Susinnov Case Summary

Florabama is an energy venture classified as a variable interest entity (VIE) of its two investors – Meyer Inc. and Saban Company. Meyer and Saban own 60 percent and 40 percent of Florabama respectively and the profit and losses are split according to ownership percentage. According to the terms of the venture arrangement, Saban is permitted, but not required, to purchase up to 20 percent of the power produced by Florabama at cost plus. The cost-plus arrangement between Saban and Florabama represents a variable interest in that Saban absorbs variability in Florabama through the

Northwest Canadian Forest Products Limited is a company that owns and operates five saw mills in British Columbia and Alberta, Canada. They produce lumber for construction in a few different countries. The President of the company is dealing with a tough situation with one of her mills in Jackson, British Columbia. The mill in Jackson is her least productive mill and she soon has to make a decision that could cost the company a substantial amount of money. She has the choice of either investing 50 million in the weak Jackson mill or to invest more that 50 million in a new mill high demand area. The president has been informed of the many complaints from the managers and supervisors, but nothing seems to be the right solution.

Bei Capelli is facing capacity constraints and looking to expand .To pursues greater services They need to introduce new technology and new facilities.

The question that transcends the project is whether equity investors be sufficiently rewarded to justify there financing interests. The answer to this question is dependent

The case study of NewGrade Energy is based on data analysis from 2009. A privately owned company located in Regina, Saskatchewan that operates heavy oil upgrader, The Company’s ownership structure consists of the Government of Saskatchewan and Federated Co-Operatives Limited each owning 100% of the company and Crown Investment Corporation (CIC) and Consumer’s Co-Operative Refineries Limited (CCRL) both owning 50% (Ivey, 2009). At the time of its $ 770 million dollar, inception in 1988 CIC and its third-party lenders financed $150 million to the project and the government of Saskatchewan and Canada guaranteed the capital venture (Ivey, 2009). The

Husky Energy Inc. is a recognizable company to many Canadians. Most people just know it as “The Husky” and see it as just merely an oil company that is operated through North America. Although Husky Energy Inc. is based in Alberta and Saskatchewan, it is a worldwide enterprise. “China, Greenland, and Libya” all have Husky Energy within their countries (Husky Energy Inc.). The now privately owned business is valued at “28 billion as of October 2009” (Warnock, 1) and is growing exponentially. They are continuing expansion, becoming much more than a gas and oil supplier. They understand the changes are essential in being a successful corporation.

The third scenario was ignoring the option to invest in the second-generation project and selling the equipment in year 2. We evaluated this option as a put option. First, we calculated the probabilities for going up and down based on the assumption of a risk neutral word. As a result, the probability of going upward is calculated as 0.3375 and downward probability is 0.6625. In order to determine the present value of all the sequence cash flow at the end of year 2, we calculated the upside change rate and downside change rate as 64.87% and -39.35%, respectfully. The next step is to analyze the option value by using the “Binomial Tree” method. In order to determine the present value of all the subsequence cash flow at the end of year 2, we calculated the cash flow at each node on the tree, until 2006. We discounted all the cash flow at the risk free rate at 10%. The End of Year NPV of all the subsequence cash flow at Year 2 is calculated as $7,571,752, and the selling price of the equipment at end of 2 is $4,000,000, which is the salvage value. We found the NPV of selling the machine at end of Year 2 to be -$2,951,861 as of Year 0, which is negative. The APV of the project after adding the option turned out to be -$6,321,932. This negative APV suggest that the

meet both the investment and the financing objectives of the Timken Company. In that regard,

projects a company does choose to invest its resources in are likely to generate profit

The article discusses the strengths and weaknesses of building a 60-megawatt wind farm in the Kahikinui district in Hawaii. The article is written as a testimony from different people and how they feel about a company—NextEra—building a wind farm on their land. According to Pedroni, the executive director at NextEra, this project would allow Hawaii to be on a 100% renewable energy source by 2045. The project consists of 20 wind turbines which requires access to 30 acres of land. Such a land requirement necessitates a lease agreement between NextEra and the Hawaiian government, which would allocate upwards of $200,000 every year. Additionally,

Overall, the ranking lists shown that the project of Strategic Acquisition should be accept by the board directors, because it has a highest IRR and NPV, the second high Profitability Index and 5 years payback, although the initial investment is really big but still the return is worse to do. The total investment of this project will be EUR55 million. The second recommend project will be the project of Southward Expansion. This project has a high IRR and NPV, the initial investment is EUR30 million, it is the 3rd in the ranking list of Project Spending and it is the 2nd in the ranking list of Project Net Cash Flow about EUR56.25 million, The payback is 5 years too. Because the project of Effuent-Water Treatment at Four Plants is highly recommend so right now we have total capital budget EUR91 million. Based on all the ranking list, the project of the Artificial Sweetener will be the last recommendation for the new year capital budget. This project has the 3rd highest IRR and NPV, the return is the 4th in the list about EUR42.75 million and payback is also 5 years. They expenditure for this project is EUR27 million. So the total budget will be EUR118 million include Strategic Acquisition, Southward Expansion, Artificial Sweetener and Effuent-Water Treatment at Four Plants.

The use of an accounting rate of return also underscores a project 's true future profitability because returns are calculated from accounting statements that list items at book or historical values and are, thus, backward-looking. According to the ARR, cash flows are positive due to the way the return has been tabulated with regard to returns on funds employed. The Payback Period technique also reflects that the project is positive and that initial expenses will be retrieved in approximately 7 years. However, the Payback method treats all cash flows as if they are received in the same period, i.e. cash flows in period 2 are treated the same as cash flows received in period 8. Clearly, it ignores the time value of money and is not the best method employed. Conversely, the IRR and NPV methods reflect that The Super Project is unattractive. IRR calculated is less then the 10% cost of capital (tax tabulated was 48%). NPV calculations were also negative. We accept the NPV method as the optimal capital budgeting technique and use its outcome to provide the overall evidence for our final decision on The Super Project. In this case IRR provided the same rejection result; therefore, it too proved its usefulness. Despite that, IRR is not the most favorable method because it can provide false results in the case where multiple negative

Delivering enhanced value chain in wind energy markets: Suzlon's business model has evolved to an "integrated solutions" package for wind energy projects. Suzlon's key activities include: (a) designing, developing and manufacturing WTGs; (b) wind resource mapping; (c) identifying suitable

The TE didn’t give explicit rating for the project’s sustainability. Instead, it analyzed the potential for sustainability of project achievements by the project’s 5 technical focus areas. The PIR 2000-2006 constantly assessed the risks of the following six categories to the project: a. Pilot projects will not be able to proceed because external financing is no longer available; b. CREIA (The Chinese Renewable Energy Industries Association) does not receive any direct subsidies from the UNDP/GEF Project and will not be economically sustainable after 5 years because of low income generating capacity; c. The implementing capacity of national organizations is weak and the responsibility for the implementation of multiple outputs

After taking a decade for the first 10 MW of wind power to be installed, the South African wind industry added 560 MW to the country’s electricity grid in 2014. The development of the wind industry has taken place within a relatively short period of about three years, placing South Africa amongst the leading new wind markets globally. The country’s wind resource1 is exceptional. The wind industry and its supply chain are becoming firmly established with several large wind farms now fully operational, and many more under construction South Africa’s long term energy blue print, the Integrated Resource Plan (IRP), gives wind power a significant allocation, about 8,400 MW of new capacity in the period up to 2030. There are expectations that this can be exceeded by a wide margin.