These guys appear to have no issues in obtaining capital and...

These guys appear to have no issues in obtaining capital and have a history of acquisitions and mergers.

From Copeinca website.
Brief History
1994
Corporacion Pesquera Inca (COPEINCA) was founded in July 1994. Its main founding partners were Luis Dyer Ampudia, Rosa Coriat Valera, Edward Dyer Ampudia and Samuel Dyer Ampudia. That same year we acquired the first plant for the production of fishmeal and fish oil, located in Bayovar bay, department of Piura, with a capacity of 68MT/h.
1995
COPEINCA ASA started its production operations.
1996
At the end of this year, we purchased our first three vessels, giving us a total hold capacity of 600 MT.
1997
The first attempt to diversify came with the construction of our frozen food plant in Bayovar, which commenced operations in December, with a capacity of 70 MT/day of finished product. We also acquired three additional vessels, with a total 900 MT hold capacity.
1998
The sector was severely hit by the “El Niño” natural phenomenon. We were able to acquit ourselves well out of this situation by the provisions we took and our low indebtedness level.
1999
This was a year of recovery, where we redesigned our growth strategy. A reengineering process was initiated, commissioned to the international consulting firm Plexus, which was completed in the first quarter of 2000, resulting in annual savings of over USD 1 million. At the end of the year we began the expansion of our Bayovar plant, which increased our capacity by 50 MT/h.
2000
We purchased a 50 MT/h fishmeal plant in Caleta Vidal, Supe, and two vessels with a combined 670 MT hold capacity. This marked the onset of our expansion along the Peruvian coast.
2001
In order to have more accurate and timely financial information, the ERPExactus system was acquired. It is worth mentioning that we were the first Peruvian fishing company to have an ERP. In addition, we purchased three vessels with 760 MT hold capacity and invested in the expansion of the Bayovar pier’s length by 50 m. On the other hand, the strategy set out as from that year, to enter into contracts with fishing vessel owners, provided us with additional hold capacity of 4,000 MT.
2002
During the second half of the year we began the construction of a 50 MT/h fishmeal plant in the strategic port of Chicama. Also in 2002, we built our first special steam dried fish meal plant in Bayovar, with 50 MT/h capacity, which began production in the first fishing season of 2003. In an attempt to secure raw material own-supply for the plants, we also purchased four additional vessels; with a combined 880 MT hold capacity.
2003
The two family groups Dyer-Coriat and Dyer-Osorio-Fernandez, 100% shareholders of COPEINCA at that time, took a number of measures aimed at strengthening the company and achieve its sustainable development. The most important measure was the implementation of good corporate governance practices, which included the preparation of family protocols, covering succession, professionalization of management and board positions, the inclusion of independent external directors and the creation of various committees within the board of directors. At the end of 2003, we began moving the two plants located in Supe to the port of Chicama in order to increase the capacity of the latter plant to 120 MT/h.
2004
Seeking to continue our expansion along the Peruvian coast, we leased two fishmeal plants. One is located in Chimbote, with a capacity of 65 MT/h of FAQ and 25 MT/h of SD meal; and the other in Casma, with a capacity of 80 MT/h of SD meal. We acquired two vessels with 730 MT/h capacity and the first four Transvac vacuum pumping systems, through a credit facility obtained from Exim Bank, U.S.A., which was the first one granted by that entity to the fishing sector in more than 8 years, giving a clear sign of trust inCOPEINCA. Towards the end of the year, COPEINCA decided to acquire and implement the SAP system and designated IBM to implement it. The investment reached USD 2.5 million.
2005
We were able to structure substantial financing amounting to USD 31 million with Credit Suisse, which enabled us to improve our debt profile and, above all, to purchase 100% of Pesquera del Mar S.A. shares. With this facility we were also able to materialize the purchase of the assets of Grupo Tauro, which included an 80 MT/h SD plant in Casma and six vessels with 1,800 MT hold capacity.
2006
We acquired Pesquera Jadrán, one of the most efficient vessel operators in the country, through a corporation related to our main shareholders. Jadran had a 2,400 MT hold capacity. With this purchase, a total capacity of over 11,150 MT was consolidated for COPEINCA operations. This transaction was possible due to the credit facilities granted by a US financial entity and Interbank of Peru.
During this year, COPEINCA also became the first company in the Peruvian fishing sector to identify the need for having a Sustainability Report to measure our performance in key environmental and social aspects. The figures in the financial statements presented in 2005 were consolidated for the first time, as they included COPEINCA, Del Mar and Pescaperú Huarmey.
It is important to mention that COPEINCA was the second Peruvian company selected to participate in the Project “Strengthening of Good Corporate Governance Practices” of the Andean Development Corporation (CAF). This initiative had the local support of Procapitales and was aimed at strengthening and improving our practices. During 2006, we were able to consolidate ourselves among the five leading fishing companies in the country, and our intention was to continue leading this sector. We were able to consolidate the purchase of Del Mar and other assets acquired earlier that year, enabling us to
practically double our fleet size. On the other hand, the administration of Jadran by COPEINCA enabled us to grow our fleet and use better our plants.
However, the most outstanding news in 2006 was the placement of COPEINCA ASA`s shares for a total of USD 100 million, which are listed in the Oslo Stock Exchange (Norway) since January 2007. These new funds were raised through a successful private placement among prestigious institutional shareholders, professionals and private parties, investment funds and banks based in Norway and Europe. We chose the Oslo Stock Exchange since it is currently the bourse concentrating the most important seafood companies of the world.
2007
COPEINCA began the year with the purchase of Corporación Fish Protein and Corporación Pesquera Ribar, which owned 9 fishing vessels, for USD 110 million. At the end of that same month, we purchased Corporación Pesquera Newton, for the amount of USD 23 million, by which we obtained a 56 MT/h- capacity plant located in Chimbote in addition to three vessels, with an aggregate hold capacity of 971
m3. In May, we purchased 100% of the company Pesquera San Fermín and its subsidiaries, adding an 80 MT/h capacity processing plant in Chancay and six vessels, with an aggregate capacity of 1,278 m3, an investment of USD 44 million. Moreover, on 11 June 2007, the formal announcement was made of the purchase agreement of 100% of the shares of Pesquera Industrial El Ángel for USD 106 million,
financed through a syndicated loan of USD 185 million, contracted with The Credit Suisse Bank; and the issuance of new shares in the Oslo Stock Exchange for USD 130 million, as well as the purchase of Pacific Fishing Business, in the amount of USD 39 million. At the end of 2007, COPEINCA had 65 vessels, and achieved a 14% market share of the Peruvian anchovy catch, ranking second in the Peruvian fishing sector and third in the world.
2008
We were focused on completing the merger of all the acquired companies, optimizing their operations and improving the Company’s efficiency as a whole, in order to continue fulfilling our vision of becoming a world leader in the fishing sector. By the end of the year, the Regulation for the implementation of the Law on Maximum Catch Limits per Vessel, also known as the “Individual Quota (ITQ) Law”, related to anchovy fishing for fishmeal production was approved. In spite of having faced a world financial crisis since the second half of 2008, we were able to close the year in accordance with our projections.
2009
In 2009, our priority was to prepare to operate under the new Law and Regulations on Maximum Catch Limits per Vessel (ITQ Law) enacted by the Government of Peru and to make the investments we had committed. Moreover, we continued making progress on environmental protection and social responsibility aspects in keeping with the highest world standards, some of which have been incorporated in the laws recently enacted by the Government.
ITQ system was implemented during the first fishing season and the results were significantly positive. The company operated with fewer assets, 30 vessels out of 64 and 6 plants out of 10 and achieved a 15%
market share of the Peruvian anchovy catch. Quality and efficiency improvements allowed us to produce 62% of SD fishmeal, up from 45% in previous years.
2010
In 2010, we were focused on completing the restructuring of the utilization of our assets and the first part of our 2 year Investment Plan of USD 80 million.
USD 55 million of the Investment Plan was executed in our plants and vessels in order to improve our production yields while complying with new environmental regulations.
Volumes were significantly lower due to both a moderate “El Niño” and “La Niña”, nevertheless quality of production and yields had an important increase when compared to previous years.
2011
In 2011 we will fully take advantage of the benefits under the ITQ system. We will operate with 26 vessels, 5 plants and 1,400 employees as opposed to 64, 12 and 2,200 respectively in 2008. This will allow the Company to obtain better yields, produce 100% SD fishmeal, and therefore sell at higher prices.