Project Appraisal and

Financing

Dr. Sudhindra Bhat

MBA,MFM,ACS,PGDIR&SM, PGDS&MM, M.Phil, PhD**
Management Consultant, Trainer and Faculty
Objectives
 Understand identification and pre-feasibility studies
 Understand feasibility study, technical, financial, economic
environment and market etc.
 How to manage project risks – how to identify, assess and allocate
project risks amongst different risk sharing partners;
 How to structure projects – why do firms use off-balance sheet,
project finance instead of on-balance sheet, corporate finance?
and
 How to finance the projects – what are the different innovative
structures/sources of project finance?
Contents :

  Project Identification Process

  Project Feasibility Study & Preparation of Project Report
 Marketing Feasibility
 Technical Feasibility
 Financial viability and modeling
 Economic Feasibility
 Environmental Feasibility
 Project Risk Analysis
 Deal structuring through risk identification, assessment & mitigation
 Project Financing
 Domestic
 Overseas
 Financing Infrastructure Projects – BOT, BOOT, BOO mechanism
 Case studies

Dr. Sudhindra Bhat 3

MBA, MFM, ACS, MPhil, PGDIR&PM, PGDS&MM, PhD
Project Finance?
 The financing of long-term infrastructure,
industrial projects and public services based upon
a non-recourse or limited recourse financial
structure where project debt and equity used to
finance the project are paid back from the
cashflow generated by the project
 In other words, project financing is a loan structure that relies primarily on the
project's cash flow for repayment, with the project's assets, rights, and interests
held as secondary security or collateral.

Project finance is especially attractive to the private sector because they can
fund major projects off balance sheet.

Dr. Sudhindra Bhat 4

MBA, MFM, ACS, MPhil, PGDIR&PM, PGDS&MM, PhD
 CAPITAL EXPENDITURE represents growing edge
of a business
 Long term consequences- impact on future
 Difficult to reverse capital investment DECISIONS
because the market for used capital investments is ill-
organised and/or
 Most of the capital equipments bought by a firm are
tailored to meet the individual’s/ firm’s specific
requirements
 Capital investment decisions involve substantial
outlays
WHAT IS A CAPITAL BUDGETING DECISION

 The individual’s/ firm’s decision to invest its current funds most

efficiently in the long term assets in anticipation of an expected
flow of benefits over a series of years

 Long term assets are those which affect the firm’s operations
beyond the one year period.
 Investment decisions include expansion, acquisition (of
machinery, euipments, etc) modernisation and replacement of the
long term assets.

 Important and note that investment in long term assets

invariably requires funds to be tied up in current assets such
as inventories and receivables. As such investment in fixed
and current assets is one single activity.
Nature of Investment Decisions
 The investment decisions of a firm are generally
known as the capital budgeting, or capital
expenditure decisions.
 The firm’s investment decisions would generally
include expansion, acquisition, modernisation and
replacement of the long-term assets. Sale of a
division or business (divestment) is also as an
investment decision.
 Decisions like the change in the methods of sales
distribution, or an advertisement campaign or a
research and development programme have long-
term implications for the firm’s expenditures and
benefits, and therefore, they should also be
evaluated as investment decisions.
Features of Investment Decisions
 The exchange of current funds for future benefits.
 The funds are invested in long-term assets.
 The future benefits will occur to the firm over a series
of years.
 Expenditure and benefits of an investment should be
measured in cash
 In the investment analysis it is cash flow which is
important and not the accounting profit.
 An investment will add to the wealth if it yields
benefits in excess of the minimum benefits as per the
“OPPORTUNITY COST OF CAPITAL”.
Importance of Investment Decisions
 Growth  
 Risk 
 Funding  
 Irreversibility
 Complexity  
Types of Investment Decisions
 One classification is as follows:
  Expansion of existing business
  Expansion of new business
  Replacement and modernisation

 Yet another useful way to classify

investments is as follows:
  Mutually exclusive investments
  Independent investments
  Contingent investments
Capital Budgeting process

 Planning
 Analysis
 Selection
 Financing
 Implementation
 Review
Facts of Project Analysis
 Market Analysis
The kinds of information Required,
Consumption trends in the past and present,
past and present supply, import and export,
cost structure, electricity demand, ect.,
 Technical Analysis
 Financial analysis
Investment outlay, cost of project, Means of
financing, cost of capital, Projected
profitability, Break even point, Cash flow of
the project, level of risk ete.,
 Economic Analysis
Social cost, project on the distribution income in
the society, employment, self-sufficiency, and
social order.

 Ecological Analysis
Environmental Damages
Restoration Measures
Generation and Screening of Project
 Generation of ideas and Stimulating the flow of ideas
and SWOT analysis.
Monitoring the Environment
 Economic sectors
State of the Economy, Overall rate of growth, cyclical
fluctuation, balance of payment.
 Governmental sectors
Industrial policy, Tax frame work, Financing norms,
subsidies and incentives
 Technological Sectors
 Socio- Demographical Sectors
 Competition sectors
 Supplier sectors
Investment Evaluation Criteria
 Three steps are involved in the evaluation of
an investment:
 Estimation of cash flows
 Estimation of the required rate of return (the
opportunity cost of capital)
 Application of a decision rule for making the
choice
Investment Decision Rule
 It should maximise the shareholders’ wealth.
 It should consider all cash flows to determine the true profitability of
the project.
 It should provide for an objective and unambiguous way of
separating good projects from bad projects.
 It should help ranking of projects according to their true profitability.
 It should recognise the fact that bigger cash flows are preferable to
smaller ones and early cash flows are preferable to later ones.
 It should help to choose among mutually exclusive projects that
project which maximises the shareholders’ wealth.
 It should be a criterion which is applicable to any conceivable
investment project independent of others.
Technical project appraisal
includes:
 examination of the performance of the new
technologies or techniques being considered;
 comparison of new technologies or
techniques with current technology or
practice if applicable;
 estimation of energy savings or generation;
 assessment of environmental benefits and
comparison with any legislative requirements.

Dr. Sudhindra Bhat 17

MBA, MFM, ACS, MPhil, PGDIR&PM, PGDS&MM, PhD
Financial project and investment appraisal
includes:
 calculation of energy saved or generated;
 calculation of value of energy saved or
generated;
 estimation of capital and running costs;
 estimation of economic attractiveness, using
simple payback time, rate of return, Net
Present Value etc.

Dr. Sudhindra Bhat 18

MBA, MFM, ACS, MPhil, PGDIR&PM, PGDS&MM, PhD
Evaluation Criteria
 1. Discounted Cash Flow (DCF) Criteria
   Net Present Value (NPV)
   Internal Rate of Return (IRR)
   Profitability Index (PI)

 2. Non-discounted Cash Flow Criteria

   Payback Period (PB)
   Discounted Payback Period (DPB)
   Accounting Rate of Return (ARR)
Net Present Value Method
 Cash flows of the investment project should be
forecasted based on realistic assumptions.
 Appropriate discount rate should be identified to
discount the forecasted cash flows. The
appropriate discount rate is the project’s
opportunity cost of capital.
 Present value of cash flows should be
calculated using the opportunity cost of capital
as the discount rate.
 The project should be accepted if NPV is
positive (i.e., NPV > 0).
Net Present Value Method
 Net present value should be found out by
subtracting present value of cash outflows
from present value of cash inflows. The
formula for the net present value can be
written as follows:
 C1 C2 C3 Cn 
NPV      n 
 C0
 (1  k ) (1  k ) (1  k ) (1  k ) 
2 3

n
Ct
NPV    C0
t 1 (1  k )
t
 Calculating Net Present Value
 Assume that Project X costs Rs 2,500 now
and is expected to generate year-end cash
inflows of Rs 900, Rs 800, Rs 700, Rs 600
and Rs 500 in years 1 through 5. The
opportunity cost of the capital may be
assumed to be 10 per cent.
 Rs 900 Rs 800 Rs 700 Rs 600 Rs 500 
NPV    2
 3
 4
 5 
 Rs 2,500
 (1+0.10) (1+0.10) (1+0.10) (1+0.10) (1+0.10) 
NPV  [Rs 900(PVF1, 0.10 ) + Rs 800(PVF2, 0.10 ) + Rs 700(PVF3, 0.10 )
+ Rs 600(PVF4, 0.10 ) + Rs 500(PVF5, 0.10 )]  Rs 2,500
NPV  [Rs 900  0.909 + Rs 800  0.826 + Rs 700  0.751 + Rs 600  0.683
+ Rs 500  0.620]  Rs 2,500
NPV  Rs 2,725  Rs 2,500 = + Rs 225
Acceptance Rule
 Accept the project when NPV is positive
NPV > 0
 Reject the project when NPV is negative
NPV < 0
  May accept the project when NPV is zero
NPV = 0
 The NPV method can be used to select
between mutually exclusive projects; the one
with the higher NPV should be selected.
Evaluation of the NPV Method
 NPV is most acceptable investment rule for the
following reasons:
 Time value
 Measure of true profitability
 Value-additivity
 Shareholder value
 Limitations:
 Involved cash flow estimation
 Discount rate difficult to determine
 Mutually exclusive projects
 Ranking of projects
Internal Rate of Return Method
 The internal rate of return (IRR) is the rate that
equates the investment outlay with the present
value of cash inflow received after one period.
This also implies that the rate of return is the
discount rate which makes NPV = 0.
C1 C2 C3 Cn
C0    
(1  r ) (1  r ) 2
(1  r ) 3
(1  r ) n
n
Ct
C0  
t 1 (1  r )t
n
Ct

t 1 (1  r ) t
 C0  0
Calculation of IRR
 Uneven Cash Flows: Calculating IRR by Trial
and Error
 The approach is to select any discount rate to
compute the present value of cash inflows. If the
calculated present value of the expected cash inflow
is lower than the present value of cash outflows, a
lower rate should be tried. On the other hand, a
higher value should be tried if the present value of
inflows is higher than the present value of outflows.
This process will be repeated unless the net present
value becomes zero.
Calculation of IRR
 Level Cash Flows
 Let us assume that an investment would cost
Rs 20,000 and provide annual cash inflow of
Rs 5,430 for 6 years.
 The IRR of the investment can be found out
as follows:

NPV   Rs 20,000 + Rs 5,430(PVAF6,r ) = 0

Rs 20,000  Rs 5,430(PVAF6, r )
Rs 20,000
PVAF6, r   3.683
Rs 5,430
 NPV Profile and IRR

A B C D E F G H
1 NPV Profile
Discount
2 Cash Flow rate NPV
3 -20000 0% 12,580
IR
4 5430 5% 7,561
R
5 5430 10% 3,649
6 5430 15% 550
7 5430 16% 0
8 5430 20% (1,942)
9 5430 25% (3,974)
Figure 8.1 NPV Profile
Acceptance Rule
 Accept the project when r > k.
 Reject the project when r < k.
 May accept the project when r = k.
 In case of independent projects, IRR and NPV
rules will give the same results if the firm has
no shortage of funds.
Evaluation of IRR Method
 IRR method has following merits:
 Time value
 Profitability measure
 Acceptance rule
 Shareholder value

 IRR method may suffer from:

 Multiple rates
 Mutually exclusive projects
 Value additivity
Profitability Index
 Profitability index is the ratio of the present
value of cash inflows, at the required rate of
return, to the initial cash outflow of the
investment.
 Profitability Index
 The initial cash outlay of a project is Rs 100,000
and it can generate cash inflow of Rs 40,000, Rs
30,000, Rs 50,000 and Rs 20,000 in year 1
through 4. Assume a 10 per cent rate of discount.
The PV of cash inflows at 10 per cent discount
rate is:
PV  Rs 40,000(PVF1, 0.10 ) + Rs 30,000(PVF2, 0.10 ) + Rs 50,000(PVF3, 0.10 ) + Rs 20,000(PVF4, 0.10 )
= Rs 40,000  0.909 + Rs 30,000  0.826 + Rs 50,000  0.751 + Rs 20,000  0.68
NPV  Rs 112,350  Rs 100,000 = Rs 12,350
Rs 1,12,350
PI   1.1235.
Rs 1,00,000
Acceptance Rule
 The following are the PI acceptance rules:
 Accept the project when PI is greater than one.
PI > 1
 Reject the project when PI is less than one.
PI < 1
 May accept the project when PI is equal to one.
PI = 1
 The project with positive NPV will have PI
greater than one. PI less than means that the
project’s NPV is negative.
Evaluation of PI Method
 It recognises the time value of money.
 It is consistent with the shareholder value
maximisation principle. A project with PI greater than
one will have positive NPV and if accepted, it will
increase shareholders’ wealth.
 In the PI method, since the present value of cash
inflows is divided by the initial cash outflow, it is a
relative measure of a project’s profitability.
 Like NPV method, PI criterion also requires
calculation of cash flows and estimate of the discount
rate. In practice, estimation of cash flows and
discount rate pose problems.
Payback
 Payback is the number of years required to recover the
original cash outlay invested in a project.
 If the project generates constant annual cash inflows,
the payback period can be computed by dividing cash
outlay by the annual cash inflow. That is:
Initial Investment C
Payback = = 0
Annual Cash Inflow C
 Assume that a project requires an outlay of Rs 50,000
and yields annual cash inflow of Rs 12,500 for 7 years.
The payback period for the project is:
Rs 50,000
PB = = 4 years
Rs 12,000
Payback
 Unequal cash flows In case of unequal cash
inflows, the payback period can be found out by
adding up the cash inflows until the total is
equal to the initial cash outlay.
 Suppose that a project requires a cash outlay of
Rs 20,000, and generates cash inflows of
Rs 8,000; Rs 7,000; Rs 4,000; and Rs 3,000
during the next 4 years. What is the project’s
payback?
3 years + 12 × (1,000/3,000) months
3 years + 4 months
Acceptance Rule
 The project would be accepted if its payback
period is less than the maximum or standard
payback period set by management.
 As a ranking method, it gives highest ranking
to the project, which has the shortest payback
period and lowest ranking to the project with
highest payback period.
Evaluation of Payback
 Certain virtues:
 Simplicity
 Cost effective
 Short-term effects
 Risk shield
 Liquidity
 Serious limitations:
 Cash flows after payback
 Cash flows ignored
 Cash flow patterns
 Administrative difficulties
 Inconsistent with shareholder value
Payback Reciprocal and the Rate of
Return
 The reciprocal of payback will be a close
approximation of the internal rate of return if
the following two conditions are satisfied:
 The life of the project is large or at least twice the
payback period.
 The project generates equal annual cash inflows.
Discounted Payback Period
 The discounted payback period is the number of
periods taken in recovering the investment outlay on the
present value basis.
 The discounted payback period still fails to consider the
cash flows occurring after the payback period.
3 DISCOUNTED PAYBACK ILLUSTRATED
Cash Flows
(Rs) Simple Discounted NPV at
C0 C1 C2 C3 C4 PB PB 10%
P -4,000 3,000 1,000 1,000 1,000 2 yrs – –
PV of cash flows -4,000 2,727 826 751 683 2.6 yrs 987
Q -4,000 0 4,000 1,000 2,000 2 yrs – –
PV of cash flows -4,000 0 3,304 751 1,366 2.9 yrs 1,421
Accounting Rate of Return Method
 The accounting rate of return is the ratio of the
average after-tax profit divided by the average
investment. The average investment would be
equal to half of the original investment if it were
depreciated constantly.
Average income
ARR =
Average investment

 A variation of the ARR method is to divide

average earnings after taxes by the original cost
of the project instead of the average cost.
Acceptance Rule
 This method will accept all those projects
whose ARR is higher than the minimum rate
established by the management and reject
those projects which have ARR less than the
minimum rate.
 This method would rank a project as number
one if it has highest ARR and lowest rank
would be assigned to the project with lowest
ARR.
Evaluation of ARR Method
 The ARR method may claim some merits
 Simplicity
 Accounting data

 Accounting profitability

 Serious shortcoming
 Cash flows ignored
 Time value ignored
 Arbitrary cut-off
Conventional and Non-conventional
Cash Flows
 A conventional investment has cash flows the
pattern of an initial cash outlay followed by cash
inflows. Conventional projects have only one
change in the sign of cash flows; for example,
the initial outflow followed by inflows,
i.e., – + + +.
 A non-conventional investment, on the other
hand, has cash outflows mingled with cash
inflows throughout the life of the project. Non-
conventional investments have more than one
change in the signs of cash flows; for example,
– + + + – ++ – +.
NPV Versus IRR
 Conventional Independent Projects:
In case of conventional investments, which are
economically independent of each other, NPV
and IRR methods result in same accept-or-reject
decision if the firm is not constrained for funds in
accepting all profitable projects.
NPV Versus IRR
•Lending and borrowing-type projects:
Project with initial outflow followed by inflows is
a lending type project, and project with initial
inflow followed by outflows is a lending type
project, Both are conventional projects.
Cash Flows (Rs)
Project C0 C1 IRR NPV at 10%
X -100 120 20% 9
Y 100 -120 20% -9
Problem of Multiple IRRs
 A project may have
both lending and
borrowing features NPV (Rs)
250
NPV Rs 63
together. IRR method, 0

when used to evaluate -250

such non-conventional -500

investment can yield -750

multiple internal rates 0 50 100 150

Discount Rate (%)
200 250

of return because of
more than one change
of signs in cash flows.
Case of Ranking Mutually Exclusive
Projects
 Investment projects are said to be mutually exclusive
when only one investment could be accepted and
others would have to be excluded.
 Two independent projects may also be mutually
exclusive if a financial constraint is imposed.
 The NPV and IRR rules give conflicting ranking to the
projects under the following conditions:
 The cash flow pattern of the projects may differ. That is, the
cash flows of one project may increase over time, while those
of others may decrease or vice-versa.
 The cash outlays of the projects may differ.
 The projects may have different expected lives.
Timing of Cash Flows  

Cash Flows (Rs) NPV

Project C0 C1 C2 C3 at 9% IRR
M – 1,680 1,400 700 140 301 23%
N – 1,680 140 840 1,510 321 17%
Scale of Investment  
Cash Flow (Rs) NPV
Project C0 C1 at 10% IRR
A -1,000 1,500 364 50%
B -100,000 120,000 9,080 20%
Project Life Span  

Cash Flows (Rs)

Project C0 C1 C2 C3 C4 C5 NPV at 10% IRR

X – 10,000 12,000 – – – – 908 20%

Y – 10,000 0 0 0 0 20,120 2,495 15%
Reinvestment Assumption
 The IRR method is assumed to imply that the
cash flows generated by the project can be
reinvested at its internal rate of return, whereas
the NPV method is thought to assume that the
cash flows are reinvested at the opportunity
cost of capital.
Modified Internal Rate of Return
(MIRR)
 The modified internal rate of return (MIRR)
is the compound average annual rate that is
calculated with a reinvestment rate different
than the project’s IRR. The modified internal
rate of return (MIRR) is the compound
average annual rate that is calculated with a
reinvestment rate different than the project’s
IRR.
Varying Opportunity Cost of Capital
 There is no problem in using NPV method
when the opportunity cost of capital varies
over time.
 If the opportunity cost of capital varies over
time, the use of the IRR rule creates
problems, as there is not a unique benchmark
opportunity cost of capital to compare with
IRR.
NPV Versus PI
 A conflict may arise between the two methods
if a choice between mutually exclusive projects
has to be made. Follow NPV method:

Project C Project D
PV of cash inflows 100,000 50,000
Initial cash outflow 50,000 20,000
NPV 50,000 30,000
PI 2.00 2.50
Thank You……..
Dr. Sudhindra Bhat
MBA,CFA, MFM,ACS,PGDIR&SM, PGDS&MM, M.Phil, PhD
Management Consultant, Trainer and Faculty
Contact:

Mobile No 98451 03951

Email: drbhatt2006@gmail.com