2018 Annual Report ONEX and ITS OPERATING BUSINESSES
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TESIS DOCTORAL ANTONIO SERRANO.Pdf
A mi mujer, Irene, y a mi hijo, Antonio, en compensación por todas las horas que este trabajo les ha privado de mí. ÍNDICE INTRODUCCIÓN. ............................................................................................ 33 PARTE PRIMERA: LAS ADQUISICIONES APALANCADAS DE EMPRESAS POR OPERADORES DE CAPITAL RIESGO. ANÁLISIS FINANCIERO, ECONÓMICO Y JURÍDICO. CAPÍTULO PRIMERO: INTRODUCCIÓN A LA INDUSTRIA DEL CAPITAL RIESGO. EVOLUCIÓN HISTÓRICA Y ANÁLISIS CRÍTICO. .......................... 43 1. Introducción. .......................................................................................... 43 1.1. Concepto y caracteres. ................................................................... 43 1.2. Aclaración conceptual y tipos de operaciones. ............................... 46 2. Historia del capital riesgo. ...................................................................... 49 2.1. Introducción. ................................................................................... 49 2.2. Prehistoria. ..................................................................................... 51 2.3. Orígenes del private equity moderno. ............................................. 52 2.4. Los primeros tiempos del venture capital y el crecimiento de Silicon Valley (1959-1981). ................................................................................... 54 2.5. Orígenes de las compras apalancadas (leveraged buyouts) (1955- 1981). ...................................................................................................... -
Gerald W. Schwartz University of Toronto Convocation June 3, 2016
Gerald W. Schwartz University of Toronto Convocation June 3, 2016 Mr. Chancellor: Gerry Schwartz ranks with Canada’s most successful entrepreneurs of his generation. In a storied career, he has built Onex, a remarkable company with global reach, served his country and this University with distinction, and shared his success with generous support of charitable causes in Canada and Israel. It is my privilege to present him to you to receive our University’s highest honour. Born in Winnipeg in 1941, Gerry is the only son of the late Andy and Lillian Schwartz. Andy was a successful small-business entrepreneur and Lillian was a lawyer, one of the first women called to the Manitoba bar. Gerry's academic choices reflected both of their interests; he studied Commerce and then Law at the University of Manitoba and on the side began his career as an entrepreneur. He ranked with the top students in his law school class while successfully starting his first businesses which ranged from coin set sales to carpets and later, to real estate development. He also began his long love affair with cars, becoming a certified mechanic and rebuilding a '39 Plymouth. Following articling, he decided business and not law was his passion so he headed for the Harvard Business School. An exotic summer in Geneva with Bernie Cornfeld, the then high-flying leader of Investors Overseas Services, persuaded Gerry there was no reason he could not succeed at the highest international levels of finance so after graduating from Harvard in 1970, he went to Wall Street to learn the skills of finance with which he would build his fortune. -
2019 Annual Report CHAIRMAN’S LETTER
2019 Annual Report CHAIRMAN’S LETTER Dear Shareholders, The year just past was an active and productive one for Onex. Our private equity platforms invested $2.7 billion. Of that amount, $1.1 billion came from our limited partners, about $470 million from Onex Corporation and $1.2 bil- lion from certain other investors. The most notable investments were the acquisition of WestJet, Canada’s second larg- est airline, and the launch of Convex, a specialty insurance provider being built with top industry entrepreneurs. The unusually high amount of capital from investors outside our funds stemmed from various motivations and highlights the strong partnerships we’ve built with our investors. We were even more active with private equity realizations, with the Onex Group total coming in at $3.7 billion – the second-largest amount in our history. Onex Corporation’s share was $1.2 billion. Contributing to the great year were the sales of Jack’s Family Restaurants and BrightSpring Health and secondary share sales of Clarivate Analytics and SIG Combibloc. Together with the increase in value of our unrealized investments, the gross value of Onex’ private equity investments climbed 21% in 2019. We also made an important strategic acquisition. In June, we acquired Gluskin Sheff + Associates Inc. (“Gluskin Sheff”), Canada’s pre-eminent wealth management firm. Our goal is to build a comprehensive wealth manager with institutional-calibre public and private market strategies, and best-in-class financial planning offerings tailored to sophisticated high net worth clients. Our new partners at Gluskin Sheff are just beginning to introduce their clients to the benefits of being part of the Onex family, but we’re already excited by the prospects. -
Leveraged Buyout Financial Model
ECONOMICS MANAGEMENT INFORMATION TECHNOLOGY Review Article LEVERAGED BUYOUT FINANCIAL MODEL Milan Maksimović1, Mlađan Maksimović2 1Belgrade Banking Academy 2The Faculty of Management, Zaječar Abstact: The situation in the global financial markets has become very turbulent in the recent decades, and as the main "culprit “ we can blame the globalization process. Multinational companies have managed to expand their business and invest the capital around the world and thus contribute to the transformation of the financial markets from the local to the global level. The first part of our work includes the history and definition the LBO model. Further on, the topic is the way of financing the first joint-stock companies, where the structure of debt and its importance are explained. The functioning of the LBO model, starting from the formation of private equity funds and up to the IPO, are analyzed, as well as its advantages and disadvantages. Keywords: Acquisition, transactions, capital market companies, investing, market risk, leveraged buyout ARTICLE INFO Article history: Recived 16 June. 2014 Recived in revised form 23 June. 2014 Accepted 30 June. 2014 Available online 29 Aug. 2014 1. INTRODUCTION During the recent decades global financial markets have been accompanied by insecurity, uncertainty, panic and greed. Multinational companies have managed to expand their business and invest the capital around the world and thus contribute to the transformation of the financial markets from the local to the global level. With the growth and development of both individual and global companies, the need for some financial institutions that could cope with the growth, in terms of providers of financial services, emerged. -
Private Equity - Wikipedia, the Free Encyclopedia Page 1 of 15
Private equity - Wikipedia, the free encyclopedia Page 1 of 15 Private equity From Wikipedia, the free encyclopedia Financial market In finance, private equity is an asset class consisting of equity securities participants in operating companies that are not publicly traded on a stock exchange. Investments in private equity most often involves either an investment of capital into an operating company or the acquisition of an operating company. Capital for private equity is raised primarily from institutional investors. There is a wide array of types and styles of private equity and the term private equity has different connotations in different countries. [1] Collective investment schemes Among the most common investment strategies in private equity include Credit Unions leveraged buyouts, venture capital, growth capital, distressed Insurance companies investments and mezzanine capital. In a typical leveraged buyout Investment banks transaction, the private equity firm buys majority control of an existing Pension funds or mature firm. This is distinct from a venture capital or growth capital Prime Brokers investment, in which the private equity firm typically invests in young or Trusts emerging companies, and rarely obtain majority control. Contents Finance series Financial market Participants 1 Types of private equity Corporate finance 1.1 Leveraged buyout Personal finance 1.2 Venture capital Public finance 1.3 Growth capital Banks and Banking 1.4 Distressed and Special Situations Financial regulation 1.5 Mezzanine capital 1.6 -
Contents Air Canada: One National Airline
Contents Air Canada: One National Airline For months the public drama of an attempted hostile takeover of both of Canadas major airlines by a third party was played out daily. Like an auction at which valued family property was for sale to the highest bidder, the prospective sale was watched on nightly newscasts by Canadians who waited while the power brokers of the three major players planned and executed their financial, political, and media strategies. The drama highlighted, however, some basic issues for Canadians. Who should own our major transportation systems? What is in the best interests of Canadians? Can this nation really support two major airlines? Above all, the Air Canada-Canadian Air-ONEX bidding war revealed once again national and regional issues that are integral parts of the fabric of Canadian society. Introduction Drama in the Skies The Breathless Course of Events Language Issues The Interloper Whats the Big Deal? Flying Air Monopoly Discussion, Research, and Essay Questions . Comprehensive News in Review Study Modules Using both the print and non-print material from various issues of News in Review, teachers and students can create comprehensive, thematic modules that are excellent for research purposes, independent assignments, and small group study. We recommend the stories indicated below for the universal issues they represent and for the archival and historic material they contain. Canadian Airlines: Fighting to Survive, February 1997 Other Related Videos Available from CBC Non-Broadcast Sales Does Your Resource Collection Include These CBC Videos? Introduction Air Canada: One National Airline Imagine you are planning a trip from Toronto to Calgary and you decide you would like to fly out on a Wednesday afternoon. -
Robmagmay2019.Pdf
BEING UNIQUE IS AN ART Every home-owner is Unique. The art you love, the story of your success, the interests you have — no two people are alike. That’s why we listen carefully, and get to know you, and build custom residences as unique as you are. Come and talk to us about how you want to custom-design your home in the sky. WE INVITE YOU TO VISIT OUR PRESENTATION GALLERY AT 181 DAVENPORT ROAD (YORKVILLE), TORONTO TO CUSTOM BUILD YOUR HOME TO BE AS UNIQUE AS YOU ARE. 1-844-SEE-THE-1 ONEBLOORWEST.COM HERE’S SOMETHING OTHER THAN THE MARKETS TO STARE AT. Introducing the All-New Chevrolet Blazer Premier. Finally, an SUV that’s been designed to move you. It took a logistical miracle to install this 96-metre-long splitter, which turns propane culled from oil sands extraction into plastic Y FINLA THLEEN KA M) TO OT (B DEPARTMENTSFEATURES ON; ents 4 Feedback 12 Panorama NICHOLS What’s bigger than the AN 5 The Rant Statue of Liberty, weighs EW Call it Canada’s 820 tonnes, and turns OP) intergenerational shame: propane into carpets (T ; Newborns are getting and car bumpers? CAS stuck with the bill for LU nt KE boomer excess 14 Trichur LU Most millennials will BY 9 The Exchange never be able to buy a Lundin CEO Marie home, and the CMHC’s THE TOP GAZINE MA Inkster has a plan to new mortgage-subsidy SS change mining’s bad scheme won’t help 1000 reputation, starting with BUSINE co corruption-proofing 15 McGugan INVESTORS’ ON T her own executives Ottawa and the provinces waste billions on GUIDE REPOR R business subsidies. -
Leveraged Buy out T 6 E R
C H A P LEVERAGED BUY OUT T 6 E R INTRODUCTION A leveraged buyout (or LBO, or highly-leveraged transaction (HLT), or “bootstrap” transaction) occurs, when a financial sponsor acquires a controlling interest in a company’s equity and where a significant percentage of the purchase price is financed through leverage (borrowed money). It is a strategy involving the acquisition of another company using a significant amount of borrowed money (bonds or loans) to meet the cost of acquisition. It is nothing but takeover of a company using the acquired firm’s assets and cash flow to obtain financing. In LBO, the assets of the company being acquired are used as collateral for the loans in addition to the assets of the acquired company. A LBO occurs when a financial sponsor gains control of a majority of a target company’s equity through the use of borrowed money or debt. The purpose of leveraged buyouts is to allow companies to make large acquisitions without having to commit a lot of capital. Leveraged buyouts are risky for the buyers if the purchase is highly leveraged. An LBO can be protected from volatile interest rates by an Interest Rate Swap, locking in a fixed interest rate, or an interest rate cap which prevents borrowing cost from rising above a certain level. LBOs also have been financed with high-yield debt or Junk Bonds and have also been done with the interest rate capped at a fixed level and interest costs above the cap added to the principal. For commercial banks, LBOs are attractive because these financings have large up-front fees. -
History of Private Equity and Venture Capital 1 History of Private Equity and Venture Capital
History of private equity and venture capital 1 History of private equity and venture capital The history of private equity and venture capital and the development of these asset classes has occurred through a series of boom and bust cycles since the middle of the 20th century. Within the broader private equity industry, two distinct sub-industries, leveraged buyouts and venture capital experienced growth along parallel, although interrelated tracks. Since the origins of the modern private equity industry in 1946, there have been four major epochs marked by three boom and bust cycles. The early history of private equity—from 1946 through 1981—was characterized by relatively small volumes of private equity investment, rudimentary firm organizations and limited awareness of and familiarity with the private equity industry. The first boom and bust cycle, from 1982 through 1993, was characterized by the dramatic surge in leveraged buyout activity financed by junk bonds and culminating in the massive buyout of RJR Nabisco before the near collapse of the leveraged buyout industry in the late 1980s and early 1990s. The second boom and bust cycle (from 1992 through 2002) emerged out of the ashes of the savings and loan crisis, the insider trading scandals, the real estate market collapse and the recession of the early 1990s. This period saw the emergence of more institutionalized private equity firms, ultimately culminating in the massive Dot-com bubble in 1999 and 2000. The third boom and bust cycle (from 2003 through 2007) came in the wake of the collapse of the Dot-com bubble—leveraged buyouts reach unparalleled size and the institutionalization of private equity firms is exemplified by the Blackstone Group's 2007 initial public offering. -
Introduction
Introduction This is the tenth edition of the Guide to Canadian Ven- and web site addresses for both the primary and branch ture Capital & Private Equity Firms (previously The Di- locations. Details can also be found on the firm’s Mis- rectory of Canadian Venture Capital & Private Equity sion Statement, Industry Group Preferences, Geo- Firms). The contents of this publication are extracted graphic Preferences, Average and Minimum from the American title, the Guide to Venture Capital Investments, Portfolio Companies and Investment and Private Equity Firms. This edition includes 267 firm Criteria. profiles and nearly 800 executives that provide an in- depth look into the venture capital and private equity Extensive information is also provided on each of the market in Canada. firm’s Managing Partners, such as Education-Degrees & College or University, Professional Background and The following reports are included in the front matter of Directorships held, along with the Partner’s e-mail the Guide to Canadian Venture Capital & Private address. Equity Firms: • Excerpts from Venture Pulse, Q4 2020—Global INDEXES Analysis of Venture Funding These pages from KPMG’s Venture Pulse report The Guide to Canadian Venture Capital & Private detail recent developments in Canadian VC invest- Equity Firms also contains five indexes: ment, including information on the Americas and a • College/University Index chart showing financing trends in Canada from Executive Name Index 2013-2020. • • Geographic Index • Excerpts from Private Equity: a significant driver of growth for Canadian SMEs • Industry Preference Index Prepared by PwC Canada and PitchBook, this re- • Portfolio Companies Index port examines the economic impact of private eq- uity investment in Canada. -
Management's Discussion and Analysis and Financial Statements
Management’s Discussion and Analysis and Financial Statements December 31, 2016 ONEX AND ITS OPERATING BUSINESSES Onex is a public company whose shares trade on the Toronto Stock Exchange under the symbol ONEX. Onex’ businesses have assets of $44 billion, generate annual revenues of $29 billion and employ approximately 161,000 people worldwide. Onex operates from offices located in Toronto, New York, New Jersey and London. ONEX ONCAP ONEX ONEX DIRECT PARTNERS CREDIT REAL ESTATE PARTNERS Onex Partners includes investments made through Onex Partners I, II, III and IV. ONCAP includes investments made through ONCAP II, III and IV. Throughout this report, all amounts are in U.S. dollars unless otherwise indicated. Table of Contents 8 Management’s Discussion and Analysis 96 Consolidated Financial Statements 180 Shareholder Information CHAIRMAN’S LETTER Dear Shareholders, With the year just past we once again find ourselves in awe of the world’s capacity for surprises. We didn’t think the people of the United Kingdom would vote to leave the European Union and we didn’t think Donald Trump would be elected president of the United States. Fortunately, because we long ago learned humility as investors, we do not base our acquisitions and investments on an outlook of world events. We simply look for good busi- nesses we and our management teams can make better. Just as we have in the past, we will adapt to changes brought upon us by shifting political winds. As investors we crave certainty but seldom get it, so we must learn to prosper without it. With so much change in the air, our most fervent hope these days is that we never lose access to the smart, creative and driven young professionals we need for continued success. -
Private Equity 1 Private Equity
Private equity 1 Private equity Private equity, in finance, is an asset class consisting of equity securities in operating companies that are not publicly traded on a stock exchange. [1] Among the most common investment strategies in private equity include leveraged buyouts, venture capital, growth capital, distressed investments and mezzanine capital. In a typical leveraged buyout transaction, the private equity firm buys majority control of an existing or mature firm. This is distinct from a venture capital or growth capital investment, in which the private equity firm typically invests in young or emerging companies, and rarely obtain majority control. Leveraged buyout Leveraged buyout, LBO or Buyout refers to a strategy of making equity investments as part of a transaction in which a company, business unit or business assets is acquired from the current shareholders typically with the use of financial leverage. The companies involved in these transactions are typically mature and generate operating cash flows.[2] Leveraged buyouts involve a financial sponsor agreeing to an acquisition without itself committing all the capital Diagram of the basic structure of a generic leveraged buyout transaction required for the acquisition. To do this, the financial sponsor will raise acquisition debt which ultimately looks to the cash flows of the acquisition target to make interest and principal payments.[3] Acquisition debt in an LBO is often non-recourse to the financial sponsor and has no claim on other investment managed by the financial sponsor. Therefore, an LBO transaction's financial structure is particularly attractive to a fund's limited partners, allowing them the benefits of leverage but greatly limiting the degree of recourse of that leverage.