April 27, 2024

Archives for October 2012

Euro Watch: Euro Zone Unemployment Hit New High in September

The jobless rate in the 17-nation currency union ticked up to 11.6 percent from the 11.5 percent in August, as 146,000 more people were classified as unemployed, Eurostat, the statistical agency of the European Union, reported from Luxembourg. The August figure, itself already a record level, was revised upward from the 11.4 percent previously reported.

Spain, where the economy has been shellacked by a property sector collapse and government austerity measures, continues to have the highest jobless rate, at 25.8 percent. Greece, where the European sovereign debt crisis began, was next, at 25.1 percent in July, the most recent month for which data were available.

Austria, at 4.4 percent, had the lowest unemployment rate. For the overall European Union, the unemployment rate stood in September at 10.6 percent, unchanged on the month. By way of contrast, the United States had an unemployment rate of 7.8 percent in September. Joblessness in Britain was at 7.9 percent in the three months through August.

The euro zone economy is expected to have contracted again in the third quarter, following a 0.2 percent quarterly decline in the three months through June. With the global economy showing signs of slowing and European governments cutting spending to balance budgets, economists predict the contraction may extend into next year.

The data were announced as euro zone finance ministers were preparing for a conference call to discuss a number of thorny issues, including Greece’s wobbly effort to right its finances and the possibility that Spain might need to draw on its partners for a bailout.

The Greek government projected Wednesday that its general government debt would reach 189.1 percent of gross domestic product next year. Many economists believe that without debt forgiveness Greece will ultimately have to leave the euro.

The gloomy labor market picture was reinforced by a report from the European Central Bank, which showed demand for credit from businesses shrinking further in the third quarter from the second quarter. Lower demand for loans suggests that tighter lending standards and a poor economic outlook has cooled businesses willingness to take on new financial obligations.

Eurostat, in a separate report , also noted that inflation in the euro zone ticked down to 2.5 percent in October, from 2.6 percent in September. Increased costs for energy, food and tobacco were the main drivers of price increases. The E.C.B. aims to keep inflation just under 2 percent.

Article source: http://www.nytimes.com/2012/11/01/business/global/euro-zone-unemployment-hit-new-high-in-september.html?partner=rss&emc=rss

DealBook: Facing Fresh Legal Woes, Barclays Swings to a Loss

A branch of Barclays in London. On Wednesday, the British bank posted a net loss of £106 million ($170 million) in its latest earnings report.Facundo Arrizabalaga/European Pressphoto AgencyA branch of Barclays in London. On Wednesday, the British bank posted a net loss of £106 million ($170 million) in its latest earnings report.

LONDON – The British bank Barclays faces more legal trouble, disclosing on Wednesday two new investigations by American authorities that clouded already weak third-quarter results.

The bank said the Justice Department and the Securities and Exchange Commission were investigating whether Barclays broke anticorruption laws in its capital-raising efforts during the financial crisis. The inquiries follows similar efforts by British regulators.

The United States Federal Energy Regulatory Commission is also investigating the past energy trading activity in the bank’s American operations. American authorities have until Wednesday to charge the bank in the matter. Barclays said it would defend itself against any charges stemming from the inquiry.

Related Links



The fresh legal woes, coming on the heels of a rate-rigging scandal that erupted this summer, complicate a difficult turnaround effort by the bank.

On Wednesday, Barclays posted a net loss of £106 million ($170 million) in the three months ended Sept. 30, a steep drop from a £1.4 billion net profit it reported in the period a year earlier. The results were hurt by a charge on its own debt and provisions connected to the inappropriate sale of insurance to clients.

Libor Explained

Antony Jenkins, chief of Barclays.Justin Thomas/VisualMedia, via Agence France-Presse — Getty ImagesAntony Jenkins, chief of Barclays.

“The last three months have been difficult for Barclays,” Antony P. Jenkins, the bank’s chief executive, said on a conference call with reporters on Wednesday.

Shares in Barclays fell 3.8 percent in morning trading on Wednesday in London.

Mr. Jenkins took over as chief executive from Robert E. Diamond Jr., who resigned in July after Barclays agreed to pay $450 million to settle charges that it attempted to manipulate a key benchmark, the London interbank offered rate, or Libor. In the aftermath, Mr. Jenkins promised to increase the focus on retail banking, shifting away from riskier activity in the firm’s investment banking unit.

The new joint investigation from the Justice Department and S.E.C. relates to the bank’s capital-raising efforts during the recent financial crisis.

Unlike the Royal Bank of Scotland Group and the Lloyds Banking Group, Barclays turned to sovereign wealth funds in Abu Dhabi and Qatar for new capital. Barclays raised a total of $7.1 billion from Qatar in July and October 2008.

The bank disclosed this year that British authorities were investigating the legality of payments to Qatari investors in connection with the bank’s capital-raising. Barclays said on Wednesday that American regulators were also pursuing similar inquiries, adding that the bank was cooperating.

Despite its net loss, Barclays is making progress as its underlying businesses show signs of improvement. Excluding the adjustments, Barclays said pretax profit rose 29 percent, to £1.7 billion, in the third quarter.

In the face of continued market volatility, Barclays said pretax profit in its investment and corporate banking division more than doubled in the quarter, to just over £1 billion, on a strong performance in fixed income and equities. The European debt crisis, however, weighed on the bank’s retail and business banking franchise, where pretax profit fell 31 percent, to £794 million.

Ian Gordon, a banking analyst at Investec Securities in London, said the decline in revenue in the investment banking division raised some questions about the unit’s performance. He added, however, that Barclays was in a position to win market share, as competitors like UBS, which announced plans on Tuesday to eliminate 10,000 jobs, moved to reduce trading activity.

“As others pull back,” Mr. Gordon said, “there’s a potential to win a greater share of the piece.”

Barclays warned, however, that continued difficulties in Europe and uncertainty in global markets could weigh on future profitability. “We continue to be cautious about the environment in which we operate,” the bank said in a statement.

Given the challenging environment, Barclays is moving to insulate its businesses. The bank, which operates throughout the European Union, said it had reduce its presence in heavily indebted countries like Spain and Greece. The bank said it had cut its exposure to the sovereign debt of Spain, Italy, Portugal, Greece and Cyprus by 15 percent, to £4.8 billion.

It is also bolstering its capital to protect against potential losses. The bank’s core Tier 1 ratio, a measure of its ability to weather financial shocks, rose to 11.2 percent at the end of September from 10.9 percent at the end of the second quarter.


This post has been revised to reflect the following correction:

Correction: October 31, 2012

An earlier version of this article misstated the pretax profit Barclays attributed to its retail and business banking franchise. It was £794 million, not £794.

Article source: http://dealbook.nytimes.com/2012/10/31/barclays-reports-third-quarter-loss-on-credit-charges/?partner=rss&emc=rss

DealBook: Stocks Little Changed as Market Reopens

Mayor Michael R. Bloomberg of New York City on the floor of the New York Stock Exchange on Wednesday.Robert Caplin for The New York TimesMayor Michael R. Bloomberg of New York City on the floor of the New York Stock Exchange on Wednesday.

The major stock indexes were little changed in light trading on Wednesday morning as the market reopened after a two-day shutdown caused by Hurricane Sandy.

A bevy of TV news crews and camera-toting tourists thronged the New York Stock Exchange for the opening, but the trading floor betrayed little that was unusual.

A small crowd enveloped Mayor Michael R. Bloomberg of New York City as he briefly stepped onto the floor to greet exchange workers. He later took to the balcony overlooking the pits to ring the opening bell, flanked by Duncan L. Niederauer, the chief executive of NYSE Euronext, and Robert Steel, a deputy mayor.

As the familiar clang rang through the hall for the first time this week, a small cheer erupted from the floor.

The dozen staffers at “the ramp,” an important N.Y.S.E. nerve center on the floor, scanned a wall of monitors to check on market activity.

Hurricane Sandy Multimedia

S and P 500 Index
Duncan Niederauer, chief executive of NYSE EuronextLucas Jackson/ReutersDuncan Niederauer, chief executive of NYSE Euronext.

Milling about the floor was Lawrence E. Leibowitz, NYSE Euronext’s chief operating officer, checking on the state of operations. It was his second straight day at the exchange, having slept there overnight after wading from his home to Wall Street.

“There have been very few, very isolated problems,” Mr. Leibowitz said. He pointed to blank monitors that were shut off because the data provider was delivering incorrect market data.

“If that’s the worst of our problems,’ he added, “we’re in good shape.”

Mr. Niederauer seemed pleased as well. Wednesday was his first day back at the exchange since last week, having worked remotely because he could not come into the city.

“We’re pleased to see the turnout of staff,” he said, with many market makers being nearly fully represented.

He said many technical issues had been resolved, though technicians from Verizon were on hand to patch spotty communications and network connections. Many trading firms resorted to sharing working Internet and phone lines, while specialists ducked outside to get cellphone service unavailable on the floor.

At midday, the Dow Jones industrial average was down 0.11 percent, while the Standard Poor’s 500-stock index was 0.16 percent lower and the Nasdaq composite index was off 0.55 percent.

Several specialists said that in some ways, the morning had been easier than expected. Commuting was smoother, they said, with little traffic on the roads. And the exchange provided special dispensation to park on nearby streets.

Jonathan D. Corpina, a senior managing partner at Meridian Equity Partners, came armed with a flashlight to navigate the darkened streets of Lower Manhattan. But he found it easy to find the exchange, which was illuminated thanks to backup generators, and dive into work.

“We’re here filling orders, and it’s business as usual,” he said.

Another trader, Peter Costa, said he had noticed little that was out of the ordinary, except perhaps slightly lower volume.

“To me, this feels like a Monday,” he said, “but on a Wednesday.”

Article source: http://dealbook.nytimes.com/2012/10/31/stocks-little-changed-as-market-reopens/?partner=rss&emc=rss

Deal Professor: The Risks of Tapping Your Retirement Fund for an Alternative Use

Deal Professor 401kHarry Campbell

Retirement funds are being used increasingly for anything but retirement. Instead, 401(k)’s and individual retirement accounts are becoming money pots used to invest in business start-ups, speculate in gold and buy private equity investments.

Such maneuvers come with big tax advantages. But they may also leave their users penniless in retirement, while their ability to evade taxes can cost the government.

My interest was piqued by a recent ad in an airline magazine. It called on people to leave their mind-numbing jobs and use their retirement funds to start a franchise business. Invest in yourself was the idea.

I was startled at the directness. I.R.A.’s and 401(k)’s were never meant to be used to start a business. After 15 minutes on the Internet — one of the few upsides to air travel these days — I discovered armies of advisers willing to charge a fee to help you use your 401(k) or I.R.A. to start a business.

Deal Professor
View all posts

One of leaders in this nascent industry is Guidant Financial. You can get an idea of what this is about from its Web site, which asserts that “by rolling your existing retirement funds into an iFinance plan you can invest in a small business or franchise inside your retirement plan … without tax penalties!”

The strategies to do so and not run afoul of I.R.S. regulations are varied, but the main one is to start a business and have it adopt a 401(k) plan. The existing 401(k) plan is rolled into the new one, which is invested in the new business. Voilà — instant financing. The downside, however, is that there is no money for retirement if the business fails.

And there is evidence that most of these businesses do fail. The Internal Revenue Service terms one form of this scheme as a Rollovers as Business Start-Ups plan, or perhaps with some unintended irony, a ROBS plan. In 2009, the I.R.S. studied ROBS plans and found that most of these businesses had gone bankrupt, losing the person’s retirement savings. In most cases the money was lost before the business even got off the ground. Nonetheless, the I.R.S. does not prohibit ROBS plans, but it has called for more scrutiny of the structure.

This has not diminished the ardor of franchisers and other investment advisers selling such plans. They aggressively market them to would-be entrepreneurs. Figures are hard to come by, but the chief executive and co-founder of Guidant, David Nilssen, recently told The New York Times that inquiries about these types of plans were up 196 percent in 2011 from 2009.

Yet this is not the only way use your retirement fund for something other than prudent retirement planning. A business even bigger than self-financing a start-up is the self-directed I.R.A. As of 2011, some $94 billion was invested in these plans, according to the Investment Company Institute.

Self-directed I.R.A.’s allow for speculation in much sexier investments, like gold bullion, oil and loans. But that is only the beginning. Want to own a rental home? You can do that through your I.R.A. How about cattle or llamas? You can do that, too. There’s even the case of someone who bought musical instruments using a retirement fund and rented them out for tax-free income.

Not surprisingly, the biggest growth area in alternative retirement fund investing is commodities. Gold I.R.A.’s are particularly popular, and one of the largest advisers in this area, the Entrust Group, recently stated that the value of these holdings at the firm had grown by more than five times in 2012.

This brings us to another oft-promoted feature of these funds, assuming the investments work out. Self-directed I.R.A.’s are great tax shelters because the money inside it, like money in a regular I.R.A. or 401(k), is untaxed until withdrawn. These plans offer tax savings that regular investors cannot get because they defer taxes for decades. And if the investments are made through a Roth I.R.A., the gains are completely tax-free.

Mitt Romney’s experience illustrates the effectiveness of this strategy. When he was at Bain, he funneled his private equity investments into a tax-sheltered retirement fund, investing an unknown amount, but likely about $450,000. That amount is now worth $20.7 million to $101.6 million. All of this gain has been tax-free, so far. Entrust, by the way, has an article on its Web site that promotes self-directed I.R.A.’s, citing Mr. Romney’s use of them to shelter up to $100 million in gains.

And if the tax on capital gains rises in coming years, and marketing by these alternative investment firms grows, expect more entrepreneurs and investors to turn to their retirement funds for this type of extreme investing.

Some of these investors will succeed, and these lucky few will pay fewer taxes because of the use of these retirement plans, costing the government money that could total billions. Originally, the idea was that the tax-free nature of this investment was justified to encourage saving for retirement. But that is not what is going on here. Buying mass quantities of gold? This is nothing but speculation. And as is the case with most speculation, the average investor is not likely to make money.

Mr. Romney, of course, as a top private equity executive, knew what he was doing and could afford the loss if things had gone wrong. But the average investor speculating with I.R.A. funds or concentrating them into one investment or a start-up is asking for trouble. There are no statistics on how self-directed I.R.A.’s have performed, but there is no reason to expect that investors in gold and cattle will do any better than those who have day-traded with their retirement funds.

Then there is the fraud issue. Self-directed I.R.A.’s have been a particular target of Ponzi schemes, causing the North American Securities Administration Association to issue a special alert. In the most prominent case of recent note, the Securities and Exchange Commission stopped a number of schemes trying to persuade retirees to buy promissory notes in Turkish investments — yes, Turkish promissory notes — through self-directed I.R.A.’s.

The fact that all of this activity is for anything but retirement is a case study in how legitimate tax policies can be distorted and rules bent to benefit the inventive. More sadly, though, is that a whole industry growing around these investments also shows how some Americans are willing to risk anything for a big jackpot in the markets. And how under the current system, if they succeed, they can do it tax-free, while the rest of us pay taxes.


A version of this article appeared in print on 10/31/2012, on page B10 of the NewYork edition with the headline: The Risks of Tapping Your Retirement Fund for Alternative Investments.

Article source: http://dealbook.nytimes.com/2012/10/30/the-risks-of-tapping-a-retirement-fund-for-an-alternative-use/?partner=rss&emc=rss

Panasonic Forecasts Loss for Year

TOKYO (AP) — Panasonic Corp.’s losses ballooned to 698 billion yen ($8.7 billion) for the fiscal second quarter as sales plunged in flat-panel TVs, laptops and other gadgets, and restructuring costs to turn itself around were proving bigger than initially expected.

The red ink, announced Wednesday, proved far worse than the 105.8 billion yen loss racked up for the July-September period last year.

The Osaka-based maker of Viera TVs and Lumix digital cameras revised its full year forecast from an earlier projection for a 50 billion yen ($625 million) profit to a massive annual loss of 765 billion yen ($9.6 billion).

Panasonic sank into a record loss of 772.2 billion yen ($9.6 billion) for the fiscal year through March 2012 — among the biggest in Japan’s manufacturing history.

Its problems are emblematic of the overall Japanese electronics industry. Panasonic’s longtime rival Sony Corp. racked up a record annual loss of 457 billion yen ($5.7 billion) in its fourth straight year of red ink. Sony reports fiscal results on Thursday.

Panasonic’s quarterly sales sank 12 percent to 1.82 trillion yen ($22.8 billion) as a global slowdown, the falling price of electronics products and competition from cheaper Asian makers chipped away at sales. Sales in Japan dipped 11 percent, while overseas sales shrank 14 percent.

Panasonic has been trying to expand operations that cater to other businesses, instead of consumers, by beefing up its solar panel and battery divisions, including auto batteries.

But such shifts are expected to take some time, and those sectors have also been slammed by price declines.

Panasonic lowered its sales forecast for the full year through March 2013, to 7.3 trillion yen ($91.3 billion), down from an earlier 8.1 trillion yen ($101 billion). Even the more pessimistic number falls short of last year’s sales at 7.85 trillion yen.

The company also said it expects to book restructuring expenses of 440 billion yen ($5.5 billion) for the year, bigger than the originally estimated 41 billion yen ($513 million).

Panasonic and other Japanese makers have struggled despite the popularity of smartphones and other mobile devices as the market, including Japan, has been dominated by Apple Inc. of the U.S. and South Korea’s Samsung Electronics Co.

Also Wednesday, Panasonic said it will boost the efficiency of its operations by merging three group companies focusing on mobile phones and network systems.

During the first fiscal half, Panasonic’s sales grew in appliances and automotive systems, but declined in TVs, digital cameras, Blu-ray recorders, mobile phones, printers and semiconductors, according to the company.

____

Article source: http://www.nytimes.com/aponline/2012/10/31/business/ap-as-japan-earns-panasonic.html?partner=rss&emc=rss

DealBook: PVH to Buy Warnaco Group for $2.9 Billion

A billboard for Calvin Klein in Manhattan. PVH controls the Calvin Klein jeans and underwear licenses.Mikael JanssonA billboard for Calvin Klein in Manhattan. Warnaco Group controls the Calvin Klein jeans and underwear licenses.

LONDON — The fashion company PVH Corporation agreed on Wednesday to acquire the Warnaco Group in a $2.9 billion deal, bringing various Calvin Klein brands under one corporate umbrella.

Under the terms of the deal, PVH, whose brands include Calvin Klein and Tommy Hilfiger, said it was offering $51.75 in cash and 0.18 of a share in PVH for each share in Warnaco, which is based in New York and controls the Calvin Klein jeans and underwear licenses.

The combined cash-and-stock deal is worth $68.43, a 34 percent premium on Warnaco’s closing share price on Friday. Trading in New York was closed on Monday and Tuesday because of Hurricane Sandy.

The acquisition would give Warnaco shareholders a combined 10 percent stake in the enlarged company, according to PVH.

“This is a unique opportunity to reunite the ‘House of Calvin Klein,’ ” PVH’s chief executive, Emanuel Chirico, said in a statement. “Having direct global control of the two largest apparel categories for Calvin Klein – jeans and underwear – will allow us to unlock additional growth potential of this powerful designer brand.”

PVH acquired the Calvin Klein brand in 2003. The deal gave the company control over the design and product development for the Calvin Klein brands. Warnaco holds the licensing agreements for the brand’s jeans and underwear divisions.

The acquisition of Warnaco comes two years after PVH acquired the Tommy Hilfiger brand for $3 billion. The deal gave PVH, which also owns Arrow and Izod and licenses others brands like Geoffrey Beene and Kenneth Cole New York, greater access to the European market.

PVH said it expected $100 million of annual cost savings by the third year after the completion of the deal, which is expected to close early next year. The company said it would incur $175 million in one-time costs related to these activities.

PVH was advised by Peter J. Solomon, Barclays, Bank of America Merrill Lynch and Citigroup, and the law firm Wachtell, Lipton, Rosen Katz, while Warnaco was advised by JPMorgan Chase and the law firm Skadden, Arps, Slate, Meagher Flom.

Article source: http://dealbook.nytimes.com/2012/10/31/pvh-to-buy-warnaco-group-for-2-9-billion/?partner=rss&emc=rss

Media Decoder Blog: Disney Buying Lucasfilm for $4 Billion

George Lucas in 2005, flanked by stormtroopers from his Richard Lewis/European Pressphoto Agency George Lucas in 2005, flanked by stormtroopers from his “Star Wars” films.

8:22 p.m. | Updated LOS ANGELES — The Walt Disney Company, in a move that gives it a commanding position in the world of fantasy movies, said Tuesday it had agreed to acquire Lucasfilm from its founder, George Lucas, for $4.05 billion in stock and cash.

The sale provides a corporate home for a private company that grew from Mr. Lucas’s hugely successful “Star Wars” movie series, and became an enduring force in the creation of effects-driven science fiction entertainment for large and small screens. Mr. Lucas, who is 68 years old, had already announced he would step down from day-to-day operation of the company.

Combined with the purchase of Marvel Entertainment for $4 billion in 2009 and of Pixar Animation Studios for $7.4 billion in 2006, the acquisition solidifies Disney’s status as a leader in animation and superhero films. And it strengthens the legacy of Robert A. Iger, Disney’s chief executive, who has become known for his aggressive expansion of the company since taking charge in 2005.

Mr. Iger is set to step down as chief executive in March 2015, but will remain with Disney in a lesser role under an employment deal he reached with Disney last year.

Like the Marvel acquisition, the Lucasfilm purchase caught Hollywood and Wall Street by surprise. It was announced on Tuesday afternoon, while the New York Stock Exchange was closed because of Hurricane Sandy.

In a hastily convened conference call with investors late Tuesday, Mr. Iger said Disney planned to revive the Star Wars franchise and release a seventh feature film in the series in 2015, with new films coming every two or three years thereafter. Mr. Lucas will be a consultant on the film projects, Mr. Iger said.

Mr. Iger said Disney acquired a detailed treatment for the next three “Star Wars” films as part of the acquisition. He noted that the last film in the series, “Star Wars: Episode III — Revenge of the Sith,” was released in 2005, a period that he said has created “pent-up demand.”

Jay Rasulo, the company’s chief financial officer, said Disney’s financial calculations in agreeing to purchase Lucasfilm were driven almost entirely by the potential of the “Star Wars” series, which already has a place in the Disney theme parks. Lynne Hale, a spokeswoman for Mr. Lucas, said he was on a flight back to San Francisco from Los Angeles and could not immediately be reached. “It’s now time for me to pass ‘Star Wars’ on to a new generation of filmmakers,” Mr. Lucas said in a statement.

The companies said Disney would pay approximately half of the purchase price in cash, and would issue about 40 million shares of stock to cover the balance when the deal closes. Mr. Rasulo said Disney expects within two years to repurchase those shares. Lucasfilm, he said, should begin enhancing Disney’s earnings by 2015.

With the acquisition, Disney will acquire Lucasfilm’s live-action production business, along with its Industrial Light Magic effects business, its Skywalker Sound audio operation and its consumer products unit, among other things. Ms. Hale noted that Mr. Lucas’s Skywalker Ranch and other physical properties in Marin County, Calif., were not part of the deal, and would remain with Mr. Lucas.

Kathleen Kennedy, a longtime associate of Steven Spielberg who recently agreed to become co-chairwoman of Lucasfilm, will now be its president, reporting to Alan F. Horn, the chairman of Disney’s movie studio.

Lucasfilm is based in San Francisco, and now, in combination with Pixar — which operates across the San Francisco Bay in Emeryville — it will give Disney, based in Burbank, a major presence in Northern California.

After the release of the first “Star Wars” film in 1977, Mr. Lucas’s Industrial Light Magic took the lead in developing effects technologies that were used in a generation of science fiction and fantasy films. Eventually, other companies, including Weta Digital, a New Zealand company co-owned by the filmmaker Peter Jackson, rose to prominence in that field.

Asked about the future of Industrial Light Magic, Mr. Iger said: “Our current thinking is we would let it remain as is.” In a later interview, Mr. Iger said Disney would be prudent in handling the Lucas operations, but was also mindful of the need to “reap the value” it sees there.

Along with “Star Wars” and its many iterations on movie screens, in television programming, in video games and elsewhere, Mr. Lucas has been a partner in the “Indiana Jones” series, and, occasionally, in an unrelated film, like “Willow,” though Disney executives said they were not relying on those films for future profit.

Mr. Rasulo told analysts that Lucasfilm’s consumer products licensing revenue, about $215 million this year, is roughly comparable to the amount of licensing revenue Marvel had when Disney bought it three years ago.

Currently, Mr. Rasulo added, Lucasfilm’s licensing revenue comes mostly from toys and heavily from North America. Disney, he said, is positioned to extend the licensing business to other products and to strengthen it internationally.

Asked by an analyst about Mr. Lucas’s reasons for selling at this point, Mr. Iger said, “I don’t want to put words in George’s mouth.” But he noted that Mr. Lucas has said he began planning his retirement four or five years ago.

Speaking later, Mr. Iger said talks were conducted personally between Mr. Lucas and himself, and began about a year and a half ago in Orlando, Fla., where the two spent time while reopening a “Star Wars” attraction at Disney World.

Of Mr. Lucas’s willingness to put his creative legacy in Disney’s hands, Mr. Iger said: “There was a lot of trust there.”

A version of this article appeared in print on 10/31/2012, on page B1 of the NewYork edition with the headline: Disney Is Buying Lucasfilm.

Article source: http://mediadecoder.blogs.nytimes.com/2012/10/30/disney-buying-lucas-films-for-4-billion/?partner=rss&emc=rss

DealBook: Amid Fresh Legal Woes, Barclays Swings to a Loss

A branch of Barclays in London. On Wednesday, the British bank posted a net loss of £106 million ($170 million) in its latest earnings report.Facundo Arrizabalaga/European Pressphoto AgencyA branch of Barclays in London. On Wednesday, the British bank posted a net loss of £106 million ($170 million) in its latest earnings report.

LONDON – Barclays faces more legal trouble after the British bank disclosed two new investigations by American authorities, clouding the already weak third-quarter results.

The bank on Wednesday said the Justice Department and the Securities and Exchange Commission are investigating whether Barclays broke U.S. anti-corruption laws in its capital-raising efforts during the financial crisis. The inquiry follows similar efforts by British regulators.

The United States Federal Energy Regulatory Commission is also investigating the past energy trading activity in Barclays’ American operations. American authorities have until Oct. 31 to charge the British bank in the matter. Barclays said it would defend itself against any potential allegations stemming from the inquiry.

Related Links

The fresh legal woes, which follow the rate-rigging scandal that erupted this summer, complicate a difficult turnaround effort for Barclays.

On Wednesday, the British bank posted a net loss of £106 million ($170 million) in the three months ended Sept. 30, a steep drop from a £1.4 billion net profit it reported in the period a year earlier. The results were hit by a charge on its own debt and provisions connected to the inappropriate sale of insurance to clients.

Libor Explained

Antony Jenkins, chief of Barclays.Justin Thomas/VisualMedia, via Agence France-Presse — Getty ImagesAntony Jenkins, chief of Barclays.

“The last three months have been difficult for Barclays,” said Antony P. Jenkins said on a conference call with reporters on Wednesday.

Shares in the British bank fell 3.8 percent in morning trading in London.

Mr. Jenkins took over as chief executive from Robert E. Diamond Jr., who resigned in July after Barclays agreed to pay $450 million to settle charges that it attempted to manipulate a key benchmark, the London interbank offered rate, or Libor. In the aftermath, Mr. Jenkins promised to increase the focus on retail banking, shifting away from riskier activity in the firm’s investment banking unit.

The new joint investigation from the Justice Department and S.E.C. relates to Barclays’ capital raising efforts during the recent financial crisis.

Unlike its peers, the Royal Bank of Scotland Group and the Lloyds Banking Group, the British bank turned to sovereign wealth funds in Abu Dhabi and Qatar for new cash. Barclays raised a total of $7.1 billion from Qatar in July and October 2008.

Earlier this year, the bank disclosed that British authorities were investigating the legality of payments to Qatari investors in connection to Barclays’ capital raising. The firm’s disclosure on Wednesday said U.S. regulators are also pursuing similar enquiries. Barclays said it was cooperating with the investigations.

Despite its overall net loss, Barclays is making progress as its underlying businesses show signs of improvement. Excluding the adjustments, Barclays said pretax profit rose 29 percent, to £1.7 billion, in the third quarter.

Amid the continued volatility in global financial markets, Barclays said pretax profit in its investment and corporate banking division more than doubled in the quarter, to just over £1 billion, because of a strong performance in fixed income and equities. The European debt crisis, however, weighed on Barclays’ retail and business banking franchise. Pretax profit in the group fell 31 percent, to £794 million.

Ian Gordon, a banking analyst at Investec Securities in London, said a fall in revenues at Barclays’ investment banking division during the third quarter had raised some questions about the unit’s performance, though the British bank was in a position to win market share as competitors, such as UBS which announced 10,000 layoffs on Tuesday, move to reduce their trading activity.

“As other pull back, there’s a potential to win a greater share of the piece,” Mr. Gordon said.

Barclays, however, warned that continued difficulties in Europe and uncertainty in global markets could weigh on future profitability. “We continue to be cautious about the environment in which we operate,” the bank said in a statement.

Given the challenging environment, Barclays is moving to insulate its businesses. The bank, which operates throughout the European Union, said it had reduce its presence in heavily indebted countries like Spain and Greece. The bank said it had cut its exposure to the sovereign debt of Spain, Italy, Portugal, Greece and Cyprus by 15 percent, to £4.8 billion.

It’s also bolstering its capital to protect against potential losses. The bank’s core Tier 1 ratio, a measure of its ability to weather financial shocks, rose to 11.2 percent at the end of September from 10.9 percent at the end of the second quarter.


This post has been revised to reflect the following correction:

Correction: October 31, 2012

An earlier version of this article misstated the pretax profit Barclays attributed to its retail and business banking franchise. It was £794 million, not £794.

Article source: http://dealbook.nytimes.com/2012/10/31/barclays-reports-third-quarter-loss-on-credit-charges/?partner=rss&emc=rss

G.M. Earnings, Like Its Rivals, Are Hurt by Europe

G.M. reported that its net income for the quarter was $1.48 billion, down from $1.73 billion in the same period last year. The company said global revenue increased to $37.6 billion, up from $36.7 billion in the third quarter of 2011.

Like many other automakers, G.M.’s losses broadened in the troubled European market. The company said its pretax loss in the region was about $500 million compared to about a loss of about $300 million a year ago.

Pretax income from G.M.’s North American operations also declined during the quarter to $1.8 billion, down from $2.2 billion last year.

The automaker’s chief executive, Daniel Akerson, called the quarter “solid” and said the company was gaining traction with new vehicles while addressing financial challenges, like pension costs.

“G.M. had a solid quarter because customers around the world love our new vehicles and we’re also seeing green shoots take hold on tough issues like complexity reduction, pensions and Europe,” Mr. Akerson said in a statement.

G.M. also said that about 30 percent of eligible salaried retirees in the United States had elected to take lump-sum payments in exchange for giving up regular pension benefits. Ongoing pension obligations for the rest of the company’s salaried retirees in the United States will be transferred to Prudential Insurance next month, G.M. said.

The company said it would take a $2.9 billion pretax charge in the fourth quarter in connection with the pension changes.

G.M. gave no new details on how it would turn around its European operations, which are now on track to post a pretax loss of $1.5 billion to $1.8 billion for the full year.

Ford Motor Company, G.M.’s Detroit rival, last week said it would close three plants in Europe and eliminate 5,700 factory jobs in an effort to revitalize its European business.

G.M.’s chief financial officer, Dan Ammann, said in a statement that the company is working to improve its European unit, where plants are operating at well below capacity because of the sharp downturn in vehicle sales in the region. G.M. is also conducting a search for a new chief executive of the European business.

“While we still have a lot of work to do, especially in Europe, it is encouraging to see our results begin to reflect the discipline we are bringing to bear on the overall business,” Mr. Ammann said.

G.M.’s other overseas operations fared better than Europe. The company said its international unit, which is anchored by its large Chinese business, earned pretax income of about $700 million compared with $400 million last year. Its South American division reported pretax income of about $100 million, up from break-even in 2011.

G.M.’s share of its core American market has dropped since last year, primarily because of the resurgence of Japanese automakers that were constrained by inventory shortages in 2011 from the earthquake and tsunami in Japan.

In the first nine months of this year, G.M. had an 18.1 percent market share in the United States compared with 20 percent during the same period a year ago, according to the research firm Autodata.

One analyst said the company’s third-quarter performance was consistent with industry trends, particularly its troubles in Europe. “G.M.’s global performance is hardly out of line with any other automaker, whether it’s the company’s strength in the North American market or its weakness in the European market,” said Jessica Caldwell, an analyst with the auto research company Edmunds.com.

Article source: http://www.nytimes.com/2012/11/01/business/gm-earnings-like-its-rivals-are-hurt-by-europe.html?partner=rss&emc=rss

Bucks Blog: A Refresher on Hurricane Deductibles and Flood Coverage

A man in New York City sweeps water out of his apartment after Hurricane Sandy.Getty ImagesA man sweeps water out of his New York apartment after Hurricane Sandy.

If you were affected by the wrath of Hurricane Irene last year you may already know this, but it bears review in the wake of Hurricane Sandy: Damage caused by surging storm water generally isn’t covered by your homeowner’s or renter’s insurance policy.

Rather, you’ll only have coverage if you purchased a separate flood insurance policy, either from the National Flood Insurance Program or a handful of private firms.

The national flood policy covers damage for up to $250,000 to the structure of your home, and $100,000 for personal possessions. Note that the N.F.I.P. policy provides “replacement” cost coverage for the structure, but only “actual cash value” coverage for your belongings.

Damage from wind, however, is covered by homeowner’s insurance policies — but it’s likely to be subject to a special “hurricane deductible,” which is different from the policy’s standard deductible. Coastal states from Maine to Texas have special rules for hurricanes, put in place to limit insurance losses after catastrophic storms. Details vary, but in general when a hurricane (or, in some cases, a named storm) is declared by the National Weather Service, special hurricane deductibles apply for resulting damage.

The standard deductible is usually a flat amount — $500 or $1,000, for instance. But hurricane deductibles are generally a percentage of the home’s insured value and usually run from 1 to 5 percent. So, for instance, if a home is valued at $300,000, the deductible could be as high as $15,000.

Please let us know what conversations you’ve had with your insurance companies so far in the wake of Hurricane Sandy.

 

Article source: http://bucks.blogs.nytimes.com/2012/10/30/a-refresher-on-hurricane-deductibles-and-flood-coverage/?partner=rss&emc=rss