strategic communication plays a key role in addressing these issues, but it is difficult and complex. This is because communication demands intensive time from senior management at a time when they may be totally devoted to the technical and financial aspects of the deal, and may not have sufficiently considered the impact on others. Often the skill of effective communication requires training because many managers have never received guidance on good interpersonal communication practices.

    • To be continued

  • Mobile money firms mull mergers and acquisitions

    Mobile money firms mull mergers and acquisitions

    The 20  Mobile Money Operators (MMOs) licensed by theCentral Bank of Nigeria (CBN) two years ago are contemplating merging, The Nation has learnt.

    Some of the companies include  Stanbic/IBTC Plc, Ecobank Nigeria Plc, Fortis Moble Money, UBA/Afripay, Guaranty Trust Bank/MTN and First Bank Plc. Others are Pagatech, Paycom, M-Kudi, Chams, Eartholeum, E-Tranzact, Parkway, Monitise, FST, and Corporate.

    It was gathered that some of the firms may merge because they could not muscle financial resources to overcome infrastructural, financial and agents’ network challenges among others.

    The Business Development Manager, Fortis Mobile Money, Mr Kunle Ogunmola said the firms were considering mergers and acquisitions because of their lean financial status.

    He said: “I’m sure there are moves being made by the operators to consolidate their businesses. The moves, for obvious reasons, might not be known to the public now. The mobile money scheme is still in its early stage, and operators would like to take their time before making their positions known to the public on some vital issues,”

    Ogunmola said mobile money operation was capital intensive, stressing that the operators need to pull their resources together.

    “The big players in the ecosystem are having financial problems. How much more the small players in that are carrying out mobile payment transactions. From all indications, the merger will be between the banks and the smaller firms,” he said.

    Ogunmola said mobile money initiatives requires a lot of money to ensure wider penetration, adding that it is only when they coalesce to strengthen their operations that they can get such funds.

    The Chief Executive Officer, Mobile Money Africa, Mr Emmanuel Okwogale, said mergers and acquisitions was inevitable if the sub-sector is to achieve its goals.

    Noting that the awareness level about mobile money is low, he said operators must also contend with infrastructural gaps.

    He said the sub-sector has the potential to provide transactions worth billions of naira within a month, adding that it will be difficult to achieve this if there is no business combination among operators.

    Besides, he said the shortage of agents is posing a threat to the success of mobile payment transactions, stressing that the firms will grow when they are using aggregated agents network for their operations.

    Similarly, the Managing Partner of One Network, Mr Sola Bikersteth, said mergers and collaboration initiatives are necessary in the face of poor agent network operators have to contend with.

    He said it is difficult for an individual mobile operator to build a large agent network, adding that it would be a lot easier if they coalesce to build the network for their operations.

    In a related development, the Mobility Head, Accenture Nigeria, Mrs Henrietta Bankole-Olusina, said mergers would be necessary for effective performance of the operators. She said a consolidation of existing licensed players as a result of the competition is expected in the near future.

    The mobile market, she explained, will be driven by competition from external players, adding that this can only be made possible when the operators come under a single and vibrant umbrella.