No one likes to think about worst case scenarios such as death or illness, but having a rainy day plan for our money is vital for our loved ones and to give you peace of mind. Here, Jason Lowe discusses the numerous and simple steps you can take to start planning ahead and protect your future.

How does development finance work and what are the criteria? Below Gary Hemming at ABC Finance explains the ins and outs of project financing and development loans in the property sector and beyond.

1. What is development finance?

Development finance is a type of short-term, secured finance which is used to fund the conversion, development or heavy refurbishment of property or properties. Property development finance can be used for a range of different building projects but tend to be used for ‘heavier’ projects, which require serious building works.

Projects which require ‘lighter’ works, such as internal refurbishment are likely to be better suited to a bridging loan.

2. How does it work?

Development finance can be more complex than residential mortgages, with funds advanced upfront and then throughout the build.

Funds are initially advanced against the value of the site, with most lenders happy to advance up to 60-65% of the value.

Once the build has begun, further funds are released at agreed intervals, with lenders often willing to advance up to 100% of the build costs. In order to agree to each stage release payment, the site will be re-inspected by either a lender representative or monitoring surveyor. If they feel that works are being done to a high standard and there is sufficient value in the site to release the next stage, funds will generally be released quickly.

The reinspection and further staged drawdown are then repeated until the project is completed.

3. How is the interest paid?

The interest is retained by the lender as each stage is drawn down, meaning there are no monthly payments to make. When the development is complete, the loan is redeemed along with any interest that has accrued.

This generally suits both the borrower and lender as cash flow can be difficult to mage during a build. As such, the removal of monthly payments makes the loan easier to manage for all parties.

4. How much does it cost?

The rate charged will depend on several factors, with the main ones being

• The developer's experience and track record
• The scheme being undertaken
• The location of the development
• The amount of funding required
• The loan to value/loan to GDV requested

Larger loans of say £500,000 or above will usually be between 4-9% per annum depending on the above factors.

Smaller loans of say below £500,000 will usually range from 9-12% per annum however if the deal is strong you could pay around 6.5% per annum. Usually, lenders price each application individually.

In addition to the interest charged, the will usually be a number of other fees, the main ones are:

• Lender arrangement fee – this is usually 1-2% of the loan amount
• Lender exit fee – this is not always charged but can be 1-2% of the loan amount.
• Valuation & monitoring surveyor fees – these can vary and it is almost impossible to offer a guide due to the number of variables.
• Broker fees – most brokers will expect to earn 1% for arranging a property development loan. Where they are not paid by the lender, they will usually charge it as a broker fee directly to you.

5. Understanding the maximum loan available

Property development finance lenders use a number of key metrics to calculate the maximum loan, they are:

• Loan to value (LTV) – The loan to value ratio is used to calculate the maximum available advance at any one time. The monitoring surveyor will revalue the site throughout the build to ensure the lender is never overexposed.
• Loan to cost (LTC) – Most lenders will want to know that you are putting up a certain amount of the money yourself, loan to cost is used to calculate this. For example, a maximum loan to cost of 90% would mean that the lender is not willing to put more than 90% of the total cost of works into the scheme. You would, therefore, have to pay at least 10% of the total project cost by way of deposit.
• Loan to gross development value – Otherwise known as loan to GDV, is the maximum percentage of the loan that the lender is willing to offer. If a £1,000,000 scheme had a maximum loan to GDV of 70%, the maximum total facility would be £700,000.

The lender will combine all 3 of these metrics to calculate the maximum loan. Where there is a conflict between the 3 figures, the lower of the 3 will be chosen to cap the loan.

6. What happens when construction works are complete?

When the works are complete, the loan will generally need to be repaid. Often, people look to refinance to a term loan such as a mortgage or switch to a development exit product whilst the site is sold as this can be cheaper than the development finance, maximising profit.

The facility will be set up to last for only the build period, with a grace period to allow time to refinance or sell. Development finance should never be used as a long-term finance solution.

At some point, most companies will need to borrow money, whether it’s to fund the growth of the business, to manage cash flow or to purchase new equipment. There are plenty of business loan lenders in the market, but it’s important that you take your time to find the right product for your business. Below, Gary Hemming, expert at ABC Finance, outlines for Finance Monthly the basic considerations to make when looking into getting a business loan.

Finding the Right Type of Business Loan

The first step in securing funding is to take time to understand the different types of business loan products. The easiest way to do this is by speaking to an experienced business finance expert, ideally a whole of market, fee-free broker.

The different products available tend to have very different costs, both in terms of monthly repayments and the total charge for credit.

Calculate Your Budget Upfront – and Stick to it

Most lenders use computerised risk profiling systems to calculate the interest rate of each loan. This means that the rate charged can end up much higher than the lenders advertised ‘headline rate’.

As the expected costs can gradually creep up as the lender sees things that they feel increase their risk, setting a budget is key. A number of small steps up in the proposed monthly repayments can lead to you taking on a payment that is really stretching the limits of being affordable.

You can protect yourself against this by setting a maximum repayment upfront and sticking to it. Be prepared to walk away if the risk of taking out the loan outweighs the benefits.

Make Sure You Have the Documents Needed to Apply

Although each lender has their own requirements, there are some common documents that are almost always needed. These are your business bank statements and trading accounts.

Lenders will usually need 3 months business bank statements. These can either be scanned and certified by a suitable professional, or PDF copies downloaded via online banking.

2 years accounts are requested by most lenders, with PDF or scanned versions usually accepted. If your business does not have 2 years accounts, the lender will usually want as much evidence of trading performance as possible.

Management accounts will strengthen your application where accounts are either unavailable or if the latest accounts are more than 9 months old.

Be Clear on How Long You Need the Money for

There are a number of unsecured business finance products available and they all work in slightly different ways. It’s important that you’re clear upfront why you need the money and for how long.

If a cash injection is needed into the business and there is no large event upcoming that will be used to repay in full then a business loan is a strong option.

Where funds are being used to specifically fund a large one-off order, or contract, then there may be better options available, such a trade finance.

Equally, if you’re looking for a facility that can be used longer term and that will grow with your business, a business loan may prove too inflexible. In that case, revolving credit facilities and invoice finance may well be better suited to your needs.

An experienced broker will be able to advise you on some of the most suitable finance products for your needs within a few minutes of your initial chat.

Once You’re Completely Comfortable - Apply

Once you’re completely comfortable, and only then, apply for your business loan. If you apply with multiple lenders, you will be credit searched by each one on application.

Although it can seem like a smart move as you will get quotes from more than one lender, too many credit searches can actually reduce your credit score. To prevent this from happening, it’s important that you take a more measured approach.

You can do this by understanding the lender's criteria and interest rate bands – the rates charged depending on the risk presented to them – upfront.

Once you’ve found what seems like the most suitable, and likely cheapest option, apply with them first, while your credit score is at its strongest.

A bridging loan is very different from a standard bank loan, but how so? Financing expert at ABC Finance, Gary Hemming explains the ins and outs of a bridging loan for Finance Monthly.

A bridging loan is a type of short term property backed finance. They are often used to fund you for a period of time whilst allowing you to either refinance to longer term debt or sell a property. Finding a bridging loan can be difficult, but leading online comparison sites can help you compare types of loan and the best loan for you and your needs.

Bridging loans are usually offered for between 1-18 months, with the loan repayable in full at the end of the term. Unlike other forms of borrowing the monthly interest is often rolled into the loan, meaning there are no repayments to make during the term of the loan.

The application process is usually far simpler than for other types of borrowing and applications can complete very quickly, usually in 5-14 days.

Bridging finance can be offered against almost any property or land and can be used for a number of different reasons. The main uses are:

• Purchasing a property quickly – such as auction purchases
• Buying uninhabitable property
• Funding property restoration or conversion work
• Repossession prevention
• Buying property under market value

Other than that, it can be used to secure the end life of seniors by buying senior life insurance policy. Such policy can be found in Seniors Life Insurance Finder.

The pros and cons of bridging loans

Bridging loans are undoubtably a very useful tool when looking to raise finance, but they can be riskier than other forms of finance. As such, it’s important to carefully consider your options before proceeding and specialist advice is always recommended. There are a number of pros and cons to consider before committing to a loan and online jobs for college students.

Pros

• Applications are usually completed in under 14 days, making them ideal when funds are needed quickly.
• As there are often no monthly repayments to make, bridging finance can be used to raise capital where cash flow is tight, but you have the assets to comfortably repay the loan.
• The bridging market is very competitive, and this is leading to a reduction in interest rates. With rates starting from as little as 0.37% per month, bridging finance has never been cheaper.
• Where properties are being purchased under value, lending can often be based on the full value of the property, meaning it’s possible to purchase a property without a deposit.
• Bridging loans can be used to purchase properties that would be ineligible for borrowing using other types of borrowing, such as property that is not habitable.

Cons

• Bridging loans are more expensive than traditional mortgages. Although rates are dropping, traditional mortgages are still by far the most economical option for most property transactions.
• As most loans are very short term, if you have problems with your chosen method of repayment, you can face major issues. Failure to repay the loan at the end of the term would eventually lead to repossession, and most likely significant costs.

Things to consider before taking out a bridging loan

There are a number of key things to consider before taking out a bridging loan, taking the time to consider:

Always Consider Total Cost

When comparing products from different providers, always consider the total cost of the loan, rather than just the interest rate. People often chase the lowest interest rate, but many lenders will charge large exit fees, fund management fees and other ‘hidden’ costs.

Always ask for a breakdown of the total cost of taking the loan before proceeding as this makes it much easier to compare different providers.

Is Your Repayment Method Viable?

The main danger when taking out a bridging loan is that you will be unable to repay the loan at the end of the term. Always consider how the loan will be repaid upfront and make sure the proposed exit is viable.

If you’re planning to sell your property, make sure the term of the loan gives you sufficient time to find a buyer and for the sale to complete. If you’re forced to pursue a quick sale, you could end up receiving far less for your property than you would like.

If you plan to refinance onto a longer-term loan, you should check that your application is likely to be accepted. Where possible, aim to get an agreement in principle from your chosen lender before completing on your bridging loan.

Am I Getting the Best Possible Deal

The difference in cost between different providers can be significant. In addition, some lenders can only be accessed through a limited number of brokers, meaning you may not be able to access the lowest rates.

By checking with 2-3 providers, you will give yourself the best possible chance of securing the best deal.

In recent years a new way of investing has emerged, Peer to Peer (P2P) lending, and although this sector is growing fast, many people have yet to properly understand what it has to offer, how to participate and what risks are involved. This week Finance Monthly has heard from Relendex, a P2P commercial real estate lending platform on the myths surrounding P2P lending.

The first important thing to grasp is that Peer to Peer lending is a new way of investing and not an asset class in and of itself. It provides the opportunity to access investment returns that are not necessarily available elsewhere. The whole point of the structure is to bring together a number of people to meet a funding requirement via an online platform. The operating costs of the platforms are typically much lower than other types of Investment Company, this often provides a better deal for lenders and borrowers.

Though P2P is perceived in some quarters as “new”, the UK’s oldest P2P lender started business in 2005 and has now lent in excess of £2 billion. The Financial Conduct Authority (FCA) took over regulation of the sector in 2014 and most serious players are fully regulated through a rigorous process developed by the FCA to make sure that these businesses are regulated just as robustly as any other financial services business, in order to protect the interests of their customers. Since 2012, the UK Government has been supporting the P2P sector by lending large sums of public money through various platforms.

There are an increasing number of players in this market and they tend to focus on different types of proposition. It is important to remember that P2P platforms are as different as chalk and cheese. Some are fully-authorised by the FCA, reliable and professionally run with a good track record and reporting. Others are not. Platforms cover a wide range of asset classes. The most common areas are those lending to small to medium sized businesses (SME Lending) (mostly unsecured), consumer lending (unsecured) and property lending (usually secured). As we’ve said, P2P is an enabling structure not an asset class so it’s really important to understand where your money is being deployed. You will also find that some P2P platforms allow you to choose an individual opportunity and others will invest your money across a range.

Kroger Feedback Survey to win $5000

One of the fastest growing parts of the market is property lending, which grew by 88% from 2015-16. This part of the market has grown significantly as it seems the High Street banks, are unable to meet the demand from developers to deliver new and refurbished homes at a rate the current housing crisis demands.

Relendex was one of the first P2P lenders to enter this market and it allow individuals to select which projects they are attracted to and they choose how much money they want to invest – from as little as £1000. All of their loans are secured by a First Charge over property and they have returned an average of just over 8.5% per annum and although they will lend up to 65% of the value of a particular property, the average since they started business is actually below 60%.

As the established bricks and mortar banks pull out of many areas of lending, especially the making of development loans to SME house builders, Michael Lynn, Relendex's CEO, confidently predicts that if the UK is to have any chance of building the homes it desperately needs, the P2P sector must step into the financing gap. It seems that the future is bright for P2P financing with the prospect of continued dramatic growth over the next decade.

So a few tips on what to consider when looking at getting involved in P2P:

• Is the company FCA regulated? The Platform itself should be regulated. Be wary of platforms that cite a 3rd party's regulated status.
• Does it have a track record?
• Are the claims it is making for its rate of return evidence based?
• Does the management team have the expertise relevant to their sector, or are they relying on an algorithm untested in a downturn?
• Are the loans secured on assets?
• Are asset valuations and LTVs conservative?
• Does the platform offer an Innovative Finance ISA wrapper?
• How easy is it to withdraw funds and what, if any, are the costs?

To hear about Nucleus’ asset based lending facility, Finance Monthly speaks to Corporate Sales Director Ian Bath, who joined the company in July last year and has been working on developing their mid-market ABL business since then.

What is the Nucleus approach when providing asset based lending (ABL) to companies?

At Nucleus, our approach always starts with getting a good understanding of the business we are dealing with, the people behind it, and what they are looking to achieve. With the benefit of this understanding we can start to tailor a package of facilities that not only covers the anticipated needs, but the inevitable bumps along the road that every business experiences as well.

The Nucleus ABL offering includes not only invoice finance, but extends to stock, plant and machinery, and property as well. We have no hard and fast rules around the mix of assets that comprise the borrowing base, and will often fund assets that others may exclude, making our solutions truly flexible.

A particular specialism within Nucleus is funding contractors who operate within the construction sector.

What are the advantages of asset based lending for companies?

Asset based lending frequently enables companies with a strong asset base to get more leverage out of their Balance Sheet than traditional senior debt can provide. It is particularly appropriate for businesses going through a period of change - when they need to invest in growth. Cases where EBITDA is still modest, but the outlook shows an improving trend would be a good example of this. In these situations, it is difficult for a senior debt provider to get comfortable with lending against next years’ income in the same way as a secured lender can. Additionally, ABL facilities typically have fewer covenants than traditional types of lending, making the availability and predictability of funding more stable in times of uncertainty - as we are experiencing at the moment.

Can you talk us through some of the recent trends that Nucleus has observed in the ABL space?

The number of players operating in the space has increased significantly in recent years. Whilst Nucleus has traditionally focused on SME businesses, we have seen an increasing demand in the Mid-Market, and increased our funding threshold to £50 million in 2017. This is a factor of the so-called Alternative Lenders focusing on smaller opportunities and the American Banks hunting out sizeable cross border deals. Increasingly ABL within the High Street banks is working in conjunction with their leveraged finance teams and the basis on which deals are structured is heavily influenced by them, rather than more traditional ABL values.

We have also seen ABL and Private Equity working much closer together as their understanding of our offering, and the value we can bring to a transaction, has improved.

What are Nucleus’ goals for the future of your ABL practice?

We are committed to continuing our support for businesses in a range of industries and sizes, with our flexible offering of products. In 2017, we doubled the total amount that we have lent to businesses to £700m and this year, our ABL product will continue to play a significant role in Nucleus’ growth plan over the next 12 months and beyond.

CASE STUDY:

Key Stats:

Type:  Invoice Finance

Borrowed: £8m

Industry: Manufacturing

EXPERT TOOLING AUTOMOTIVE LTD.

Expert Tooling Automotive Ltd. came to Nucleus because they needed to replace their existing ID facility whilst retaining the same pre-payment and funding limit.

Established in 1972, Expert Tooling Automation Ltd. is a highly respected supplier and manufacturer for the British automotive industry. Expert is the largest Automation System builder in the UK, supplying specialist assembly line components to clients including Jaguar Land Rover, Aston Martin and Nissan.

The business has gone from strength to strength in recent years, increasing turnover by five times in under seven years. Previously funded by a bank, they needed to replace their existing Invoice

Discounting facility when their provider pulled back funding. Although still retaining a solid balance sheet and order book, after several overseas contracts ran into difficulty. Expert were asked to seek alternatives.

After consulting their broker, Expert was recommended to several finance providers. The deal was complex, with a high concentration needed for one of the debtors and it required a specialist understanding of the industry to structure the facility appropriately and support the client’s operations. Nucleus was the only funder who were able to fully meet their requirements and was able to match the previous provision and deliver the bespoke £8m Invoice Discounting facility that Expert needed.

Nucleus team spends time getting to know all the businesses that the company funds and this client chose them because of the flexibility and the direct access to decision makers that they offer.

Angelo Luciano, CEO: “Nucleus took the time to understand our business and the challenges around the nature of our project related trading. Nucleus offered a flexible solution that allows us to have other sources of funding where appropriate.”

Chirag Shah, CEO, Nucleus: “It’s personally rewarding to support businesses that represent the heartland of the British manufacturing and construction industry, a profitable sector that contributes to job creation and driving the UK economy.”

Contact details:

Email: contact@nucleus-cf.co.uk

Website: https://nucleuscommercialfinance.com/

Brexit is edging closer every day, and equally everyday risk and opportunity float in a volatile sea of decisions for every business. Below Luke Davis, CEO and Founder of IW Capital, talks Finance Monthly through the complexities of alternative finance post-Brexit.

With a new tax year now underway, the first two weeks of April have also brought the revelation that investment spending in the UK grew more than in any G7 country in the lead up to 2018. Following outstandingly favourable conditions for British business in 2017, the first quarter of 2018 has held form for the new tax year. With the first round of Brexit terms agreed, and the passing of the Finance Act earlier last month, investor reactions to the events of 2018 steadily come under a time-sensitive microscope.

The government crack-down on asset-backed EIS opportunities and the significant expansion of new-age sectors such as med-tech, biotech and fintech has also significantly increased the focus on investor portfolio decisions for the 2018/2019 tax year. In a recent report from Mayfair-based private equity firm IW Capital, the high net-worth facing data found that one in five UK investors were turning away from traditional stocks and shares and instead choosing to invest in to new-age tech sectors such as energy tech and med-tech. Equally significant, the doubling of the EIS investment cap for knowledge-intensive companies, and the launch of a government consultation into a knowledge-intensive fund ensures these sentiments are duly supported by the infrastructure that supports the alternative finance arena.

The research further unveils that a post-Brexit climate in the investment arena is far from a bleak one, as over seven million investors say SMEs are more attractive as a result of increased trade prospects on the back of Brexit. Furthermore, over a quarter of investors say that they feel more encouraged to invest in SMEs after the formalization of Brexit has run its course.

This data comes amidst a more cautious outlook from the UK’s SME business leaders who previously predicted that smaller business would suffer a slow-down in the post-Brexit business climate. Seventy-five percent of small business owners said that they faced rising business costs, while the Federation of Small Businesses Quarterly Confidence Index also reported negative figures for the second time in five years.

Investors, on the other hand, have maintained a firm and optimistic perspective on both pre-and post-Brexit investment agendas in relation to the UK private sector. While the disparity between investors’ positive outlook and SME leaders’ scepticism reflects the UK market’s preparation process for Brexit, the discord also presents an opportunity for leaders on both sides of the investment spectrum to develop a symbiotic relationship.

Supported by one in five investors believing that Brexit will lead to higher quality and more frequent deal flow, and almost a third predicting that Brexit will improve SME productivity, the UK’s upcoming exit is an opportunity to drive new trading opportunities that could mean more SMEs seeing beyond Europe and proactively engaging more with the rest of the world. Moreover, many retail investors are keen to allocate funds in high-growth UK companies, and now have a much stronger chance of doing so due to the ongoing disintermediation of the alternative finance industry.

In order to leverage the growth in opportunities investors—particularly those in the alternative investment space—must transfer their optimism to SME business leaders. Government regulations on EIS investments, and other fiscal adjustments made in the Chancellor’s 2017 Autumn Budget, further provide a pre-and post- Brexit roadmap that can bring investors and business owners closer together. With this infrastructure in place, closing the disparity in Brexit perspective hinges on transmitting not only resources, but confidence. While many see Brexit as a challenge to both business leaders and investors, it is much more likely to provide opportunity instead.

An anticipated rise in UK and European corporate insolvencies over the next two years should be prompting both borrowers and lenders to take early advice where they have concerns about businesses' solvency outlook, says Ogier offshore restructuring specialist Simon Felton.

Simon, a partner in Ogier's Banking & Finance team, was involved in several post-financial crisis restructurings, including the receivables trustee of a £13.5bn portfolio of UK RMBS as well as portfolios of loans in the Irish banking industry and regulatory capital in the Austrian banking sector.

Recent reports have forecast that British insolvencies are set to rise by 8% in 2018 – the second highest rise worldwide, after China – and that the increasing likelihood of rate rises and the end of quantitative easing by the European Central Bank in 2019 threaten a similar increase in Europe.

Already this year, UK firms including Carillion, Toys R Us and Maplin have been declared insolvent.

Simon said that the tightening interest rate and liquidity climate should be prompting both borrowers and lenders to take advice and consider what action may be necessary now, rather than delay when options may be reduced.

He said: "Whether you're a borrower or a lender, you should be analysing each company's solvency position, particularly where those entities are reliant on group support to meet their obligations, and if you think that there are issues, taking advice early as to what your obligations or rights are, and what course of action you should take.

"Early analysis, advice and action is crucial. For directors of debtors, the nature of their obligations changes as the solvency position of the company deteriorates, as does the ability of lenders to protect themselves.

"The regulatory picture may have changed significantly over the last ten years, particularly for financial institutions, but the combination of quantitative easing by the ECB and low interest rates coming to an end may pose a test for some businesses."

(Source: Ogier)

HSBC has today confirmed that it will no longer provide project finance for new tar sands projects including the construction of any tar sands pipelines. This policy would exclude HSBC from providing project financing for the Keystone XL and Line 3 Expansion pipelines. HSBC also stated that its overall exposure to tar sands will reduce over time.

HSBC’s move, disclosed in its new Energy Policy, is the most recent in a series of decisions by international financiers to distance themselves from the controversial pipelines in North America. French banks BNP Paribas and Natixis, and insurance and investment giant Axa, as well as Dutch bank ING, and Sweden’s largest pension fund, AP7, all made similar announcements in 2017. [1]

Greenpeace is now calling on Barclays, the only other major UK-based bank providing loans for tar sands pipelines, to rule out financing new tar sands pipelines in North America.

Oil from tar sands is one of the most carbon-intensive fuels on the planet because of the large amount of energy needed to extract it. The proposed pipelines are key to the expansion of the tar sands fields in Alberta, Canada. Estimates show Keystone XL alone could potentially add nearly a million barrels of oil per day to current capacity, as well as an estimated 175 million additional tonnes of CO2 per year. [2]

Commenting on the announcement, John Sauven, Executive Director of Greenpeace UK said: "This latest vote of no-confidence from a major financial institution shows that tar sands are becoming an increasingly toxic business proposition. It makes no sense to expand production of one of the most polluting fossil fuels if we are serious about dealing with climate change in a post-Paris world. HSBC has got the message. Now Barclays need to decide if it wants to be the only UK bank offering project finance to tar sands pipelines.”

Annie Leonard, Executive Director of Greenpeace US, said: “The world has changed dramatically since these controversial tar sands projects were first proposed. In the US, we’ve seen record floods, hurricanes and wildfires super-charged by climate change. We’ve also seen a powerful, diverse, and growing movement step up to stop new fossil fuel infrastructure like the Keystone XL pipeline. This move by HSBC is the most recent indication that the financial community has begun to see the increasing risk in funding pipelines. We now expect banks like the US giant JPMorgan Chase and Barclays, who have backed tar sands pipelines in the past, to cease their funding of these dirty projects.”

HSBC has previously participated in revolving credit facilities for TransCanada (the company building KXL) and Enbridge the company building the Line 3 expansion.

HSBC has also ruled out funding new coal fired power stations all around the world with the exception of three countries - Bangladesh, Indonesia and Vietnam where funding may continue until 2023.

Hindun Mulaika of Greenpeace South East Asia said: "By ruling out new coal funding by the end of 2019 in many countries, HSBC has taken a step in the right direction. However, by singling out Indonesia, Vietnam and Bangladesh as exceptions to their coal policy, they are creating a loophole in the countries that are most aggressive in their coal power planning and condemning their citizens to a lifetime of air pollution impacts. HSBC must close this loophole as soon as possible and turn their financial support to accelerating a transition to clean energy.”

1. BNP Paribas In October 2017 announced a decision to no longer finance “pipelines that primarily carry oil and gas from shale and/or oil from tar sands,” and will sever “business relations with companies that derive the majority of their revenue from these activities.” Dutch bank ING confirmed in June that its oil sands policy excludes financing tar sands pipelines. Sweden’s largest pension fund, AP7, announced that it will divest from TransCanada on the grounds that its proposed pipelines in Canada and the US were incompatible with the Paris Agreement. In December 2017 Natixis pledged to no longer fund “exploration and production projects concerning oil extracted from tar sands; infrastructure projects (pipelines, terminals and others) primarily devoted to transporting or exporting oil extracted from tar sands or companies whose business primarily relies on exploiting oil extracted from tar sands”, and insurance and investment giant Axa announced the “divestment of over Euro 700 million from the main oil sands producers and associated pipelines, and the discontinuation of further investments in these businesses” and no longer providing insurance to tar sands or associated pipeline businesses.

2. Greenpeace has published a report for banks and their shareholders outlining the financial and reputation risks that banks could face in arranging and providing finance for companies intending to build tar sands pipelines. See Figure 1 on page 3 for estimated additional greenhouse gas emissions per year resulting from proposed tar sands pipelines.

3. On Wednesday, the controversy over Justin Trudeau’s support for tar sands pipelines followed him to the Commonwealth Heads of Government meeting in London, where the Canadian High Commission was rebranded ‘Crudeau Oil HQ’ and blockaded with a 30m pipeline. Since March, weeks of ongoing peaceful direct actions in British Columbia against the Trans Mountain Expansion tar sands pipeline have resulted in the arrests of about 200 people.

(Source: Greenpeace)

There comes a time in the life of many businesses when owners cast around for ways to borrow money for growth. But those intending to use venture capital and private equity should plan particularly carefully before committing. Many don’t, and the result can be catastrophic.

Whilst the challenge is simple enough: to get the best deal whilst surrendering the least amount of control and equity. How to achieve that is less straightforward.

What goes wrong is poor attention put into the three basics: business plan, motivation, and due diligence.

Usually, the fractures start to appear because the borrowing enterprise has just not prepared itself. Unfortunately, the thought of ‘free’ cash in return for a slice of equity can tempt owners to make growth predictions that overreach reality. But the wise tread carefully and take advice. Without careful execution, the deals turn sour, with original management teams seduced into arrangements that end up with them losing both money and control.

There are horror stores out there. One UK business originally worth £5 million saw a £7.5 million private equity investment turn rapidly from a lifeline to a millstone, as it failed to meet challenging targets to which its owner had originally agreed. The software company now owes its backers £22.5 million in unpaid interest and redemption charges. Only one of the original management team is still in place and their stakes are now worth little.

This particular nightmare is neither the rule, nor the exception, but illustrates what can go wrong.

Private equity and venture capital can positively transform the fortunes of a business, injecting expertise as well as cash to help it grow. When it works, everyone benefits from a deal between risk and reward. But when it fails, the biggest loser often turns out to be the original management team.

In the end, the siren call of ceding absolute control for someone else’s financial support is not for everyone. Clients of mine stepped back from the brink, despite a willing lender. The reason was unease that the lender’s need for a return on their cash over a fixed term was at odds with the more relaxed instincts of the management team to let things in their restaurant chain grow organically.

The business plan is crucial and more than just a calling card. It is the basis on which the institutional equity investor decides how much to lend and what to demand in return. Firms that overstate likely growth to get investment are doing themselves no favours.

This is because valuations, upon which the entire deal will be based, are dependent on cash flow forecasts. Get them right, or better still, set them lower than they subsequently turn out, and everyone is happy.

But if the business has to keep going back to the investor, the lender will gradually wrest away control in exchange for their cash. They will insist, for example, on new agreements that may keep notional share ownership intact, but take control of decisions over fund raising and board membership.

In simple terms, the more a business falls short of an agreed business plan, the more it ends up giving away.

Which brings us to the next important area: motivation. A management team must ask itself what kind of life it wants. Once private equity is on board, a roller coaster ride starts. Demands are made, targets need to be met. The lender’s need to recover cost and secure a return requires growth at an agreed rate. This can be incompatible with watching your children play sports on a Wednesday afternoon, say. Do the soul-searching.

Nothing will be a problem if your business is growing, of course. But if it isn’t, expect a tough life. The management team must be wholly committed or problems start, particularly when targets in the all-important business plan fail to be met.

The final key component to borrowing money is to carry out due diligence on any lender. Examine the portfolio that every equity house lists. Speak to the firms involved and find out their experience.

Borrowing money from a bank is a far more removed, transactional experience than taking it from a venture capitalist or private equity lender. Their loans come with an expectation of involvement, so personal and professional chemistry is important. The process is effectively inviting a new member on to your key team.

Sometimes organic growth is best - not only because it allows more control to be kept by the original owners, but it can also be better as a fit. The culture of a business can be rudely disrupted by the keenly focused financial demands of an agreement with venture capital and private equity funders.

And choose wisely. The ideal lender will treat your enterprise as more than just a risk to be shared amongst many other. But remember: Private equity wants to have your cake. The trick is to avoid being eaten entirely.

Research from Liberis, reveals that over half of UK businesses are unable to access the funding needed to grow; with the main hindering factor being a lack of education or understanding of their funding options. With falling SME confidence in the economy and mounting concerns over costs given the relative weakness of the sterling, Liberis strongly urges the UK to better support its small business community.

The lifeblood of the UK economy, SMEs contribute more than £200bn a year; with this number expected to grow by almost 20% by 2025. Yet, without a vital cash injection, this 2025 vision will be severely stinted.

Hindering growth opportunities, this lag in SME development may in turn negatively impact the economy. Liberis therefore believes it is crucial to ensure better understanding on how to navigate the perceived minefield of funding options. Small business education is desperately required to increase awareness levels of the process; greatly benefiting both businesses and economy alike. Such movement has been reinforced in a recent report from the British Business Bank, in which the UK Government backed organisation pledges its dedication to a more targeted educational campaign on the topic of SME finance.

While 62% of UK SMEs said they need funding to grow and expand, but 57% of SMEs were unsure which provider to obtain funding from and 53% did not have a set amount in mind when looking to access finance.

Liberis found 22% of businesses require funding to maintain business as usual, while 5% need funding to survive past the first year of business. Speed of funding has been identified as integral to achieving this growth. Other findings of the report showed an increase in the popularity of crowdfunding as a source, with 10% of UK SMEs looking to use this as a means for funding in the next two years.

Commenting on the report, Rob Straathof, CEO at Liberis, said: ‘These findings have opened our eyes to a lack of confidence and awareness among SMEs in how to correctly secure the funding they so desperately need. Funding will continue to be a hot topic for the small business community, but urgent action and collaboration is crucial to prevent resulting damage to the UK economy. Without sufficient financial education and support, the UK’s business ambitions will be severely affected but by ensuring they have the correct financial understanding, we can help secure and strengthen their livelihood; fast-tracking their ambitions.’

Established in 2007, in a space where traditional banking and loan models were finding it challenging to meet the needs of UK SMEs, Liberis provides fair and transparent funding options based on business potential, helping entrepreneurs achieve their goals and ambitions. Through its Business Cash Advance, an innovative form of funding, Liberis links repayments directly to cash flow so businesses only repay when their customers pay them. To date Liberis has helped over 6,000 SMEs, advanced £200m in funding and supported over 24,000 jobs in the UK. Moving forward, the company aims to further empower small businesses, broadening customer reach through strategic partnerships and international expansion.

Large enterprises have traditionally struggled to keep up with the pace of their more agile and disruptive SME counterparts. Nowhere is this truer than the finance department. Below Karen Clarke, Regional Vice President at Anaplan, explains the useful simplicities of the zero based budgeting method and the huge possibilities of savings for any business.

It’s incredible to think that many businesses are still chained to the same arcane budgeting process that’s been used for over 100 years. A traditional budgeting process based on extrapolating the previous year’s spend fails to provide the detailed insight needed to achieve a material change in the cost base, particularly when line item expenses are already highly-aggregated.

Companies should no longer feel tied to these dated processes. New technologies are enabling innovative finance teams to overhaul how budgets are allocated and managed, through introducing zero based budgeting (ZBB) – and the resulting savings are starting to make headlines.

Take Coco Cola, which has revealed that it has broken out of the dark ages by incorporating ZBB into its processes, targeting savings of $3 billion by 2019 in the process. Or the world’s largest cereal company Kellogg Co., zeroing in on $150-180 million savings from ZBB. In 2016, the company publicly announced savings directly from ZBB, and noted that these savings will build to a run rate of $450–$500 million by 2018. Crucially, it will enable the company to invest in its existing brands, acquire new brands and fund geographic expansion.

Despite the prospect of realising savings of a similar magnitude, many organisations still shy away from ZBB due to concerns that it is expensive, time consuming to implement, and will disrupt their business. But this is no longer true. With the advent of the cloud and connected planning tools, organisations can implement ZBB seamlessly, without disruption to the business or existing processes.

In a world where every advantage counts, adopting ZBB where everything in every budget must be justified as both relevant and cost effective – will be central to future business success. Enterprises can use the methodology to level the playing field and bring that SME agility into their enterprise armoury. Incorporating ZBB in to business processes doesn’t have to be a complicated process. With so much uncertainly in the market and with Brexit continuing to cast a shadow over business confidence, the importance of driving greater cost discipline across all sectors has never been greater.

As we’ve seen, particularly in retail in recent weeks, sales are dropping and costs are continuing to increase for buyers, creating a squeeze on businesses. In light of this, ZBB can offer an opportunity for long-term sustainability. Despite some recent profit margin improvements caused by ferocious cost cutting, these opportunities are fast running out for organisations and are ultimately short-lived. Instead, companies should focus their efforts on how they can take advantage of marketplace opportunities, which are the real keys to growth.

ZBB is a significant shift in how organisations budget, but the huge opportunities for savings which it can unlock can make vast improvements to any business. The examples already being showcased in the market demonstrate that, for big businesses, the numbers involved are significant, and the opportunity to innovate in this way can be a real market differentiator, enabling the business to allocate funds where they’re really needed.

What’s required is a clear plan for how the business can switch to a ZBB model, with buy in from the top of the organisation. As Kellogg have openly stated, top-down sponsorship is crucial to making any ZBB initiative a success. The business also needs to be equipped with the right tools to enable this form of connected decision making and planning. By looking to tools born in the cloud, organisations have the opportunity to introduce ZBB quickly and without significant cost implications, capturing substantial value in the process.

As organisations start the New Year and are fast approaching the new financial year, never has there been a better time to refresh how costs are considered and find new ways of driving significant cost savings within the business. With continued uncertainty expected in the market, it’s essential that every business equip itself with the necessary tools and processes to strengthen their armour for 2018 and beyond.