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2  Changes in the Environment that made the Bazancourt-Pomacle Biorefinery  51

            Fig. 2.17 Initial investment  Ini al investment for the
            for the creation of
            CRISTANOL in 2006         launch of Cristanol in 2006    Shareholders
                                                                       ’ Equity
                                                                        18%
                                                                     Quasi-equity
                                                                        11%
                                            Long-term
                                              debt
                                              71%



              Resulting from the merger of the Reims, Aisne, Champagne and Ardennes
            regional banks, the CANE had enough shareholder equity to fund the
            Bazancourt-Pomacle Biorefinery agro-industrial projects. Indeed, the cooperatives
            were growing in size, merging and/or buying up other companies, and their funding
            requirements to support this growth were high. The origins of the CANE make it
            above all “the bank for agriculture, wine-growing and agro-industry”, which is why
            the bank agreed to take on the justified, bearable risk that was required to support
            the investment at Bazancourt-Pomacle. It was aware of the risk and was committed
            to local and agricultural development. Other banks would undoubtedly have reacted
            differently.
              Today, while the 2008 financial crisis and the events that it led to, in particular
            the debt crisis in the Eurozone, continue to shake the world’s markets, banks, even
            those that are closest to their customers, have become reluctant to take even
            moderate risk. The investment required has driven cooperatives as a whole, and
            the actors of the Bazancourt-Pomacle Biorefinery in particular, to turn towards
            other funding sources, including complex financial packages. We will examine this
            trend in the next section.



            2.3    The Strategies and Solutions that Have made the Biorefinery
                   What It Is Today

            In the face of these endogenous and exogenous changes, the Bazancourt-Pomacle
            site chose to develop via the value chain upstream and downstream of processing.
            Internal funding capacity was insufficient to ensure this growth and bank loans were
            increasingly difficult to obtain, so the firms decided to turn to complex financial
            packages.

            2.3.1  Financial Packages
            The cooperatives at the Bazancourt-Pomacle site were thus led to modify their
            structure and to exist in a less “pure” state. These are made up of cooperatives or
            unions of cooperatives with groups of non-cooperative subsidiaries. These
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