Huaneng Power International Case Study Solution

Introduction Huaneng Power International (HPI) was founded on June 30, 1994, during a time of strong economic growth and development throughout the People’s Republic of China (PRC). The mandate of HPI was to supply power for the PRC’s fastest-growing provinces, because “it became clear that the current industry structure would be insufficient to meet the projected demand” (White, 1998). However, in order for HPI to allocate the needed power supply it needed to expand its current company, i.e. allow for constant technological innovation, improve its transportation network, and acquire rights to more plants; this vast expansion required an estimated RMB34.4 billion (White, 1998). HPI was faced with several obstacles while choosing between different alternatives to obtain capital needed for expansion. At last, on August 30, 1994, the company announced going public and listing on the New York Stock Exchange (NYSE) by launching an Initial Public Offering (IPO), decidedly accepting the strong benefits but also risks associated with it.
1) What are alternatives for HPI to raise money? How did they raise money? Why did they use the NYSE and not the HKSE? The PRC was a home to many big companies, such as HPI, with the common goal to raise capital. There are three different ways in which those companies could acquire money. The first one is Debt Capital, or in other words getting a
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Will foreign investors be interested in investing in this company? Even though PRC’s central government guaranteed a rate of return of 15% on equity financed net fixed assets (White 1998) to HPI, and certain other companies operating in the power sector, the potential risk of political changes in the future (and with that the possible loss of said guarantee) could not be fully eliminated. Thus, it was the right time for HPI to look for alternatives, especially because different PRC firms had successfully been raising equity (White,