Category: Bulgaria

  • Hristov & Partners Advises on Restructuring of MTD Products Bulgaria

    Hristov & Partners has advised MTD Products, an Ohio-based manufacturer of outdoor power and lawn care equipment, on the restructuring of its business operations in Bulgaria. 

    According to Hristov & Partners, “the restructuring was based on a business review and included voluntary liquidation of the Bulgarian subsidiary company and entry into a distribution agreement with a new entity, formed by the local management.”

    Hristov & Partners’ team was led by Partner Pavel Hristov and included Associate Dragomir Stefanov.

  • Inside Insight: Interview with Alice Radu, General Legal Counsel for Romania & Bulgaria at Bosch Group Romania

    An interview with Alice Radu, General Legal Counsel for Romania & Bulgaria at Bosch Group Romania about her background and best practices.

    CEELM: Can you walk us through your career leading you up to your current role?

    Alice: I was born and raised in Braila, a city in the eastern part of Romania, on the Danube river. My parents used to own a restaurant and a hotel near the river, and throughout my childhood I kept telling them I want to be a lawyer, not to continue their work taking care of the restaurant. Fortunately, they were supportive, and right after finishing high school, I went to Bucharest and started both the Faculty of Law and the Faculty of Political Sciences at the University of Bucharest.

    Those were the times when Romania was struggling to join the European Union, and at that particular moment I felt that simultaneously attending both these faculties would help me to a potential international career. I always aimed high, even in my childhood, and I had always been encouraged to do so by both my teachers and my parents. With this set-up in mind, in my second year of law, I googled for the best Romanian law firm – which turned out to be Tuca Zbarcea & Associates – and decided to send them my resume, explaining that my desire, in terms of career path, was to learn from the best. They somehow appreciated my approach and hired me as an assistant to one of the groups of lawyers. I then started to work with real lawyers, on real cases, and I soon understood that I was heading in the right direction.

    I continued my Master’s studies in Business Law while passing the bar exam and becoming a full lawyer. In my early years after passing the bar exam, I worked as a lawyer for KPMG Romania and when I felt prepared I decided to start my own law firm, approaching mostly international clients (most of them active in the IT field or software development) investing in Eastern Europe. After five years working independently in my law firm, joining the Bosch group was the long-awaited opportunity to develop myself in an international environment, at a higher level, in a group of companies with a solid organizational culture, based on leadership, performance, and stability. Currently, I am working as General Legal Counsel for Romania and Bulgaria within Bosch for two years. I am part of Bosch legal team, with more than 300 lawyers worldwide.

    If there is a pattern to describe all steps of my career, this pattern is represented by ambition, hard work, and aiming high. 

    CEELM: What are the most significant changes you’ve seen in Bulgaria’s legal market over your career?

    Alice: As with other Eastern European countries, the legal market in Bulgaria is divided between local and international law firms, with an increasing number of boutique law firms. This is a normal evolution, considering not only the client-oriented approach and expertise in certain fields that boutiques law firms offer, but also the openness of foreign investors to choose what is locally best, despite international contracts with big law firms.

    In Bulgaria, Bosch chose a mixed collaboration, with no intention to change the current functional set-up. I appreciate bigger projects are still suitable for international law firms, considering their wide understanding of industries, which are not limited by borders or economic cycles.

    CEELM: Why did you decide to join Bosch?

    Alice: I was promised to be challenged and the promise was kept. I was promised an international working environment with the real opportunity to develop as a leader within the group and again, the promise was kept. Everybody knows the Bosch Group promotes legality as a first principle. It is the most desired principle for an in-house lawyer. It means the promise to do things legally correct, in the long run, while taking full responsibility for all its actions. Bosch is not only a working environment; it is a model of living your life in balance, harmony, and with all needed technology around you.

    I was recruited by managers that have been with the company for a far longer period than the existence of Company Law in the Eastern Europe; I discovered this is a well-grounded pattern within Bosch worldwide. It says about the company as much as its products: it is a company for life!

    CEELM: Tell us about Bosch’s legal department. How big is your team, and how is it structured?

    Alice: The legal services department in Bosch is a central department with more than 300 in-house lawyers worldwide. We are organized in expert teams, such as IP Law, M&A, and Corporate, and regional teams representing different countries where Bosch is doing business. I am part of the regional European team and I am responsible for the legal departments in Romania and Bulgaria.

    We have a smart organizational structure and we can easily get in contact with each other. For example, if Bosch wishes to develop a new power tool product in several countries, we group regional lawyers from these countries together with expert lawyers in power tools and thus our clients receive the best advice possible from both a country law perspective and a field expert. This structure also helps us in many standardization processes, and not only do we feel we belong to a large international in-house legal team, but also the externalized legal services are less.

    CEELM: What is your typical day at work like?

    Alice: Fortunately for me, because I don’t like routine, I cannot define a typical day. Each new working day is a surprise. There are two main reasons for this: The first relates to the Bosch business, as it is extremely complex; the second I will associate to the regions I’m covering – Romania and Bulgaria. We have production activities in plants, we have software development and testing in our engineering centers, we have a service solutions division in Timisoara as well as selling products/services divisions in both Bulgaria and Romania. We produce, we sell, we offer services, and we innovate, each day, with roughly 8500 associates, in a region where legislation is changing overnight. Thus, I spend an important part of my day in contact with my clients, offering legal advice adapted to their needs or implementing group projects. In addition, as I am part of the management team I am involved daily in several decisional processes.

    Before the COVID-19 outbreak, I used to travel a lot between Bosch locations – short and useful daily trips. Nowadays, regular Skype meetings have replaced these trips, but in general, our activities increased due to legislative changes generated by the COVID-19 and the need to safeguard our associates.

    CEELM: Was it always your plan to go in-house?

    Alice: My plan was always to go international, to work with people all over the world, and to stay connected to the business. In-house was the solution. It came naturally, as an evolution in my professional life. For me, it is more rewarding to see a business growing in one region than being part of an international law firm. I am not directly earning money for the company, but indirectly, I am saving a lot.

    CEELM: What was your biggest single success or greatest achievement with Bosch in terms of particular projects or challenges?

    Alice: As Legal Manager with a governance role, the success of the business is also a personal success. There is a specific project in Bulgaria that led the local Bosch organization to the next level: the set-up of the Bosch Engineering Center – the ECS – in Sofia. We opened it one year ago – and it started working immediately, with over 100 new Bosch engineers. The team of highly qualified professionals is now involved in the development of over 40 international projects related to technologies for the automotive industry, in areas such as driver assistance systems, automated driving, and electric mobility. The ECS in Sofia works closely with Bosch’s development teams in Germany, USA, Hungary, and Romania to provide the best solutions for the world’s leading car manufacturers.

    For the legal services department, this project started as a challenge, well before its official opening. The negotiation of rent agreements, obtaining the necessary permits and authorizations, signing employment contracts with more than 100 professionals, appointing new managers, going through the know-how transfer phase, and implementing Bosch’s directives and guidelines, as well as signing all acquisition contracts for products and services – all these, together with advising on legal regulations relevant to the company’s business structure, resolving legal issues that arise in the course of running the business, etc. – made the inauguration of the ECS a very demanding project.

    The ECS is a leading global provider of technology and services. One year after its opening, Bosch is among the honored companies with the Awards of the German Economy in Bulgaria 2019 for its growing business related to the new Bosch Engineering Center Sofia. The Center was named Tech Growth Business of the Year by Global Tech Summit Sofia and has also received the “Investment for Industrial Development” distinction at the Annual Gala event of the Automotive Cluster Bulgaria.

    The legal services department is eager to be further challenged by the development projects initiated by ECS!

    CEELM: What one person would you identify as being most important in mentoring you in your career?

    Alice: My father. He passed away before I became a lawyer, but he motivated me for the next 100 years. He used to tell me: “If not you, then who?” He believed in me more than I was able to understand; I would like to be able to empower my kids in a similar way! Due to the education he offered me, I was able to develop my ambition and competitiveness; I kept pushing myself and I still do whatever I can to become a better version of myself, always successful. When I get tired, I remember his words. He taught me to trust myself, to act powerfully, and to sell my ideas.

    CEELM: On the lighter side, what is your favorite book or movie about lawyers or lawyering?

    Alice: I like many as they all have similar patterns: ambitious smart lawyers fighting for their clients and for their own success. Although I cannot nominate a favorite one, there is one which I will always remember: The Good Wife. It is an American legal and political drama television series. It focuses on Alicia Florrick, a lawyer who, after having spent the previous 13 years as a stay-at-home mother, returns to the workforce as a litigator to provide for her two children.

    I saw this immediately after my first son was born and I somehow identified with Alicia’s fears in terms of being a good lawyer again, being able to return, and having a successful career with small kids at home. Fortunately, my real life is not a drama, as my family encouraged and helped me with the kids; thus, I was able not to interrupt my professional activity or to postpone important opportunities. Alicia is a fighter, a good lawyer, a good mother, and a good wife.  Although a drama, in the end Alicia is the model of a successful woman.

    This Article was originally published in Issue 7.8 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.

  • How Final is a “No” in a Merger Control Decision in Bulgaria?

    Until 2018 the Bulgarian Commission for Protection of Competition had never prohibited a concentration. In 2018, however, in consecutive decisions, the CPC prohibited the acquisition of CEZ by Inercom and the acquisition of Nova TV by the investment group PPF. In 2019 two other transactions – Eurohold/CEZ and Emko/Dunarit – were blocked.

    All four prohibitions were appealed (although PPF eventually withdrew its appeal). At the end of July 2020, the decision blocking the Eurohold/CEZ transaction was repealed in the first instance by the Administrative court due to breaches of the administrative rules by the CPC. The decision blocking the Inercom/CEZ transaction remains in force but it seems very likely that it will also be repealed due to procedural breaches.

    The decision prohibiting the Emko/Dunarit transaction was upheld in the first instance. Still, that decision came only after the CPC first announced that the transaction was not subject to merger clearance. On appeal, the Supreme Administrative Court held that the CPC had miscalculated the turnover and the case was sent back to it for review with mandatory instructions (and following that review came the prohibition).

    These decisions make us wonder how strictly the CPC applies the law and its own procedures, and whether a “No” in a merger control case (both “No” for “not allowed” and “No” for “not notifiable”) really means “No” or can easily be overcome on appeal? A review the current practice may provide some insight.

    Eurohold/CEZ Prohibition: On October 3, 2019, merger control proceedings for the purchase of CEZ by Eurohold Bulgaria AD were opened. Only seven days later, on October 10, the CPC initiated in-depth proceedings (phase II). Fourteen days later, the CPC prohibited the concentration due to its “conglomerate” effect and the significant combined resources of the acquirer’s and the target’s groups.

    On appeal, the Administrative court repealed the prohibition, reasoning that: (1) the prohibition decision was issued 14 days after phase II was initiated, which breached the rule that any interested party can submit its opinion regarding a concentration within 30 days after information about in-depth proceedings appears on the website of the CPC; (2) although the CPC was obliged to send a Statement of Objections (SO) to the notifying party and inform it of the Commission’s preliminary conclusions, the SO was never sent; and (3) Although the CPC must invite parties to offer remedies and actively communicate with them if the CPC concludes that a planned merger will likely impede competition, it did not do so in this case.

    As a result, the Administrative Court concluded that the CPC had formally opened in-depth proceedings but entirely omitted the phase of in-depth investigation, thereby breaching Bulgarian law and the EC Merger Regulation. The case was returned to the CPC, with mandatory instructions by the court. The court’s decision is subject to a second and final appeal before the Supreme Administrative court.

    Inercom/CEZ Prohibition: On July 19, 2018, within phase I proceedings, the CPC prohibited the sale of CEZ to Bulgaria’s Inercom. A prohibition decision, however, is not among the types of decisions that the CPC can issue within the preliminary investigation phase. Currently, the prohibition decision is being appealed in the first instance and the case is awaiting a decision by the court. Due to the major procedural breach, it seems very likely that this prohibition decision will also be repealed. If so, and the case is returned to the CPC, CEZ would be in the interesting position of having two potential acquirers in two parallel pending merger control proceedings.

    Emko/Dunarit Prohibition: After first ruling that the transaction did not require notification, the CPC, in its second decision, prohibited the concentration. The remedies proposed by the acquirer, however, were not discussed since, according to the CPC, they were submitted after the deadline. Considering the court’s decision regarding Eurohold/CEZ, however, it seems likely that the prohibition will be repealed by the Supreme Administrative Court since the CPC never invited Emko to submit remedies and refused to discuss them for purely administrative reasons.

    These decisions are not a step in the right direction for Bulgarian competition law and practice, and certainly make it questionable as to whether any of the “No’s” prohibiting concentration can survive the test of appeal.

    By Ilko Stoyanov, Partner, and Galina Petkova, Attorney at Law, Schoenherr Sofia

    This Article was originally published in Issue 7.8 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.

  • Large-Scale Energy Projects in Bulgaria

    Currently, two large-scale energy infrastructure projects are being implemented in Bulgaria: the nuclear power plant near the town of Belene (the NPP Belene Project), where  a strategic investor is to be selected soon-, and the construction of an extension of the natural gas transmission system of Bulgaria (the ETSB Project).

    The construction of NPP Belene started in 1987, but it stopped in 1990 due to the lack of financing. The NPP Belene Project was revived in 2002; its site was approved by the Nuclear Regulatory Agency of Bulgaria in 2006; an Environmental Impact Assessment /EIA/ was completed in 2004; and a Construction Permit /CP/ was issued in 2008. Then, for a variety of reasons, in 2012 the Bulgarian Government and Parliament imposed a moratorium on the NPP Belene construction. In 2018 the NPP Belene Project was again revived. This time, the Bulgarian Minister of Energy proposed that the project be completed at market conditions, without state guarantees (i.e., no power purchase agreements, feed-in-tariffs, etc.). The Minister of Energy suggested that all assets of NPP Belene be set apart in a separate entity, independent from the National Electricity Company, which is the current owner of the assets, and the supplier of last resort /high voltage/ of electricity in Bulgaria.

    The procedure for the selection of a strategic investor started on May 22, 2019, and on December 19, 2019, Bulgaria’s Ministry of Energy invited China’s CNNC, Russia’s ROSATOM through its subsidiary ATOMENERGOPROM, and Korea’s KHNP to submit offers for participation as a strategic investor, and France’s Framatome and the United States’ General Electric, to submit offers as equipment suppliers. Rosatom, Framatome, and GE have since announced they are teaming up for a joint bid.

    There are currently discussions about which of the Projects’ permits remain valid and which have expired. It is possible that a new EIA procedure and a new CP will be required. Notifications to the European Commission and renewed licensing for the site and the power plant are also mandatory procedures.

    It may be a lengthy history so far, but NPP Belene is at an advanced stage of implementation compared to the NPP projects starting from scratch. Two Russian WWER reactors with capacity of 1000 MW each have been purchased and delivered at the site, along with other significant equipment. Bulgaria also operates another NPP, NPP Kozlodui, which means the relevant expertise and professional staffing are readily available. Observers value the project at some EUR  10 billion. It is expected it will take at least ten more years to complete.

    If the strategic investor and supplier selection procedures come to a successful end, and the contract is signed (which was initially expected before the end of 2020, but in the overall COVID-19 emergency this may be pushed back to 2021), the NPP Belene Project promises to be a major project in Bulgaria, the region, and SEE overall, and it will involve a range of additional stakeholders – lenders, insurers, offtakers, and more.

    Another large-scale energy infrastructure project in the making is the extension of the Bulgarian natural gas transmission system from the Turkish-Bulgarian border to the Bulgarian-Serbian border. The ETSB Project is carried out by the Bulgarian natural gas transmission system operator Bulgartransgaz EAD. Its forecast value is EUR 1.5 billion. Once completed, it will be capable of transporting 20 billion cubic meters of natural gas per year. The construction of the pipeline is assigned to a consortium formed by Saudi Arabia’s Arkad E&C and Italy’s Arkad ABB S.p.a. The two compressor stations should be delivered and installed by a consortium consisting of Germany’s Ferrostaal and Bulgaria’s Glavbolgarstroy.

    As of July 29, 2020, 423.31 km of pipelines out of the total 462.07 km have been welded. The ETSB Project is expected to be completed in the summer of 2021.

    In the near future, the pipeline is expected to foster the gasification of the northern part of Bulgaria, where, at the moment, only 15% of the municipalities have access to the transmission system.

    By Aleksandar Aleksandrov, Head of Energy, and Irina Tsvetkova, Senior Managing Partner, Tsvetkova Bebov Komarevski

    This Article was originally published in Issue 7.8 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.

  • Bulgaria at the Boil: Frustration with the Status Quo Pulls People to the Streets

    Already struggling with the international coronavirus pandemic, Bulgaria has recently found itself dealing with a major internal political crisis as well – one which, ironically, despite the general incentive towards social distancing, has brought people outside of their homes and onto the streets of the nation’s major cities.

    The primary target of the protests, which continue now to disrupt Bulgaria’s major cities well a month after they began, is Prime Minister Boyko Borisov, who is facing demands that both he and the country’s chief prosecutor resign. Borisov maintains his innocence, instead portraying himself as the country’s best hope of moving on a pro-EU trajectory, while accusing the country’s socialist party – led by President Rumen Radev – of pursuing a personal vendetta against him.

    The public outrage represents a boiling over of frustration with the ongoing corruption and political favors that Bulgaria is famous for, along with – in the words of Politico– “how unaccountable oligarchs have wrapped their tentacles around key institutions such as the judiciary.”

    According to Pavel Hristov, Partner at Hristov Partners, “Bulgaria is currently in a political and institutional crisis.” The tipping point, he says, came on July 9, 2020, “when representatives of the General Prosecutor’s office, supported by armed police, raided the Office of the President of Bulgaria and arrested a couple of the President’s advisers.” According to him, “the President … publicly accused the current Government and the General Prosecutor of corruption and requested their resignations.”

    This political crisis comes, perhaps not coincidentally, as the country struggles economically. Bulgarian journalist Elena Yoncheva – a Member of the European Parliament – has summed up the country’s manifold challenges in stark terms: “Every year the country is becoming poorer. Foreign direct investment has collapsed, as the country is seen to have a weak judicial system that won’t protect investors. Powerful oligarchs seem to have a hold on most of the economy. Education and health systems are also in decline, with people feeling a general drop in their standard of living.”

    All this as the country continues to suffer significant damage from the COVID-19 pandemic, which continues to take its toll on public health and the nation’s economy.

    One lawyer we spoke to declined to go on the record, explaining that “the situation in Bulgaria is so brutal that I feel that my professional and moral obligation to the firm excludes replies to these questions. The level of hostility against lawyers in Bulgaria is unprecedented – colleagues were thrown in jail, others are being blackmailed by the authorities, etc.”

    Times are tough in Bulgaria, and the light at the end of the tunnel seems to be, if anything, getting further away.

    We reached out to prominent Bulgarian Lawyers Kostadin Sirleshtov, Alexandra Doytchinova, Pavel Hristov, and Victor Gugushev to get their perspectives on their country’s struggles. 

    How the Lawyers See It

    “The Government and the Executive Prosecutor are under huge pressure,” says Victor Gugushev, Partner at Gugushev & Partners. “People are furious, as they have witnessed numerous actions clearly breaking the law as well as clear signs of corruption, and special prosecution enjoyed by certain Government-related individuals getting special protection. They are not wrong. We really do see a strong link between the prosecutor’s office and the country’s executive branch, which is, to say the least, unacceptable. The only state institution that is working in the nation’s best interests seems to be the Presidency.”

    Alexandra Doytchinova, Managing Partner at Schoenherr in Sofia, explains that the conflict between the country’s two political leaders is nothing new. “Bulgaria’s president and government have been locked in confrontation since day one after the presidential elections in 2016,” she says, “leaving no one impartial to their actions and/or inactions.” According to her, “the state’s handling of the COVID-19 crisis was also a source of discord as the lockdown, without effective and prompt economic support to businesses, left whole sectors wandering between mass dismissals and bankruptcy.”

    The three Ps that seem to be troubling Bulgaria at the moment – protests, political instability, and pandemic – aren’t the only things keeping investors away. According to Pavel Hristov, “in recent years the quality of laws passed by the Parliament has visibly deteriorated, which is an opinion shared by practitioners, academics, and former lawmakers.” In addition, he says, even the good laws that do exist are often ignored or violated, with few consequences. “Too many state regulators have failed to diligently and proactively enforce the law, public trust in the judicial system has fallen to very low levels, and public media freedom has been restricted.” He points to the inevitable effects on FDI, as “these are all factors that investors evaluate and take into consideration.”

    Doytchinova admits to frustration with the failure to address these problems over previous decades. “Unfortunately, we haven’t witnessed clear political will and real action to implement the necessary reforms for more than 30 years since Bulgaria’s transition to democracy and market economy.” In her opinion, “a change in mindset is needed.”

    It’s Going to Be a Bumpy Night

    Hristov believes that the protesters are taking the streets to effect that change in mindset. “The protests challenge the status quo and are focused on two main goals: anti-corruption and rule of law,” he says. “Both would necessarily require a change of guard and replacement of the key players and judicial reform.” In his opinion, any judicial reform “must achieve both the independence of the judiciary from political and economic influence and ensure the accountability of the general prosecutor, who in the current system cannot be controlled or corrected by any other institution or any elected body in event of malpractice or unlawful conduct.”

    “The regulators,” Hristov continues, “such as the Bulgarian National Bank, the Financial Supervision Commission, the Competition for Protection of the Competition, the Energy Commission, and the Water Regulatory Commission, must revise their policies and enforcement practices and start exercising their powers effectively.” According to him, “a stronger and competitive economy will only be feasible if the authorities and the courts create and maintain a level playing field, legal certainty, and justice, effectively and proactively. It is time for a new generation of regulators to step in and replace the old guard.”

    And, CMS Sofia Managing Partner Kostadin Sirleshtov insists, the public display of outrage has already had positive effects. “The recent protests have affected the Government and there is already a significant change,” he says. “The key ministers of finance, economy, healthcare, interior, and tourism were replaced and there is some expectation for further changes in the coming weeks.”

    For her part, Doytchinova is unsure whether the protest will lead to any significant change, and even though she agrees that “the widespread dissatisfaction and recent scandals have managed to unify the population against the political status quo,” she says that the prime minister is unlikely to resign. Ultimately, she says, “finding a successful solution of the political entanglement will require a political consensus, engaging in dialogue, and reaching mutual understanding.”

    Victor Gugushev points out that “recently, pictures of the prime minister’s private bedroom have been leaked, showing a wardrobe full of money behind him. These pictures have been presented to the European Parliament, with verification and confirmation of their authenticity.” In this context, he says, “protestors have every right to be on the streets.” Still, he warns, “I am unsure this is the best period to do so – not because of the coronavirus, but because it’s summer, people are travelling, and the determination to stay on the streets deteriorates.” Ultimately, he counts himself among those who are less confident in a positive result. “The outcomes are uncertain at this point, but I’m not convinced it will actually lead to resignations.” 

    Corruption Takes its Toll

    The protesters taking to the streets of Sofia and other Bulgarian cities do so for many different reasons – but a common source of frustration is the still-pervasive amount of corruption in the country. Journalist Elena Yoncheva has declared that, “all countries have some corruption, but Bulgaria has become a mafia state,” and Bulgaria once again has the lowest score in the EU on Transparency International’s Corruption Perceptions Index.

    According to Alexandra Doytchinova, much of the progress the country claims to have made is illusory. “The European Commission has assisted Bulgaria through its Cooperation and Verification Mechanism to make progress with the rule of law through judicial reform and combatting corruption and organized crime, yet clear results remain on paper only, and further efforts remain necessary in order to ensure the full implementation of the EC’s recommendations.”

    Doytchinova says that “Bulgaria has put reforms aside to focus on ad hoc measures. And this refers not only to handling the COVID-19 crisis. Bulgaria deserves a positive restart and rule of law is a must. Success may take years of hard work and the true criterion for success will be the citizens’ trust in institutions.” She adds that another problem which requires fixing is “lack of an impartial and efficient judiciary and prosecution, [which] are among the most significant impediments to economic growth and to establish a level playing field for all economic participants.” She believes that “ensuring an independent judiciary, demanding transparency and accountability of the prosecution as well as between the different institutions, and increasing the efficiency and effectiveness of the judicial process is a must.”

    Tomorrow is Another Day

    Looking into the future, Doytchinova and Sirleshtov express different amounts of hope. For his part, Sirleshtov says that “he is very optimistic about the future.” According to him, “before 2007 Bulgaria had a national goal – NATO and EU membership. Foreign investment was growing and there was a clear blue sky.” Unfortunately, he says, “following 2007 Bulgaria failed to define new priorities,” but he insists that “still, it is never too late, and in my opinion, Bulgaria will need to open up for foreign investment and transparent business practices. Bulgaria needs to develop and maintain its middle class as the foundation of modern civil society.”

    For her part, Alexandra Doytchinova says, “there is a good reason to worry: an economic downturn has already begun, as the fall in investment began largely due to the collapse of a large Bulgarian bank, due to the red tape, corruption, undeniable administrative burden, and recent anti-money laundering restrictions on opening bank accounts of foreign entities.” As a result, she says, “we could be facing a crisis worse than the one in 2008.” Still, she says, “while this outcome is likely, it is not unavoidable. We’ve put a lot of effort into providing a sustainable business environment and attracting foreign investors, now we need to make them stay in Bulgaria through the adequate legal and economic framework. Now is the time for a ‘great reset’!”

    Kostadin Sirleshtov insists that “it is somewhat unrealistic to expect any significant reforms to happen before elections,” but he notes that, while institutional reform may have to wait, the government cannot be accused of inactivity. “There are some very important projects and initiatives which are expected to conclude in the coming weeks,” he says, “including important railway infrastructure tenders, a new oil & natural gas offshore tender, a nuclear power plant tender, the Plovdiv airport concession tender, construction of highways, and important international greenfield investments and the like.”

    “The country is moving forward,” Victor Gugushev says, “not because of the diligent policy of the government, but because of the diligent vision of the private sector – both local and international. Still, he laughs that it’s generally hard to predict the future, perhaps now more than ever, as these days “one can’t even predict a week, let alone a month.” However, he concedes that Bulgaria is going through a rough period, with “COVID and protests, an unstable international environment, and problems all around.” Indeed, he says, “the hardest is yet to come, given that the economic impact will be large, and that things won’t be better at least until 2021.” Still, he says, change will come. “Even though tough are ahead, they will not, as history has shown multiple times, last forever.”

    Finally, Hristov concludes that “Bulgaria has achieved a lot in the past few decades: its entry into the EU in 2007 is the apogee, and the next big steps will be joining the Eurozone and the Schengen area. Bulgaria’s future is closely related to the future of the EU. This is the future of our country: a common future, common values, and shared responsibilities in a reformed and stronger EU.”

    This Article was originally published in Issue 7.8 of the CEE Legal Matters Magazine. If you would like to receive a hard copy of the magazine, you can subscribe here.

  • The Buzz in Bulgaria: Interview with Georgi Tzvetkov of Djingov, Gouginski, Kyutchukov, Velichkov

    “Over the course of the past three months, Bulgaria has been in proper political turmoil,” reports Georgi Tzvetkov, Partner at Djingov, Gouginski, Kyutchukov & Velichkov. “The protests in the streets against the government and the Chief Prosecutor have been going on for almost 90 days – an unprecedented sight in Bulgaria.” According to him, the tensions between the Prime Minister and the President are “like nothing we’ve seen before.”

    “The government continues to hold office, so we’ll see how it continues, but at this point in time, it’s really unprecedented, Tzvetkov says. “Institutions are clashing and protestors are all over the streets.” The protests, he says, are a consequence of “a general feeling among the populace that the ruling party, which has led the government for the better part of the past 12 years, has failed to battle corruption and distance itself from oligarchs – and this overall feeling of anger and being let down has culminated this summer.”

    As a result, Tzvetkov says, the government’s recent legislative efforts have focused on “either curbing the effects of the pandemic or on garnering popular support – everything else of substance has been put on hold for the past two or three months.” Whatever its motives, he concedes that the government has been “doing an okay job in managing the crisis,” and that, despite a “sharp increase in numbers in the past few days, it has, overall, been good.” At the time of writing, Bulgaria has had a total of 45,461 cases of the new coronavirus, with 1197 deaths.

    “Another effect of the pandemic is that most big-ticket deals are largely gone from the market,” Tzvetkov says,” although some large infrastructure projects have continued.” According to him, “the Balkan Stream gas pipeline, for example, saw several transactions completed over the past three months, with project financing being secured for some sections, and some procurement contracts have been awarded as well.” He adds that “concessions for the Sofia airport have closed recently” as well, and he describes the recent acquisition of Bulgaria’s telecom operator Vivacom as a “landmark transaction.”

    Overall, though, Tzvetkov says that the market has experienced a shift from big-ticket deals to smaller, mid-tier sized deals. “The pandemic and political tensions have not affected the market greatly,” he says. “The volume of work is more or less stable and businesses are on the lookout to seize all the opportunities the current situation might present to them.” Comparing this crisis to the economic crisis of 2007/2008, Tzvetkov says that “it is not as bad as it was back then, but we are yet to see how the pandemic will unfold in the autumn.”

  • Schoenherr Advises MET Group on Acquisition of 42 MW Wind Park in Bulgaria

    Schoenherr has advised the MET Group on the acquisition of a 100% stake in a 42MW wind park in the Kavarna region of Bulgaria from Enel Green Power. Memery Crystal provided English law advice to the MET Group. CMS advised Enel Green Power on the transaction, which remains subject to regulatory clearance. 

    MET Group is a Swiss-based European energy company with activities in natural gas, power, and oil markets, that is focused on multi-commodity wholesale, trading and sales, energy infrastructure, and industrial assets.

    Schoenherr’s team included Partner Alexandra Doytchinova, Attorneys Katerina Kaloyanova-Toshkova, Radoslav Chemshirov, Dimitar Vlaevsky, and Galina Petkova, and Associate Gergana Roussinova.

  • CMS Successful for ASM-BG Investicii in Dispute with Bulgaria’s Public Electricity Transmission System Operator

    CMS has successfully represented ASM-BG Investicii in a dispute with ESO EAD, Bulgaria’s state-owned electricity transmission system operator, heard by the Arbitration Court of the Bulgarian Chamber of Commerce and Industry.

    ASM-BG Investicii is a joint venture between the Korean state-owned company KOEN and the SDN Company, which primarily operates in the electric power production sector.

    According to CMS, “the dispute revolved around transfer of ownership of a substation and grid connection facilities of a photovoltaic project in Bulgaria, which was delayed between 2011-2016 due to the lack of assistance from the Bulgaria’s National Electricity Company EAD and ESO EAD.” The firm reports that, “following the transfer in 2016, ESO EAD initiated proceedings before the arbitration court claiming liquidated damages, expenses, and related interest. After three years and seven hearings the panel rejected all claims filed by ESO EAD against ASM-BG Investicii and awarded the legal fees to the latter.”

    This marks the second case in which CMS has assisted its client in a dispute with ESO EAD, following its successful defense of the interests of RES Technology against the Bulgarian operator last year (as reported by CEE Legal Matters on February 5, 2019).

    The CMS team was led by the Partners Kostadin Sirleshtov and Assen Georgiev, and included Associates Elena Yotova-Yordanova and Dimitar Dimitrov, and Trainee Teodora Peycheva.

  • CMS Advises Arkad Consortium on Amendment of Balkan Stream Gas Pipeline Construction Contract

    CMS has advised the Italian-Saudi Arabian Arkad Consortium on the amendment and supplement of a public procurement agreement for the procurement of necessary materials and equipment, investment design-phase detailed design, construction, and commissioning of the Balkan Stream gas pipeline project.

    According to CMS, “the contract’s value is EUR 1.1 billion and the original schedule of the implementation of the project provided that it should have been completed within 615 days. The amendment to the agreement deals with the consequences of the occurrence of COVID-19 force majeure, which significantly impacted Italy and the operation, productions, and works carried out by one of the partners and subcontractors to the consortium.”

    CMS’s team in Sofia included Managing Partner Kostadin Sirleshtov, Senior Associates Denitsa Dudevska and Maria Lazarova, Associate Borislava Piperkova, and Trainee Diyan Georgiev, while the firm’s team in Italy included Managing Partner Pietro Cavasola and Associate Federica Turetta.

  • TBK, Clifford Chance, DGKV, and Linklaters Advise on Bulgaria’s Eurobonds

    Tsvetkova Bebov Komarevski and Clifford Chance have advised the Republic of Bulgaria on its dual tranche EUR 2.5 billion eurobond issuance. Djingov, Gouginski, Kyutchukov & Velichkov and Linklaters advised lead managers Citi, JP Morgan, BNP Paribas, and Unicredit.

    The two tranches are each for EUR 1.25 billion, with one (with a fixed annual coupon of 0.375 percent) due in September 2030 and one (with a fixed annual coupon of 1.375 percent) due in September 2050. The official disclosure is on the Luxembourg Stock Exchange. The deals closed on September 23, 2020, and final orders reportedly stood at EUR 3.6 billion for the 10-year bond and EUR 3.6 billion for the 30-year bond (which represents the first 30-year tranche ever by Bulgaria). 

    The issuance is part of Bulgaria’s EUR 10 billion Global Medium Term Note Program.

    According to Bulgaria’s Finance Minister Kiril Ananiev, the funds raised are designed to finance the government’s economic measures to blunt the impact of the Covid-19 crisis and refinance maturing debt.

    TBK’s team consisted of Managing Partners Nikolay Bebov and Irina Tsvetkova, Managing Associate Damyan Leshev, Counsel Maria Karacholova, Associate Petar Ivanov, and Of Counsel Kristina Dimitrova.

    Clifford Chance’s London-based team was led by Partner David Dunnigan and included Senior Associates Eric Green and Paula Popescu and Lawyer Arielle Littles.

    DGKV’s team consisted of Partner Georgi Tzvetkov, Counsel Valentin Bojilov, and Senior Associate Gergana Monovska.

    Linklaters London-based team included Partner Richard O’Callaghan and Managing Associate Rory Renshaw.