Calculating the Weighted-Average Cost of Capital
Jo Ann`s conclusions were important. It should be
obvious by now that the choice of the discount rate can be crucial, especially when the
project involves large capital expenditures or is long-lived. The
nearby box describes how a major investment in a power stationБІАААд an investment with both a large capital expenditure and very long
lifeБІАААдturned on the
choice of the discount rate.
Think again what the company cost of capital is, and
what it is used for. We define it as the
opportunity cost of capital for the firm`s existing assets; we use it to value new assets that have the same risk as the old ones. The
weighted-average cost of capital is a way of estimating the company cost of capital; it also incorporates an adjustment for the taxes a company saves
when it borrows.
Choosing the Discount Rate
Shortly before the British government began to sell
off the electricity industry to private investors, controversy erupted over
the industry`s proposal to build a
1,200- megawatt nuclear power station known as Hinkley Point C. The government
argued that a nuclear station would
both diversify the sources of electricity generation and reduce sulfur dioxide
and carbon dioxide emissions.
Protesters emphasized the dangers of nuclear accidents and attacked the
proposal as БІАААм bizarre, dated and irrelevant.БІАААн
At the public inquiry held to consider the proposal,
opponents produced some powerful evidence that the nuclear station was also
a very high cost option. Their
principal witness, Professor Elroy Dimson, argued that the government-owned
power company had employed an
unrealistically low figure for the opportunity cost of capital. Had the
government-owned industry used a more plausible figure, the cost of building and operating the nuclear station would
have been higher than that of a comparable station based on fossil fuels.
The reason why the choice of discount rate was so
important was that nuclear stations are expensive to build but cheap to
operate. If capital is cheap (i.e., the
discount rate is low), then the high up-front cost is less serious. But if the
cost of capital is high, then the high
initial cost of nuclear stations made them uneconomic. Evidence produced at the
inquiry suggested that the construction cost
of a nuclear station was АВАі1,527 million (or about $2.3 billion),
while the cost of a comparable nonnuclear station was only АВАі895 million. However, power stations last about
40 years and, once built, nuclear stations cost much less to operate than
nonnuclear stations. If operated at 75
percent of theoretical capacity, the running costs of the nuclear station would
be about АВАі63 million a year,
compared with running costs of АВАі168 million a year for the
nonnuclear station.
The following table shows the cost advantage of the
nuclear power station at different (real) discount rates. At a 5 percent
discount rate, which was the figure
used by the government, the present value of the costs of the nuclear option
was nearly АВАі1 billion lower than
that of a station based on fossil fuels. But with a discount rate of 16
percent, which was the figure favored by Professor Dimson, the position was almost exactly reversed, so that the government could save nearly АВАі1
billion by refusing the power company
permission to build Hinkley Point C and relying instead on new fossil-fuel
power stations.
Eight years after the inquiry, the proposal to
construct Hinkley Point C continues to
gather dust, and British Energy, the privatized electric utility, has declared that it has no plans to build a
new nuclear power station in the near future.
Technical Notes:
1. Present values are measured at the date that the
power station comes
into operation.
2. The above table assumes for simplicity that
construction costs for nuclear stations are spread evenly over the 8 years
before the station comes
into operation, while the costs for fossil-fuel
stations are assumed to
be spread evenly over the 4 years before operation. As a result the present value of the costs of the two stations may differ slightly from the more
precise estimates produced by Professor Dimson.
Category: Capital management
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