April 16, 2024

DealBook: Manchester United’s 4th-Quarter Loss Widens

Manchester United team members celebrated a victory against Wigan on Saturday.Peter Powell/European Pressphoto AgencyManchester United team members celebrated a victory against Wigan on Saturday.

Manchester United‘s net loss for its fourth quarter widened significantly from the year-ago period, the soccer club said on Tuesday in its first earnings report as a publicly traded company.

The club’s loss grew to £14.9 million, or $25.2 million, from £400,000, or $649,000. Its revenue tumbled 25 percent, to £74.5 million.

For the 2012 fiscal year, the company said that it earned £23.3 million, or $37.9 million, as commercial revenue rose. But overall revenue dipped 3 percent, to £320.3 million.

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With its initial public offering last month, Manchester United has become one of the few sports teams to brave the public markets in years, and certainly one of the biggest. And along the way, it has had to combat the perception that athletic enterprises generally don’t perform well in the public markets.

The team has argued that it is more than just an assemblage of soccer players dependent on ticket sales, but a full-fledged media empire with plenty of revenue sources. The club said that its commercial revenue, which draws in money from sponsorships and merchandising, grew nearly 14 percent last year, to £117.6 million, thanks to a high number of renewals and growth in the new media and mobile business.

And the club’s $559 million sponsorship deal with General Motors is significantly higher than its previous partnership with the insurer Aon.

“We are delighted to announce our first results as a NYSE listed company; fiscal 2012 was the best year ever for Manchester United’s commercial business,” Ed Woodward, the company’s executive vice chairman, said in a statement.

But other parts of Manchester United’s business haven’t performed as well. Broadcasting revenue for the year fell more than 11 percent, to £104 million, though the club promises a forthcoming increase in TV rights in Britain to Premier League games beginning in the 2013 season. And game-day revenue also slid 11 percent, to £98.7 million, as the team failed to progress beyond the group stage of the Champions League this past season.

Investors appeared little moved by the earnings news, with shares in Manchester United rising less than 1 percent in early morning trading, to $13.05. They have fallen 7 percent since the I.P.O. last month.

Article source: http://dealbook.nytimes.com/2012/09/18/manchester-uniteds-4th-quarter-loss-widens/?partner=rss&emc=rss

DealBook: 3M and Avery Dennison ‘Committed’ to Deal Despite Antitrust Issue

3M is the maker of Post-it notes and Scotch Tape.Scott Eells/Bloomberg News3M is the maker of Post-it notes and Scotch Tape.

3M‘s acquisition of an Avery Dennison unit was in limbo on Wednesday, as the companies scrambled to clear regulatory obstacles.

The Justice Department balked at the $550 million deal, threatening to file a civil antitrust lawsuit against the companies, which sell labels and sticky notes. On Tuesday, the department announced that 3M had “abandoned” its takeover plans in the face of a court battle.

But just hours later, the companies vowed to keep fighting. In a statement late on Tuesday, 3M and Avery Dennison clarified that they “voluntarily” withdrew the paperwork for the deal as they sought to appease the Justice Department’s concerns.

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The companies said they were “committed to working together to explore options” for completing a deal with regulatory approval. “The companies continue to believe the transaction would benefit customers and consumers,” the statement said.

The all-cash deal was announced in January. 3M, the maker of Post-it notes and Scotch Tape, agreed to buy the office and consumer products business of the Avery Dennison Corporation, which makes folder dividers, labels and a popular brand of highlighters. While the deal excluded some of Avery Dennison’s sticky notes business, the Justice Department argued the company would no longer “compete effectively in the sticky notes market.”

Avery Dennison officials at the New York Stock Exchange in 2010.Jason Szenes/European Pressphoto AgencyAvery Dennison officials at the New York Stock Exchange in 2010.

“The proposed acquisition would have substantially lessened competition in the sale of labels and sticky notes, resulting in higher prices and reduced innovation for products that millions of American consumers use every day,” the Justice Department said on Tuesday.

Regulators said the two companies were each other’s closest competitors in the adhesive label and sticky notes business. And under the terms of the deal, according to the Justice Department, 3M’s share of the market would have jumped to more than 80 percent.

The deal was part of a broader acquisition spree for 3M, a manufacturing conglomerate. Last year. the company bought Advanced Chemistry and Technology, a maker of aerospace sealants; assets from Zargis Medical, a medical software maker; and Hybrivet Systems, which makes lead detection products.

Article source: http://dealbook.nytimes.com/2012/09/05/3m-and-avery-dennison-committed-to-deal-despite-antitrust-issue/?partner=rss&emc=rss

DealBook: Lord & Taylor Owner Hudson’s Bay Explores I.P.O.

Richard Baker, who acquired Lord  Taylor and Hudson's Bay, in the Lord  Taylor store on Fifth Avenue in Manhattan.Robert Caplin for The New York TimesRichard Baker, who acquired Lord Taylor and Hudson’s Bay, in the Lord Taylor store on Fifth Avenue in Manhattan.

Two of the oldest department store chains in North America are on the verge of a public stock listing.

Plans for an initial public offering are in the works for the Hudson’s Bay Company, the parent of The Bay stores in Canada and Lord Taylor in the United States, according to two people briefed on the talks. A listing, which is expected to be on the Toronto Stock Exchange, could come before the end of November, these people said.

A successful I.P.O. would be a windfall for Richard Baker, the New York real estate developer-turned-retailer. In 2006, just before the markets seized up, Mr. Baker acquired Lord Taylor for $1.2 billion. He later acquired Hudson’s Bay and merged the two into a single company.

Skeptics derided Mr. Baker’s purchases as top-of-the-market deals of two once-storied, now-tired chains. But Mr. Baker, by all accounts, has made improvements in both brands. Lord Taylor, which has about 50 stores, has increased sales by remodeling its stores and offering more fashion-forward merchandise.

As much as 20 percent of the company could be sold to the public at a valuation of between $2.5 billion to $3.5 billion, according to these people.

A spokeswoman for Mr. Baker declined to comment. The New York Post earlier reported on Hudson’s plans.

A Hudson’s Bay deal comes at a time of uncertainty in the I.P.O. market. New stock issuance has cooled since the disappointing performance of Facebook after it went public.

A share listing in Canada, however, has certain advantages for Hudson’s. Because Canadian law requires that its pension funds and mutual funds own a certain percentage of Canadian stocks, Hudson’s could have a more natural set of buyers. (The Canadian stock market also has a paucity of publicly traded retailers and an outsize number of natural resource companies.)

Hudson’s is one of a number of retail chains that went private during the leverage buyout boom that are weighing I.P.O.’s. Retailers including Neiman Marcus, Michaels Stores, Toys “R” Us, and Burlington Coat Factory are owned by some of the nation’s largest private equity firms, which are all looking for the right opportunity to take these companies public.

Article source: http://dealbook.nytimes.com/2012/09/05/lord-taylor-owner-hudsons-bay-explores-i-p-o/?partner=rss&emc=rss

DealBook: Tokyo Stock Exchange Completes Tender Offer for Osaka Rival

Atsushi Saito of the Tokyo Stock Exchange, left, and Michio Yoneda of the Osaka Securities Exchange announced the merger plan in 2011.Kim Kyung-Hoon/ReutersAtsushi Saito of the Tokyo Stock Exchange, left, and Michio Yoneda of the Osaka Securities Exchange announced the merger plan in 2011.

TOKYO — The Tokyo Stock Exchange said on Thursday that it had completed a $1.1 billion public tender offer for its smaller rival, the Osaka Securities Exchange, moving closer to a merger that could bolster Japan’s standing as an Asian financial hub.

The Tokyo exchange said it had received tenders totaling 80 percent of the Osaka exchange, above the 67 percent it had sought. The Tokyo exchange had offered to buy each share in its rival for 480,000 yen ($6,100), almost 10 percent above the Osaka exchange’s closing price on Thursday.

The tender offer, which began July 11 and closed Wednesday, values the Osaka exchange at 130 billion yen. The deal seeks to combine the strengths of the Tokyo exchange, which dominates the cash equity market in Japan, with those of Osaka, which focuses on derivatives trading.

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The combined value of domestic stocks listed on the two exchanges came to $3.5 trillion in July, trailing only NYSE Euronext at $13.2 trillion and the Nasdaq OMX Group at $4.5 trillion, according to Reuters.

In a statement, the Tokyo Stock Exchange chief executive, Atsushi Saito, said he hoped to make the combined company “the growth engine of the Japanese economy and the financial hub of Asia.”

Michio Yoneda, chief executive of the Osaka exchange, said that in an age of global competition, fighting Tokyo “in a small glass” was increasingly futile.

Osaka shareholders must still approve the merger at a meeting expected later this year, preceded by a share swap.

The merger won approval from Japan’s Fair Trade Commission last month, clearing an important hurdle. Regulators have scuttled a number of attempted mergers by exchanges around the world in recent years, including the merger deal between Deutsche Börse and NYSE Euronext.

If approved, the combined entity would be named the Japan Exchange Group and could be set up as soon as January, the Tokyo exchange said.

Article source: http://dealbook.nytimes.com/2012/08/23/tokyo-stock-exchange-completes-tender-offer-for-osaka-rival/?partner=rss&emc=rss

DealBook: Carlyle Strikes Deal for TCW

7:42 p.m. | Updated

The Carlyle Group said on Thursday that it would buy the TCW Group, a Los Angeles-based investment manager whose clients include some of the nation’s biggest pension and endowment funds, from Société Générale of France.

The buyout firm is buying TCW as a portfolio company, rather than adding it to its own operations. The terms were not disclosed.

Carlyle is partnering on the deal with TCW’s management team, which will increase its already substantial stake in the investment firm to 40 percent. The transaction is expected to close in the first quarter of 2013.

“TCW is a premier global asset manager that will become even stronger as a free-standing company with increased employee ownership,” Olivier Sarkozy, Carlyle’s head of financial services, said in a statement. “The firm has enviable institutional relationships, a world-class distribution network and a vibrant and fast-growing mutual fund complex.”

The transaction will conclude a lengthy sales process for TCW, which has some $130 billion in assets. Société Générale, which bought a controlling stake in TCW in 2001 for about $880 million, has been under pressure to raise additional capital and has been exploring the divestiture of noncore assets.

Several private equity firms had participated in an auction of TCW, people briefed on the matter said previously, with Carlyle taking the lead in recent weeks.

Until December, TCW had been locked in a lengthy legal battle with Jeffrey E. Gundlach, the former head of its fixed-income department. It had fired Mr. Gundlach, one of the nation’s most prominent bond investors, in December 2009.

TCW subsequently sued Mr. Gundlach for breach of fiduciary duty and theft of trade secrets, accusing him and several members of his team of stealing confidential client data and proprietary trading systems to set up a new firm, DoubleLine Capital. More than 40 TCW employees eventually followed Mr. Gundlach to DoubleLine. Mr. Gundlach countersued, arguing that he was owed millions of dollars in unpaid fees for his work at TCW.

In September, a jury in Los Angeles delivered a mixed decision in the civil trial, finding Mr. Gundlach had breached his fiduciary duty to his former employer, but also awarding him $66.7 million in damages in the countersuit while awarding TCW no damages. The two sides settled their fight in late December.

To help replace the team that formed DoubleLine, TCW purchased Metropolitan West Asset Management in 2009.

Carlyle was advised by Bank of America Merrill Lynch, Sandler O’Neill Partners and the law firm Simpson Thacher Bartlett. It is receiving financing from JPMorgan Chase, Bank of America and Morgan Stanley.

TCW was advised by Morgan Stanley and the law firm Debevoise Plimpton, and Société Générale was advised by JPMorgan and the law firm Skadden, Arps, Slate, Meagher Flom.

Article source: http://dealbook.nytimes.com/2012/08/09/carlyle-said-to-strike-deal-for-tcw/?partner=rss&emc=rss

DealBook: Royal Bank of Scotland Records $3 Billion Loss in First Half

The Royal Bank of Scotland offices in London.Simon Dawson/Bloomberg NewsThe Royal Bank of Scotland offices in London.

LONDON — Royal Bank of Scotland on Friday reported a net loss of £1.99 billion, or $3.09 billion, in the first half of the year after it took an accounting charge on its debt and other one-off charges.

The bank, which is based in Edinburgh and 82 percent owned by the British government after receiving a bailout, set aside £125 million to compensate customers for a recent technology problem and a further £135 million for the inappropriate selling of insurance to clients.

Royal Bank of Scotland said regulators continued to investigate its role in the manipulation of the London interbank offered rate, or Libor.

The firm has dismissed a number of individuals in relation to the inquiries, while several of its employees have been named as defendants in lawsuits connected to the rate-rigging scandal, according to a company statement.

The bank, which did not name the individuals implicated in the lawsuits, said it could not estimate the amount of future potential fines or when any announcement connected to the Libor investigations would be made.

“We are in a chastening period for the banking industry,” Royal Bank of Scotland’s chief executive, Stephen Hester, said in a statement. “The Libor situation is on our agenda and is a stark reminder of the damage that individual wrongdoing and inadequate systems and controls can have in terms of financial and reputational impact.”

Royal Bank of Scotland’s £1.99 billion net loss in the six months through June 30 came after it recorded a £2.97 billion accounting charge on its own debt. The first-half figures compared with a £1.42 billion loss over the same period last year. Revenue fell 8 percent, to £13.29 billion.

During the three months through June 30, the British bank’s net losses narrowed to £466 million, compared with £897 million in the second quarter of last year.

The firm’s operations continue to suffer from weak consumer spending as the fallout from the European debt crisis affected the retail and corporate banking units.

Royal Bank of Scotland also has been paring back its investment banking division in response to the current economic climate. That unit reported a 29.6 percent drop its operating profit, to £264 million, in the first six months of the year.

The British bank said it had cut its work force by 5,700 over the period, primarily from its markets and international banking division. Earlier this year, the firm said it would eliminate 3,500 jobs in its investment banking unit over the next three years in response to volatility in global financial markets.

Royal Bank of Scotland has been slashing its assets to improve profitability, and it said it had cut its noncore assets by £22 billion, to £72 billion, during the first half of the year. That figure stood at £258 billion in 2008.

The firm’s core Tier 1 ratio, a measure of a bank’s ability to weather financial shocks, rose slightly to 11.1 percent.

Shares in the bank rose 4.3 percent in morning trading in London.

Article source: http://dealbook.nytimes.com/2012/08/03/royal-bank-of-scotland-records-3-billion-loss-in-first-half/?partner=rss&emc=rss

DealBook: Shell Abandons Offer for Cove Energy

The energy giant Royal Dutch Shell said on Monday it would abandon a bid for Cove Energy, leaving PTT Exploration and Production of Thailand as the sole remaining suitor for the oil and gas exploration company.

Shell said it had decided against raising its offer of £1.12 billion ($1.75 billion) for Cove, after it was outbid by PTT in May. The offer by PTT, which values Cove Energy at £1.22 billion ($1.91 billion), has the support of Cove’s board.

The board “continues to believe that it is in the best interests of Cove’s shareholders to accept” PTT’s offer, Cove said in a statement on Tuesday. Shareholders have until July 25 accept the bid.

Shares of Cove, which are listed in London, fell 14 percent on Monday to roughly 240 pence, in line with PTT’s offer.

Shell’s announcement comes after a ruling last week by Britain’s takeover panel, which said the rival bidders would have to enter a formal auction process on Monday if no decision had been made. There hasn’t been a formal auction for a public British company since 2008.

Shell, drawn to Cove’s energy assets in Africa, had urged Cove’s shareholders to accept its offer, extending the deadline several times. Some analysts said shareholders might have been holding out for a higher bid from the Anglo-Dutch company.

The bidding war, which dates to February, had centered on Cove’s 8.5 percent stake in a natural gas field in Mozambique, which is estimated to hold up to 30 trillion cubic feet of recoverable natural gas. In taking over Cove, PTT would gain resources to help meet Thailand’s rising demand for natural gas.

PTT is being advised by UBS, while Standard Chartered is advising Cove Energy.

Article source: http://dealbook.nytimes.com/2012/07/17/shell-abandons-offer-for-cove-energy/?partner=rss&emc=rss

DealBook: Dentsu of Japan to Buy Aegis of Britain for About $5 Billion

Tadashi Ishii, left, chief of Dentsu, and Jerry Buhlmann, chief of Aegis.Daniel Lewis/VisualMedia, via Bloomberg NewsTadashi Ishii, left, chief of Dentsu, and Jerry Buhlmann, chief of Aegis.

9:05 a.m. | Updated

Dentsu, a Japanese advertising powerhouse that has struggled to expand internationally, made a big leap into Western markets on Thursday, saying it had agreed to buy Aegis, an agency company based in London.

The planned acquisition, valued at £3.167 billion ($4.92 billion), is one of the largest ever in the advertising business, rivaling the purchase of Young Rubicam by the WPP 12 years ago and a deal for the parent company of Leo Burnett by Publicis Groupe in 2002.

The deal would combine Dentsu, the fifth-largest advertising company in the world, with the seventh largest. Aegis specializes in media buying, a steady source of earnings, and fast-growing digital marketing, leaving slower-growing businesses like the creation of television advertising to other agencies.

Aegis owns the media buying agency Carat, which counts General Motors among its clients, as well as a digital ad specialist, Isobar, and other agencies. It is strongest in Europe and has a significant presence in North America.

Dentsu, while dominant in Japan, has tended to rely on partnerships abroad, rather than operating through its own agencies.

Vincent Bolloré, a French investor, sold most of his stake in Aegis to Dentsu at a price that nearly doubled his investment.Thomas Samson/Agence France-Presse — Getty ImagesVincent Bolloré, a French investor, sold most of his stake in Aegis to Dentsu at a price that nearly doubled his investment.

“This is really about building Dentsu outside Japan,” said Ian Whittaker, an analyst at Liberum Capital. “Buying Aegis gives them a good platform. It gives them a high-quality asset that, operationally, has been doing very well.”

International expansion is critical, because the Japanese ad market has been shrinking in recent years. Dentsu this year acquired a boutique agency in New York, ML Rogers, and Bos, with offices in Toronto and Montreal. The deal for Aegis accelerates that the international push, which has been led by a former professional basketball player, Tim Andree.

“By forming the first communications group with true global reach, the growth strategies of both businesses will be enhanced as we provide more scale, geography, capability and investment to support clients,” Jerry Buhlmann, chief executive of Aegis, said in a statement.

Merger and acquisition activity has been accelerating in the advertising business, which has weathered the global financial and economic crisis better than some other media industries. Last month, WPP, the world’s biggest advertising company, agreed to buy control of AKQA, a digital agency, in a deal valuing it at $540 million. This month, Publicis agreed to buy the 51 percent of BBH that it did not already own.

There had been speculation that Dentsu would make a move since it ended a nine-year alliance with Publicis, the third-largest agency company after WPP and the Omnicom Group, in February. To unwind that partnership, Publicis bought back a 9 percent stake in Dentsu, giving the Japanese agency additional financial resources for acquisitions.

Still, the deal with Aegis was something of a surprise. The French investor Vincent Bolloré owns a 26.4 percent stake in the company, and is also the biggest shareholder in another advertising company, Havas. Many analysts had assumed that at some point Mr. Bolloré might try to link Havas and Aegis more directly.

Instead, Mr. Bolloré agreed to sell most of his stake to Dentsu at the offer price of 240 pence a share, 48 percent above the closing price of the stock on Wednesday. Mr. Bolloré bought his Aegis stake at an average price of 123 pence a share, meaning he nearly doubled his investment.

“He’s reinforced his reputation as someone who knows how to make money,” Mr. Whittaker said.

But the deal raises questions over Mr. Bolloré’s other advertising investment. He has been shuffling his media portfolio of late, investing in Vivendi, the French conglomerate that owns Universal Music Group and a variety of other assets.

“For Havas, given it is 30 percent owned by Bolloré and this deal leaves it as the remaining smaller global agency network, this may be viewed as the next potential target in the global agency space,” analysts at Citigroup wrote in a note to clients.

While Aegis has been considered an attractive takeover target, analysts said a flurry of recent acquisitions by companies like WPP and Publicis made it less likely that counterbids to Dentsu’s offer might emerge.

“Most other would-be acquirers have been active on other deal flow in recent weeks, so may not have the balance sheet capability to get involved,” Alex DeGroote, an analyst at Panmure, wrote in a note to investors.

Hiroko Tabuchi contributed reporting from Tokyo.

Article source: http://dealbook.nytimes.com/2012/07/12/dentsu-of-japan-to-buy-aegis-of-britain-for-5-1-billion/?partner=rss&emc=rss

DealBook: Microsoft Takes Write-Down in Failed Digital Ad Foray

Microsoft owned up on Monday to the collapse of its biggest push into digital advertising, announcing that it would take a $6.2 billion accounting charge in its online services division for a failed acquisition.

The accounting charge, called a write-down of good will, was essentially a write-off of the value of aQuantive, a digital advertising company that Microsoft bought in 2007. It will effectively wipe out Microsoft’s fourth-quarter profit.

The company said it took the write-down because “expectations for future growth and profitability are lower than previous estimates” for the online services unit.

The charge will not affect the online services division’s operations or financial performance, Microsoft said.

“It’s disappointing, but it is not a shock at this point,” said Brendan Barnicle, senior research analyst at Pacific Crest Securities. “The industry has evolved beyond where aQuantive was when Microsoft bought it.”

Microsoft does make money in online advertising, but has relied on a number of digital advertising partnerships.

The deal for aQuantive was struck when technology and traditional advertising firms were desperately seeking footholds in the world of Internet display advertising. At the time, aQuantive was the biggest company Microsoft had bought in its history.

A month before the aQuantive acquisition, Google, Microsoft’s big rival in online advertising, purchased a similar firm, DoubleClick, for $3.1 billion. That deal has been highly profitable for Google, analysts say.

The purchase of aQuantive may well have been driven by pressure Microsoft was feeling at the time, not only from the DoubleClick deal, but by similar acquisitions by other companies. Microsoft bought aQuantive one day after the WPP Group bought 24/7 Real Media, another digital advertising company, for $649 million, and a month after Yahoo agreed to pay $680 million for Right Media, an online ad exchange.

All of the acquisitions were in one or another part of the display advertising business across the Web. Once highly profitable by indiscriminately pasting digital ads across the borders of millions of Web pages, the business has become under pressure as companies like Google got better at aiming for individual tastes with search advertising.

With DoubleClick, Google appeared to be using that personalization technology for the placement of banners and other display advertising.

Google used DoubleClick’s huge inventory of Web ads inside AdSense, Google’s self-serve ad placement technology for third-party Web sites.

AQuantive was a well-respected online agency based in Seattle, but its focus was on design and client services. The company did have ad inventory and an ad placement engine similar to DoubleClick’s at the time, but Microsoft did little to update it.

“It could have been another DoubleClick, but they would have had to know a business where publishers and advertisers meet, and then invest heavily,” said Todd Sawicki, chief revenue officer at Cheezburger, a publisher of several popular Web sites.

“Microsoft bought aQuantive in a reactionary move to Google buying DoubleClick, thinking that ad serving was its core strength,” he added. “Then they woke up the next morning and realized what they had.”

Brian McAndrews, the chief executive of aQuantive, was promoted to head Microsoft’s publisher and advertising group in August 2007, but left the company in December 2008. Now a venture partner with the Madrona Venture Group, Mr. McAndrews was recently elected to the board of The New York Times Company.

The poor performance of aQuantive has not hurt other parts of Microsoft’s online ad business. The company’s Bing search engine has grown, as has its revenue per search. Microsoft has struck a number of partnerships, including with Yahoo, WPP and App Nexus, which does real-time ad placement.

In May 2011 Microsoft paid $8.1 billion for the communications company Skype, its biggest purchase, and one that is thought to be going well for Microsoft.

Microsoft still has some innovative ad technology products, said Darren Herman, chief digital media officer at the Media Kitchen, a digital advertising agency. It may be using some of its partnerships to learn more about the online ad business as a prelude to an actual purchase, he said.

“There are a lot of people that think that Microsoft and App Nexus are going to link up,” Mr. Herman said. “It’s just a matter of when, not if.” Nonetheless, the end of possible competitor to Google’s DoubleClick ad placement engine left some even outside Microsoft feeling the sting.

AOL has a small ad engine, and so does 24/7, but for ad placement it’s really DoubleClick or bust,” said Mr. Sawicki. “It’s a phenomenal failure.”

Tanzina Vega contributed reporting.

Article source: http://dealbook.nytimes.com/2012/07/02/microsoft-to-take-6-2-billion-charge-tied-largely-to-deal/?partner=rss&emc=rss

DealBook: Peter Madoff Says He Didn’t Know About the Fraud

Peter B. Madoff, right, pleaded guilty to criminal actions that enabled his brother, Bernard L. Madoff, to carry out a Ponzi scheme.John Marshall Mantel for The New York TimesPeter B. Madoff, right, pleaded guilty to criminal actions that enabled his brother, Bernard L. Madoff, to carry out a Ponzi scheme.

Peter B. Madoff, the former No. 2 executive at Bernard L. Madoff Securities, stood before a judge on Friday and admitted to committing numerous crimes.

He avoided paying taxes on tens of millions of dollars in income, he said. He put his wife on the firm payroll even though she never worked there. He submitted false filings to securities regulators.

But he also emphasized that at no time was he aware that his brother, Bernard, was orchestrating the largest Ponzi scheme in history, wiping out $65 billion in paper wealth and shattering lives around the globe.

“I was in shock, and my world was destroyed,” said Peter Madoff, describing his reaction when his brother told him about the fraud in December 2008. “I always looked up to and admired him.”

Later in the hearing he said, “I truly believed my brother was a brilliant trader.”

In a deal cut with prosecutors before his court appearance, Peter Madoff, 66, agreed to serve 10 years in prison, a sentence that still requires a judge’s approval. He has also agreed to forfeit all of his assets, including the proceeds from the sale of a co-op on the Upper East Side of Manhattan; two homes on Long Island and one in Palm Beach, Fla.; and a 1995 Ferrari 355 Spyder.

Judge Laura Taylor Swain of United States District Court in Manhattan accepted the plea, and set him free on bail until his Oct. 4 sentencing. He and his wife, Marion, must turn over their passports and remain in the New York metropolitan area, the judge ordered.

The 10-year sentence was a point of contention between federal prosecutors and the Federal Bureau of Investigation. After Peter Madoff struck the deal with prosecutors, some officials at the F.B.I. questioned whether he got off too easy, according to people close to the case.

Preet Bharara, the top federal prosecutor in New York, addressed the severity of the sentence in a statement on Friday, casting the penalty as steep. Peter Madoff “will now be jailed well into old age, and he will forfeit virtually every penny he has,” Mr. Bharara said. A dispute also emerged about the early-morning arrest. The F.B.I. dispatched agents to arrest Peter Madoff at his lawyer’s office in Manhattan, and later drove him past a crowd of television cameras. Some officials wondered if the show was necessary since he had already agreed to plead guilty.

The conflict reflected the broader tension over high profile convictions. The tensions have grown as Mr. Bharara, has raised his profile after a series of successful prosecutions. The F.B.I., which builds the cases that Mr. Bharara’s office ultimately prosecutes, has played a more anonymous role in the crackdown on financial crime.

“There may be disagreements along the way, but at the end of the day both offices are happy with this result,” said Timothy Flannelly, a spokesman for the F.B.I.’s New York branch.

On Friday, the F.B.I. also highlighted Peter Madoff’s role as a “chief architect” of the Madoff empire.

“Peter Madoff played an essential enabling role in the largest investment fraud in U.S. history,” Janice K. Fedarcyk, an assistant director of the F.B.I., said in a statement.

Peter Madoff acknowledged that, despite his role as the firm’s top legal and compliance officer, he failed to perform any meaningful oversight of his brother’s investment activities, enabling a fraud that played out for decades, during which he was considered among Wall Street’s most highly regarded money managers.

“I am deeply ashamed of my actions,” Peter Madoff, reading from notes in a gravelly voice reminiscent of his brother’s, said at the hearing before Judge Swain.

“I want to apologize to anyone who was harmed and to my family, and I’m here today to take responsibility for my conduct,” he said, choking back tears.

Although Bernard Madoff has maintained that he acted alone, prosecutors have charged 13 others in connection with the case, including the office secretary and an outside accountant. Peter Madoff is the eighth person to plead guilty; five others await trial before Judge Swain.

While it did not match the pandemonium surrounding Bernard Madoff’s court appearances, there was a circuslike atmosphere at the courthouse on Friday. Photographers and cameramen crowded the entrance, hoping to get a shot of the defendant. Spectators packed the courtroom, including a group of summer interns from the United States attorney’s office.

Peter Madoff’s guilty plea comes three years to the day after Bernard Madoff, 74, received a 150-year prison sentence, which he is serving at a federal prison in North Carolina. Peter, who worked for his brother for nearly 40 years, is the first relative to plead guilty to crimes connected to the Ponzi scheme.

“Peter Madoff helped Bernie Madoff create the image of a functioning compliance program purportedly overseen by sophisticated financial professionals,” said Robert Khuzami, the director of enforcement at the Securities and Exchange Commission, which filed a parallel civil case.

Prosecutors said that Peter Madoff deceived regulators by submitting sham paperwork that vastly underreported the firm’s assets and number of investors. The firm’s filings, signed off on by Peter, said it had 23 client accounts, when in fact it had more than 4,000. These misrepresentations helped Bernard Madoff avoid scrutiny, the government said.

The charges against Peter Madoff included falsifying documents and filing fraudulent tax returns. Prosecutors said that from 1998 to 2009, Peter Madoff and his family received more than $40 million from the firm, on which he did not pay any taxes. He avoided the detection of tax authorities by disguising those payments as loans or backdated stock trades, the government said.

Peter Madoff also acknowledged on Friday that, for years, his wife was paid more than $100,000 annually for a no-show job at the firm.

There had been speculation that Peter Madoff’s deal with the government included a promise by authorities to not bring any charges against his and Marion’s daughter, Shana Madoff Swanson, a lawyer at the firm. But his plea agreement does not protect anyone else from potential criminal charges, according to the plea agreement.

Mark W. Smith, a lawyer for Ms. Madoff Swanson, did not return a request for comment.

In his guilty plea, Peter Madoff described how on the day after learning about the Ponzi scheme, he assisted Bernard Madoff in sending out $300 million to employees, family and friends before Bernard turned himself in. He told the judge why he had committed this crime.

“I did as my brother said,” Peter explained, “as I’d consistently done for decades.

Article source: http://dealbook.nytimes.com/2012/06/29/in-guilty-plea-peter-madoff-says-he-didnt-know-about-the-fraud/?partner=rss&emc=rss