The Promise and Perils of Infrastructure Privatization: The - download pdf or read online

By L. Solomon

ISBN-10: 0230101410

ISBN-13: 9780230101418

ISBN-10: 1349381993

ISBN-13: 9781349381999

This ebook makes a speciality of the Macquarie team Ltd. From its modest beginnings in Australia, Macquarie has accomplished preeminence because the world's prime non-governmental operator of infrastructure assets. Its infrastructure fund version rentals (or buys) staid resources starting from toll roads to airports, piles on debt and reaps good-looking rewards.

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Extra info for The Promise and Perils of Infrastructure Privatization: The Macquarie Model

Sample text

Policies to control credit risk also include avoiding the unacceptable concentrations of risk to any economic sector or to any one counterparty. Because of the global nature of the firm’s business, the analysis of country risk is increasingly important to credit risk. Where appropriate, Macquarie uses political risk insurance to cover its country risk. The finance function strives to ensure that each of the firm’s groups appropriately manages market, funding, and liquidity risks. Market risk is the risk of loss associated with changes in the level of volatility or prices in markets to which each group is exposed.

The Debt Market division originates, arranges, and places debt for clients and is active in primary and secondary markets for governmental, inflation-linked, corporate, global, and asset-backed securities. It provides credit and interest rate risk management solutions through structured securities and derivative instruments. Its Energy Markets division operates in North America, the United Kingdom, Europe, Asia and Australia, providing risk management financing and selected physical commodity solutions to a broad customer base across the energy sector.

We seek to give as much operational freedom as we can, and we try to provide an environment that is conducive and supportive of entrepreneurial activity. 19 Within the firm-wide context of risk management, a silo structure exists. Each unit has the power to be entrepreneurial. ”20 According to Moss, It’s a collaborative process and when we think of our culture, the best way to explain it is that it’s a small business culture within a larger organisation and those of us who are in the leadership all remember what it was like to be a part of a smaller business, and so we’ve organised ourselves to maintain that smaller business entrepreneurial culture within a much larger organisation.

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The Promise and Perils of Infrastructure Privatization: The Macquarie Model by L. Solomon


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