FOREIGN LAW FIRMS

Noerr

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PROFILE

  • Size of India Practice:

  • 5

  • Tie-Up Indian Law Firm:

  • No formal arrangement

  • Clients:

  • Bharat Forge Ltd., The Ruia Group, Tata Industries Ltd., Ashok Leyland Ltd., Suzlon Energy Ltd., NIIT Technologies Ltd., ABG Group, Kenersys

RSG COMMENT

RECENT INDIA ACTIVITY:

Bharat Forge/Kalyani Group

Noerr advised Bharat Forge Limited in relation to its entry into the German and European market and since then in relation to various acquisitions and joint ventures in Germany. Noerr also advised the Group in the investment of First Reserve Corporation, a leading energy-focused private equity firm, in Kenersys, the integrated wind energy company of Kalyani and on a group restructuring.

Noerr's India team advise Indian conglomerate bid on German auto supplier

 Noerr advised Ruia Group, a fast emerging Indian industrial conglomerate engaged in infrastructure & engineering, tyre & rubber products, sugar and electronics sectors, on its acquisition of an automotive supplier Henniges Automotive Grefrath while in insolvency and establishment of a joint venture by the Group alongside.  Noerr's India Team further advised the Indian conglomerate on its bid for the acquisition of the body parts unit of the German auto supplier Edscha, which was established in 1870 but filed for insolvency in February 2009.  The bodywork products division has 4,300 employees worldwide, 1,300 of whom in Germany. Further, Noerr advised the Ruia Group on its takeover of numerous sites of the insolvent  Acument GmbH & Co. OHG  (former Textron-Sükosim) of insolvency administrator Dr. Fecht andassisted with the change of name to "Ruia Global Fasteners AG". 

 
German fashion group ESCADA AG advised in its restructuring by sale to an Indian industrialist family Mittal

 Noerr advised listed German fashion group ESCADA AG  in its restructuring by sale to an Indian industrialist family Mittal.  Noerr supported and advised the company through its insolvency crisis to continue as a going concern while the restructuring was being implemented.  Core elements of the restructuring included preparation of an insolvency plan and developing a structure for share transfer during insolvency proceedings, stabilisation of the goods channels in the group for the insolvency and restructuring of the international subsidiaries by coordinated independent insolvency proceedings. More than 90% of the 2,200 jobs were intended to be saved by the restructuring.