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The Union Carbide Deal

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The Union Carbide Deal (Abridged)

The thrust of this case is an examination of how investment banks should oversee and advise clients on their debt management and structure and is a demonstration of how active debt management can affect a firm’s performance. The case examines Union Carbide Corporations approach to debt management and shows the relationship between financial practices, banking relationships and the necessity for banks to understand their client’s current situation and needs.
At the time of the case Union Carbide had transformed from a Fortune 500 company with $9.1 billion in revenues in 1983 with a low debt level of 39% to a highly leveraged firm with a debt to equity ratio of 72% (a 33% increase) by mid 1986. This increase of debt stemmed from a highly publicized and disastrous gas leak at a Carbide plant in Bhopal, India in 1984. “The event rocked the company and dramatically affected its financial condition” (p. 2). Eight months after the gas leak, in August 1985, Union Carbide found itself to be an attractive takeover target. As part of its takeover defense in 1986 Union Carbide increased their debt levels and terminated jobs while closing plants and selling off businesses. The results of this restructure left Union Carbide with medium and long fixed rate debt of $2.5 billion and a weighted average interest rate of 14.2% which calculates to roughly $355 million interest paid yearly. This high interest rate was a consequence of a downgrade in Union Carbides debt rating and that left Union Carbide with a need to restructure its debt. Who and how would this debt be restructured was something that Union Carbide had to consider very carefully.

First Boston appropriately evaluated Union Carbide's current situation and developed the most effective plan for reducing their debts and addressing their needs.

To evaluate First Boston’s

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