Total Pageviews

Documents Show Obama Officials in Tension Over British Banks

Government documents have recently emerged that offer a rare behind-the-scenes glimpse into the Obama administration’s decision-making as it prepared to take actions against two big British banks over money laundering.

In the case of the banks suspected of laundering billions of dollars through the American financial system â€" HSBC and Standard Chartered â€" authorities decided last year to level hefty fines rather than seek criminal charges. Those decisions raised concerns in Washington that some banks, having grown so large and interconnected, are too big to indict.

The internal government documents, which revealed some tension among authorities about how aggressively to pursue the cases, suggest that at least one agency, the Treasury Department, was alert to such concerns. When authorities were being blamed for letting HSBC off the hook, Treasury officials assured top aides to Timothy F. Geithner, then the Treasury secretary, that monetary penalties were coming as “quickly as possible,” according to the documents reviewed by The New York Times.

The agency also contacted and persuaded a news organization to withdraw a report that wrongly blamed Treasury for not indicting HSBC, the documents indicate. (It’s the job of the Justice Department to decide criminal charges, Treasury explained.)

Ultimately, Treasury assessed a record $875 million fine against HSBC. But some critics wanted more, noting that Treasury’s own internal documents cite the bank’s “egregious violations” of money laundering laws as “qualitatively worse” than other banks.

“I would like to see Treasury support zealous prosecution, and instead I see them managing their image,” said Bart Naylor, a policy advocate at Public Citizen, a nonprofit group critical of the government for not taking a harder line with HSBC.

Treasury released the internal documents to Public Citizen through a Freedom of Information Act request. The group then shared the information with The Times. A spokesman for Treasury declined to comment.

In a sign that the money laundering cases pitted authorities against one another, the Treasury Department raised concerns last year that New York’s banking regulator acted against Standard Chartered without sufficiently notifying federal authorities, the documents show. Treasury officials explained the concerns in an internal memo to Mr. Geithner.

The memo, internal e-mails show, was prepared for Mr. Geithner as “talking points” ahead of an October meeting with George Osborne, Britain’s chancellor of the Exchequer. In a September letter to Mr. Geithner, Mr. Osborne had expressed significant “concerns” about New York’s action, given that the United States and Britain typically collaborate closely on such cases.

While the talking points highlighted “Treasury’s coordination” with British regulators, it also distanced Mr. Geithner from the New York regulator, Benjamin M. Lawsky.

“Unfortunately,” the memo said, Mr. Lawsky’s office notified federal authorities “only hours before its public announcement.”

But people close to the case argue that federal authorities were aware that Mr. Lawsky was poised to act. Three months before filing the case, Mr. Lawsky’s office informed Treasury and other federal officials that it planned to soon take action against Standard Chartered, the people close to the case said.

The tension reflected a culture clash between Mr. Lawsky’s aggressive approach and the more staid philosophy common at the Treasury Department. A former terrorism prosecutor, Mr. Lawsky adopted a broader view of Standard Chartered’s wrongdoing than federal authorities, and even threatened to revoke its state banking license. At the time, Treasury and the Justice Department were not ready to act.

Matt Anderson, a spokesman for Mr. Lawsky, declined to comment. In a speech this April, however, Mr. Lawsky played down the tensions, saying “a dose of healthy competition among regulators is helpful and necessary to safeguarding the stability of our nation’s financial system.”

But in Washington, some discussions have taken a more hostile tone as the Justice Department faces scrutiny for not indicting HSBC.

The Justice Department has explained that it follows guidelines requiring prosecutors to weigh indictments of businesses with “collateral consequences” like job losses and, in the case of big banks, a threat to the economy. And in a recent letter to Congress, the department explained that it has “contacted relevant government agencies to discuss such issues,” including federal regulators.

But in Congressional testimony in March, David S. Cohen, Treasury’s under secretary for terrorism and financial intelligence, said “The decision whether to bring criminal charges is the exclusive prerogative of criminal prosecutors.” He added that “we were not in a position to offer any meaningful guidance” in the HSBC criminal case.

But inside the Treasury Department in late 2012, shortly after Congress scolded authorities for not yet punishing HSBC, officials appeared to make the civil case a significant priority.

Over several weeks, Treasury officials consulted two of Mr. Geithner’s top lawyers, Christopher Meade and Christian Weideman. The involvement of the lawyers, who were known at Treasury as Mr. Geithner’s top problem solvers, reflected the seriousness of the approach.

Treasury officials sent the lawyers “new developments” in the HSBC case. At one point, an official assured them that Treasury was moving “as quickly as possible to put together administrative penalty actions.”

When Treasury joined the Justice Department in announcing the case in December, a media outlet ran an overnight article in which a professor speculated that Mr. Geithner had not criminally prosecuted HSBC to avoid putting it out of business.

By dawn that day, Treasury officials e-mailed one another about the article. Shortly after, National Public Radio retracted the quote and issued a statement saying that Treasury had not been involved in the decision not to indict HSBC.



Dish Raises Its Bid for Clearwire

What is Dish Network’s chief executive, Charles W. Ergen, up to?

That question took on new significance on Wednesday evening, as Dish announced a plan to raise its tender offer for shares in Clearwire to $4.40 a share in cash. The bid trumps the most recent takeover offer by the company’s majority owner, Sprint Nextel, of $3.40 a share, less than two days before shareholders are set to vote on the latter offer.

In a letter to Clearwire’s board, Dish reiterated the superiority of its offer for the company and stressed its desire to harness the wireless network operator’s spectrum to its own holdings.

Dish is seizing upon continued investor dissatisfaction with Sprint’s revised bid, which came after shareholders roundly criticized previous proposals as insufficient. Sprint â€" with the backing of its Japanese suitor, SoftBank â€" sweetened its offer to head off defeat.

(That said, Sprint has struck agreements with several big shareholders that will give it a 65 percent stake in Clearwire even if its offer is rejected.)

In a statement on Wednesday, Clearwire said: “The special committee of Clearwire’s board of directors has received Dish Network’s offer and will review it to determine the best course of action for the company and its stockholders. The special committee has not made any determination to change its recommendation of the current Sprint transaction.”

It isn’t clear what Mr. Ergen is trying to accomplish. Clearwire disclosed in a regulatory filing last week that it had not held substantive conversations with Dish in a month. Furthermore, Sprint owns more than 50 percent of the smaller wireless company and is unlikely to sell out its holdings, since it considers Clearwire an important part of its own turnaround efforts.

Indeed, much of Dish’s attention in recent weeks appeared focused on its $25.5 billion bid for Sprint itself, hoping to wrest the bigger network company away from SoftBank. Dish has provisionally lined up about $9 billion in bank loans to support that offer and is conducting due diligence.

But some people involved in the process have questioned whether Mr. Ergen has again switched his main efforts back to amassing a significant minority position in Clearwire, forcing Sprint to cut a deal to gain control of the company.

Shareholders of Sprint are scheduled to vote on the SoftBank bid for the company on June 12.



Berkshire Unit in $5.6 Billion Deal for Nevada’s Largest Electric Utility

The billionaire investor Warren Buffett dived back into the acquisition pool on Wednesday with a large bet in the energy sector. His Berkshire Hathaway‘s MidAmerican Energy Holdings agreed to buy Nevada’s largest electric utility, NV Energy, for about $5.6 billion.

Mid American is paying $23.75 a share for NV Energy, a 23 percent premium to the company’s closing price on Wednesday. The deal includes the assumption of about $4.5 billion in debt.

The purchase of NV Energy, a utility with about 1.3 million electric and natural gas customers in Nevada, is the largest-ever acquisition made by MidAmerican, which Mr. Buffett bought in 2000. Based in Des Moines, Iowa, MidAmerican serves 7.1 million residents across 10 states. In a statement, Mr. Buffett suggested that the purchase was in part a play on the economic recovery in Nevada, one of the states hit hardest by the housing crisis.

“This is a great fit for Berkshire Hathaway, and we are pleased to make a long-term investment in Nevada’s economy,” said Mr. Buffett. “Through MidAmerican, we have found in NV Energy a great company with similar values, outstanding assets, and a superb management team.”

MidAmerican’s acquisition is Mr. Buffett’s second big deal this year. In February, Berkshire teamed up with a Brazilian investment group on a $23.6 billion takeover of the ketchup maker H.J. Heinz. In his annual letter to shareholders published in March, Mr. Buffett lamented about his inability to buy a big company in 2012, even with a cash hoard that at the beginning of the year stood at about $42 billion.

“I pursued a couple of elephants, but came up empty-handed,” Mr. Buffett wrote. He added: “Charlie and I have against donned our safari outfits and resumed our search for elephants.”

Mr. Buffett has long said that he planned to use MidAmerican as a vehicle to make acquisitions in the power sector. The deal for NV Energy exceeds the company’s $5.1 billion acquisiton of PacifiCorp from Britain’s Scottish Power in 2005.

In his annual letter, Mr. Buffett lauded the performance of MidAmerican, which he said was one of Berkshire’s five most profitable non-insurance companies that together had aggregrate pre-tax earnings of more than $10 billion last year. He called its chief executive, Greg Abel, an “outstanding” leader.

MidAmerican’s previous chief executive, David Sokol, was a top lieutenant of Mr. Buffett whom was once consider the front-runner to become the next head of Berkshire. He resigned in 2011 after he was accused of violating the company’s insider trading policies.



Newsweek Is Put Up for Sale

Newsweek Is Put Up for Sale

Newsweek, the once-venerable magazine that experienced one of the most precipitous declines in media over the last decade, is up for sale.

In an internal memo that has been widely circulated on the Internet, Tina Brown, the editor in chief, and Baba Shetty, the chief executive, told the staff that they had decided to sell now so that they could focus on building the companion brand, The Daily Beast.

“Newsweek is a powerful brand, but its demands have taken attention and focus away from The Daily Beast,'’ the memo said. “The story that hasn’t been told about The Daily Beast is its strength.”

The memo added that its owner, IAC/InterActiveCorp, will sell only if the purchase price “reflects the value we’ve created.” The company will continue to run the brand if there are no takers.

While a spokesman for Newsweek Daily Beast did not respond to an e-mail request for comment, the media world erupted on Twitter. Word that the magazine would be put up for sale was first reported by Variety on Tuesday evening.

“Saddest thing in Newsweek-for-sale memo: They’re not peddling a magazine or journalists, but ‘the Newsweek brand,’ ” wrote the journalist Walter Shapiro.

Fishbowl published a list of what it described as wiser investments than Newsweek. These purchases included a karaoke machine, one sock or a Hannah Montana fleece blanket.

The possible sale follows a rapid decline for Newsweek, which had 3.3 million readers at the height of its circulation in 1991 and used to be a major rival of Time. In 2010, the Washington Post Company sold the magazine for a dollar to Sidney Harman, a 92-year-old audio magnate who died a year later. Mr. Harman had merged Newsweek with The Daily Beast, the Web site owned by IAC.

But the blending of the two brands failed. In October, when Ms. Brown announced that Newsweek would no longer publish a print edition, Mr. Diller said he regretted his investment in Newsweek and last month reiterated that view at a business conference, saying: “I wish I hadn’t bought Newsweek. It was a mistake.”

This article has been revised to reflect the following correction:

Correction: May 29, 2013

An earlier version of this article misstated the day that Variety first reported that the magazine would be put up for sale. It was Tuesday evening, not Monday.



I.P.O. for Empire State Building Gets Shareholder Backing

After more than a year of intense behind-the-scenes battles, stakeholders that own the Empire State Building approved a plan this week to sell the 102-story tower as part of an initial public offering.

The plan’s approval is a major victory for Peter L. Malkin and his son Anthony E. Malkin, the real estate barons who control the landmark tower but are minority owners. They have vigorously campaigned in recent months to persuade 80 percent of the building’s roughly 3,000 stakeholders to vote in favor of going public, even as a small group of stakeholders fought against the plan.

The threshold was finally crossed Tuesday, according to a filing made with the Securities and Exchange Commission on Wednesday. That vote now clears the way for the Malkins to offer to the public shares in Empire State Realty Trust â€" a company that will combine 19 properties in the New York area with the crown jewel, the Empire State Building. The public offering is expected to raise as much as $1 billion, and the Malkins’ stake could be valued as much as $730 million.

The vote was delayed for months by a small group of dissidents led by a California businessman, Richard Edelman, and Andrew S. Penson, a speculative investor. They had contended that the deal could hurt the value of investors’ shares, potentially exposing them to tax liabilities and the wild swings in the stock market, all while enriching the Malkins.

The tide began to turn this month when a New York State judge ruled in favor of the Malkins in a legal challenge mounted by some members of the dissidents’ group. The group was fighting a provision that requires holdouts to either sell their units back for $100 a unit, or vote in favor of the plan after the 80 percent threshold is reached. The plans for the public offering values those units at about $323,000 each.

A spokesman for Malkin Holdings said in an e-mailed statement that the company was pleased with the vote tally.

“The vote remains open and we urge all investors who have not yet voted in favor of the proposed consolidation and I.P.O. to do so immediately,” the statement said. “We look forward to delivering to our investors what we believe to be the many benefits of this transaction.”

But some of the dissidents vowed to continue to fight the plan.

“People are going away for a month or two months, and they don’t want to worry about getting a 10-day notice that says they have to change their vote or they could lose their investment for $100,” Mr. Edelman said. “That’s a pretty coercive way to get people to vote in your favor.”

Mr. Edelman said that a motion to stay the judge’s decision as well as an appeal have been filed in the New York case and that those outcomes would affect whether the public offering goes forward. A lawyer representing some of the dissidents did not return a request for comment.

While even supporters of the deal said the Malkins would become wealthy as a result of the offering, many said they wanted the ability afforded by a publicly traded company to ell their stakes easily.

The fight is part of a longstanding feud dating back to 1961, when Harry B. Helmsley, a prominent figure in New York real estate, and his partner, Lawrence A. Wien, bought control of the Empire State Building from the industrialist Henry Crown. Peter Malkin, who was also involved in that deal, is the son-in-law of Mr. Wien; Anthony Malkin is Mr. Wien’s grandson.

To help finance the deal, the group sold 3,300 units in the building priced at $10,000 a unit. Mr. Edelman said the group of dissidents would hold their regularly scheduled conference call on Thursday night.

“I’m sure it will be a lively one,” he said.



Nasdaq to Pay $10 Million Fine Over Facebook I.P.O.

Nasdaq’s parent company will pay the largest fine ever levied against an exchange for “poor systems and decision making” both before and after the bungled Facebook initial public offering.

The $10 million fine announced by the Securities and Exchange Commission on Wednesday helps the market operator put behind it an episode that hurt its reputation and damaged investor confidence in the stock market.
But the investigation of the incident by the S.E.C. provides new and embarrassing details about the repeated blunders Nasdaq OMX Group executives made on the day of the I.P.O., May 18, 2012. The S.E.C. also found that Nasdaq had violated its rules on two occasions unrelated to Facebook in October 2011 and August 2012.

The head of the S.E.C.’s market abuse unit, Daniel Hawke, said in a statement that there has been too much of a tendency to write off incidents like the Facebook I.P.O. as “technical ‘glitches.’”

“It’s the design of the systems and the response of exchange officials that cause us the most concern,” Mr. Hawke said.

Robert Greifeld, the chief executive of Nasdaq, wrote in an open letter on Wednesday that the company had put new safeguards in place. But he also defended the company’s overall performance.

“While we prepared extensively for the Facebook initial public offering, including thorough tests of our systems with member firms, the challenges we encountered that day were unprecedented,” Mr. Greifeld wrote.

The mishandled Facebook I.P.O. was among a series of breakdowns that rocked the United States stock markets last year and led to questions about the safety and soundness of an increasingly complex and computer-driven system.

In addition to the $10 million fine, Nasdaq has already agreed to pay $62 million to the brokers who lost money because their Facebook orders were improperly handled. Even that has not been enough to placate the firm that was hurt the most, UBS, which claims it lost $356 million because of Nasdaq’s errors. UBS has said it plans to seek more money from Nasdaq through arbitration.

The S.E.C.’s findings could aggravate some of the remaining tensions over Nasdaq’s handling of the I.P.O. because it reveals numerous, and previously unknown ways that the exchange executives fumbled the incident.

The problems began before the day of the I.P.O. Nasdaq did tests of its computer programs, but only on 40,000 orders, according to the S.E.C.’s order. When it was time to begin the trading, at 11 a.m. on May 18, the system was overwhelmed by 496,000 orders.

The deluge of orders sent Nasdaq’s computer programs into a continuous loop that made it impossible to establish a correct opening price for Facebook stock. Nasdaq executives were immediately aware of the problems, and summoned a “Code Blue” conference call, but they decided to proceed with the opening after making a few temporary fixes to the computer code and switching to an untested backup system, the S.E.C. found.

Once Facebook started trading at $42, numerous brokers contacted Nasdaq to complain that they still did not know how many shares of Facebook they had actually purchased. Just after noon, the C.E.O. of one broker wrote an e-mail to Mr. Greifeld complaining that “we are all trading blind.”

“Should you stop trading for some period of time so we can all catch up and actually understand our exposure?” the C.E.O. wrote, according to the S.E.C. order.

At the time, Mr. Greifeld was headed back to New York from Facebook’s California headquarters, largely out of touch with his team. But Mr. Greifeld’s deputies decided not to stop trading. It was only at 1:50 p.m. that Nasdaq executives realized that they had failed to execute tens of thousands of orders that had been sent in. At that point, they caused more problems by selling many of these shares into the market, leading to a sharp drop in Facebook’s share price.

In addition to the problems with Facebook I.P.O., the S.E.C. reported that the technology problems hit the stock of game-maker Zynga on the day of the Facebook I.P.O., causing big swings in the price of Zynga shares.

Programming errors were also the cause of the violations in October 2011 and August 2012, when Nasdaq mistakenly executed some customer orders below the publicly listed price.

Nasdaq’s problems took some of the blame for the early difficulty faced by Facebook’s stock, but the social networking site’s troubles seem to have outlasted the chaos of the I.P.O. The company’s stock has never risen above its opening price of $42.05 and was trading down 2.2 percent on Wednesday at $23.58.



How to Make Bank Bail-Ins Work

Regulators want banks to be able to go bust like ordinary companies. That means bondholders taking the pain if a bank fails. But if debt investors are to shoulder the risk of suffering a loss, they will need more confidence about what lurks in banks’ balance sheets.

Assessing the true value of a bank’s assets is always hard. The financial crisis has thrown up an additional challenge â€" assessing which investors have first claim. Banks have become increasingly dependent on secured borrowings, such as covered bonds and central bank loans, in their overall funding mix. If it isn’t clear how much of a bank’s assets are pledged against secured borrowings â€" known as “encumbrance” â€" then unsecured bondholders can’t work out their potential losses if things go awry. Moves to protect depositors in bail-ins add a further layer of complexity.

One way of providing clarity would be to cap the proportion of assets that banks can pledge as security. The snag is that this ignores the fact that banks have differing business models. Lenders that don’t take deposits, like Danish mortgage banks, may operate with a higher level of secured funding than those that do.

A better solution would be improved transparency, as the Committee for the Global Financial System suggested recently. Disclosure of encumbrance would allow bondholders to price bank debt more accurately. That should make banks more disciplined about tying up assets, and make investors less jumpy in times of stress.

But what to disclose? Measuring secured funding as a proportion of total liabilities would not make clear which assets have been pledged. It would also overstate the riskiness of investment banks, which rely on short-term secured loans. The committee suggests measuring of a bank’s unencumbered assets as a proportion of unsecured funding. That would indicate what would be left for unsecured creditors after secured lenders had been paid.

Banks will of course say disclosure can be dangerous. Encumbrance data could expose secret central bank aid or erode confidence.

But unsecured bondholders will only accept the possibility of taking the pain in a bank failure if they can price their risk. More information is a must.

Neil Unmack is a columnist and Peter Thal Larsen is Asia editor at Reuters Breakingviews. For more independent commentary and analysis, visit breakingviews.com.



Grubman: Dish/Sprint Numbers Don’t Add Up to Shareholder Value

Jack Grubman is a consultant to the telecommunications industry through his firm Magee Group. He was a top-ranked telecommunications research analyst on Wall Street in the 1980s and 1990s. In 2003, he settled a lawsuit with the Securities and Exchange Commission over accusations that his work for investment banking clients led him to publish misleading research reports on companies that his employer, Citigroup, advised. As part of the settlement, in which Mr. Grubman did not admit or deny the allegations, he was barred from the securities industry. Mr. Grubman has no role either as an adviser or an investor in any of the companies discussed in this essay. This is his first public commentary since his settlement a decade ago.

For someone who made his name covering the 1990s explosion in the telecommunications sector, the “strategic logic” behind Dish Network’s bid for Sprint Nextel brings back bad memories.

A newly formed, highly leveraged company promising to take market share from more established competitors with stronger, less leveraged balance sheets is a movie I have seen before. Trust me, it ends badly.

Investors in Sprint Nextel must choose between owning either a 30 percent stake in the current Sprint, with the remaining owned by SoftBank, or a 32 percent stake in a combined Dish/Sprint.

The question is whether a less leveraged Sprint able to execute its network vision on the sturdier financial footing provided by Softbank’s cash - and delivering a growing suite of wireless broadband services - creates more shareholder value than an unproven “Quad Play” attempting to take share with a highly leveraged balance sheet and assets that require significant capital investment.

Shareholders should also consider that the secular growth prospects of wireless, Sprint’s core business, are superior to those of subscription video, Dish’s core business, which is in secular decline.

History suggests that the alternative of a SoftBank/Sprint combination will create more shareholder value. With SoftBank, Sprint will have roughly $15 billion to $20 billion of net debt and a leverage ratio of three times earnings before interest, taxes, depreciation and amortization, or Ebitda, as opposed to $40 billion to $45 billion of net debt and a leverage ratio of five times Ebitda with the Dish transaction.

This matters in a capital intensive industry where a highly leveraged balance sheet negatively effects share price. Sprint shareholders have waited a long time for the company to be on sound financial footing; the leverage associated with the Dish transaction defeats that objective.

Unlike the 1990s, when incumbent carriers had legacy networks and offered single services, today AT&T, Verizon, Comcast and others have modern Internet protocol networks and already offer triple or quad-play services. This raises the bar for Dish to execute its plan, especially since neither Dish nor Sprint have the broadband assets into the home that the telecommunications and cable carriers own.

Also consider that Dish/Sprint would have over twice the leverage of these companies, leaving it with very little financial maneuverability. If Dish/Sprint is unable to deliver significant market penetration for bundled services, the assumptions about revenue synergies, and Ebitda growth, will not materialize, and shareholders will be left holding the bag again.

There may also come a day in the near future when bundled services become a thing of the past. Increasingly, households want higher bandwidth to support their growing demand for video online. Fatter pipes into the home will have more value than traditional broadcast video services, and this makes Google’s 1 Gigabit fiber network a greater potential competitive threat to telecommunications/cable duopolies than Dish/Sprint attempting to replicate FiOS or cable with what is likely to be inferior bandwidth into the home.

The market paradigm is about to shift away from bundles centered on linear video offerings to à la carte offerings where bandwidth is king and video will be increasingly delivered in a “nonlinear” fashion direct to devices either online or over wireless networks. Hence Dish’s assumptions about the success of a bundle, especially with inferior bandwidth, is probably overstated.

The fact is, Dish needs Sprint far more than Sprint needs Dish. Sprint is in the right sector, namely wireless, which is still growing in terms of subscribers and, more important, is well positioned to benefit from an acceleration of new services, especially video, as 4G/LTE networks get deployed more widely.

Dish, on the other hand, has a core business in secular decline that is this decade’s version of landline telephony, and its spectrum holdings have no utility as a wireless business without Sprint’s network. One could argue that Dish’s gambit is to secure a network access deal rather than a legitimate desire to own Sprint.

In contrast, the cash infusion from SoftBank and resulting deleveraging of Sprint’s balance sheet will allow Sprint to aggressively pursue its Network Vision strategy while having the financial flexibility to explore creative partnerships with an array of content and application developers, as well as opportunistically pursue attractive low-band spectrum. This will enhance shareholder value.

If the promise of growth from the Dish/Sprint business model were vastly superior to that of a stand-alone Sprint then perhaps the additional risk of a highly leveraged balance sheet would be worth it. The growth prospects of the combination of SoftBank and Sprint, however, with a deleveraged balance sheet and a strong core wireless business, are far better than being part of a highly leveraged company whose core business is in secular decline.

George Santayana said, “Those who cannot remember the past are condemned to repeat it.” Having witnessed the disasters for shareholders that past “mega-Media/Telecom” mergers like AOL/Time Warner or Vivendi/Universal created, Sprint shareholders would be wise to hang up on Dish.



Bold Beneficiaries of a Dysfunctional Financial System

Shareholders can’t be counted on.

That’s the message from the dispiriting shareholder vote on whether to leave Jamie Dimon as both the chief executive and the chairman of JPMorgan Chase, or to split the roles. Even more shareholders backed him in his dual role this year than did last year.

For some time, reformers have hoped that shareholders might ride to the rescue to solve the problem of Bank Gigantism, otherwise known as Too Big to Fail.

Big-bank critics, like the freethinking analyst Mike Mayo, analysts at Wells Fargo, and Sheila Bair, the former head of the Federal Deposit Insurane Corporation â€" and others, including me â€" have raised the possibility that shareholders might revolt over banks’ depressed stock valuations and seek breakups. Broken-up banks would be smaller and safer.

No, it’s not going to happen. Shareholders are part of the problem, not the solution.

No group has skated free of severe (and deserved) criticism in the wake of the financial crisis: financial firms, regulators, credit rating agencies, borrowers and the news media. That is, except one, which happens to be among the most culpable: institutional investors. Yet today, the structure of institutional investing is the same. And so is shareholders’ view of their responsibilities.

When applied to banks, corporate governance campaigns are wasted efforts.

“We need to recognize that corporate governance is not going to fix the financial sector,” said Lynn A. Stout, a Cornell law professor, who is a critic of the notion that companies should be run primarily to maximize shareholder value. “We have to have effective government regulation.”

By keeping Mr. Dimon in his two roles, shareholders indicated their belief that only a supposed superhuman executive could run such a banking monstrosity.

But he either failed to rein in his bank’s reckless trading, or he failed to understand it. And he has failed in the most basic responsibility of any steward, to plan for his succession.

These transgressions may not have been worth ousting Mr. Dimon. But hardly anyone called for that. Instead, shareholders had an opportunity to reorganize the company to diffuse a little power and increase oversight.

They punted. So what explains this shareholder fecklessness?

In some sense this was an act of reflexive class fealty. In rejecting a split of the chief executive and chairman roles, institutional shareholders seemed to prefer spiting pension funds (for their perceived union bias) to rebuking a C.E.O. whose actions last year actually put them at risk.

That’s not the only reason shareholders are immobilized. Giant bank financial disclosures are too incomprehensible for even the most sophisticated and dedicated professional investors.

Shareholders suspect that management wouldn’t break up the banks in a risk-reducing way. They would be separating whole businesses, not shrinking the size of any one division. Therefore spinoffs would mean that the unknowable supernova risks, like that of derivatives businesses, would be concentrated in smaller entities.

But the most important reason is that shareholders benefit from the big banks’ structures. Ms. Stout points out that shareholders want companies to take high-risk, high-return bets. They capture the unlimited upside and their losses are capped.

This is true across sectors, which is what helps drive so much short-term corporate thinking. But with banks, things are even worse. Big banks benefit from government subsidies, both implicit and explicit. As the Federal Reserve moves interest rates down and engages in huge asset purchases, the holdings on bank balance sheets rise in value. Shareholders are the chief beneficiaries.

The economy? Not so much. Not when unemployment is at 7.5 percent and so many Americans have “jobs” that can’t support anything close to a middle-class life.

Shareholders, a group that includes executives who were larded up with options, helped push banks into the financial crisis. And then, in one of the most damaging and least remembered episodes of the debacle, learned some valuable lessons about what a protected class they were.

When JPMorgan saved Bear Stearns in early 2008, Treasury Secretary Henry M. Paulson Jr. initially pushed for a symbolically low price for the stock â€" $2 a share. Such a low price would have sent a punitive message. Bear Stearns was going down; shareholders would have gotten absolutely nothing if JPMorgan hadn’t saved them.

Yet instead of being grateful, they revolted. They threw tantrums and bluffed. And it worked. JPMorgan raised its offer to $10 a share.

Of course, shareholders did get wiped out in the Lehman Brothers bankruptcy.
But what was the lesson the government drew from that? To rush in to save every institution it can.

Today, the government says that it has ended Too Big to Fail. By the provisions in Dodd-Frank, the government plans to seize holding companies of failing financial companies, wiping out shareholders and even some debtholders. The government might be able to carry this through if just one giant bank fails on its own for an isolated reason, like the storied British bank Barings did in 1995.

But most of the time, if one giant bank is going down, they will all go down together. Inevitably, the Federal Reserve spigot will open and the Treasury and Congress will find a way to intervene, as the economist Simon Johnson recently pointed out.

If shareholders really believed that bailouts were a thing of the past, they would be acting responsibly. From the JPMorgan vote, we can see that they aren’t.



Britain Plans I.P.O. for Postal Service

LONDON - Britain is preparing to privatize Royal Mail, the country’s postal service, whose origins date to 1516 and the carrying of post for Henry VIII and the Tudor court.

The government said on Wednesday that it had appointed Goldman Sachs and UBS as the lead banks to manage a planned initial public offering on the London Stock Exchange later this year. Barclays and Bank of America Merrill Lynch will also work on the sale. The planned offering could value Royal Mail at about £3 billion ($4.5 billion), according to some analysts.

The government has been considering a sale of Royal Mail for years, but plans became more concrete over the last year when the company’s finances started to improve. Pressure is also growing on the government to find additional savings to reduce the budget deficit.

Like other postal services, Royal Mail was hurt as more people swapped handwritten letters for e-mail. But earnings have improved recently, and the company reported that profit more than doubled for the year ended March 31 as more people shopped online and received their purchases by post.

The sale of the service, which was opened to the public by Charles I in 1635, would be the biggest privatization in Britain since the railroads in the 1990s. Royal Mail is one of Britain’s largest employers, and the government plans to set aside about 10 percent of Royal Mail’s shares to be held by its workers.

Michael Fallon, the minister for business, said in a speech last month that selling Royal Mail was a “practical, logical and commercial decision.”

“Unless Royal Mail has the capability in the future to access equity markets, every £1 that it borrows is another £1 on the national debt,” he said. “That means growing the national debt. No responsible party could propose that in the current environment.”

The Communications Union, the trade union representing postal workers, has been opposing the sale of the service, arguing it would not be in the interest of the employees and customers. Mario Dunn, who leads the union’s campaign against the sale, said: “Banks are set to make up to £30 million when the government sells off Royal Mail. Once again consumers will lose out when prices rise and deliveries are reduced but banks make millions.”

Union representatives pointed out that even former Prime Minister Margaret Thatcher, who privatized gas and telecommunications companies and British Airways, refused to consider a sale of the postal service and its stamps that feature a portrait of the queen, saying she was not going to have the queen’s head privatized.



Morning Agenda: China’s Big Food Deal

CHINA’S BIG FOOD DEAL  |  The Shuanghui Group of China agreed on Wednesday to buy the American meat processor Smithfield Foods for around $4.7 billion, the two companies announced Wednesday.

Shuanghui, which is the largest pork processor in China, will pay $34 a share to acquire Smithfield, a 31 percent premium on the company’s closing share price on Tuesday.

The deal is subject to regulatory approval by the Committee on Foreign Investment in the United States, and is expected to close in the second half of the year.

“This is a great transaction for all Smithfield stakeholders, as well as for American farmers and U.S. agriculture,” C. Larry Pope, Smithfield’s chief executive, said in a statement. “It will be business as usual â€" only better â€" at Smithfield. We do not anticipate any changes in how we do business operationally in the United States and throughout the world.”

DealBook » | CommentComments

SOFTBANK AND SPRINT CLEAR A HURDLE  |  SoftBank of Japan has reached an agreement to win national security clearance for its $20.1 billion bid for Sprint Nextel, surmounting one of the biggest hurdles to the deal, Michael J. de la Merced writes in DealBook.

To pass the review by a government panel, both SoftBank and Sprint agreed to a number of concessions. For example, the companies will give the United States veto power over a director on the new board of Sprint, the member who would be responsible for overseeing compliance with national security.

The government panel, the Committee on Foreign Investment in the United States, or Cfius, had until midnight Tuesday to render its verdict.

Now SoftBank and Sprint must win over the Federal Communications Commission, which is expected to finish its review in a week or so, and Sprint shareholders, who are scheduled to vote on June 12.
DealBook »

SWISS TAX-EVASION CASESWISS TAX-EVASION CASE  |  The Swiss government said Wednesday that it would let its banks sidestep the country’s secrecy laws so they can disclose names of clients in a move that would help resolve a long-running dispute between the United States and Switzerland over tax evasion, Julia Werdigier and Lynnley Browning report in DealBook.

The decision is a turning point in what has been an escalating conflict between the two countries. Switzerland’s finance minister said the move would probably enable Swiss banks to accept an offer by the United States government to hand over client details in exchange for a promise against future legal repercussions.

‘‘It is important for us to be able to let the past be the past,’’ Eveline Widmer-Schlumpf, said at a news briefing in Bern, Switzerland. She declined to give any details about the program but said banks will have one year to decide whether to accept the American offer.
DealBook »

ON THE AGENDA  |  The Federal Deposit Insurance Corporation is scheduled to release its latest batch of bank results, including troubled institutions. Paul Volcker will speak at the Economic Club of New York.

FIGHT OVER BURKLE AND HOTELSFIGHT OVER BURKLE AND HOTELS  |  The Delano South Beach and the Royalton hotels may swathe their guests in comfort. But their parent company is locked in a bruising battle between some of its investors and Ronald W. Burkle, the billionaire investor.

Morgans Hotel Group, the owner and manager of the boutique hotels, struck a rescue investment deal with Mr. Burkle’s Yucaipa Companies in late 2009 on onerous terms, Steven Davidoff writes in the Deal Professor column. Mr. Burkle has since taken more control, including amassing 27.9 percent of Morgans and $88 million of its debt.

Now the hotelier has agreed to give Mr. Burkle’s investment firm several properties to cancel some of its debt, in exchange for the billionaire’s backing a $100 million rights issuance. That has riled up OTK Associates, the vehicle of other big investors in Morgans, which has taken the matter to court.

“You can’t blame Yucaipa for acting in its self-interest, but you can blame Morgans’ management then for failing to appreciate the consequences” of its rescue deal, Mr. Davidoff writes.
Deal Professor »

Mergers & Acquisitions »

Valeant Shows How M.&A. Can Favor the Brave  |  The drug maker has been buying up smaller firms and deeply slashing costs. Executives of other companies may want to consider the lesson from Valeant, Robert Cyran of Breakingviews writes.
DealBook »

Dell Prepares to Pitch Buyout Offer to Investors  |  Within days, Dell and its potential buyers will be able to put their case directly to the company’s shareholders, who remained divided on whether to support the multi-billion dollar deal.
WALL STREET JOURNAL

Warburg Pincus-Led Consortium Buys Stake in Vietnamese Retailer  |  A consortium led by the private equity firm Warburg Pincus has agreed to buy a 20 percent stake in the Vietnamese retailer Vingroup Joint Stock Company for $200 million.
REUTERS

Apple To Continue Acquisition Spree  |  Apple’s chief executive, Timothy D. Cook, expects the technology giant to continue to make acquisitions after Apple bought nine companies since last October.
ALLTHINGSD

INVESTMENT BANKING »

Moody’s Upgrades U.S. Banking Sector to Stable  |  For the first time since 2008, the credit ratings agency Moody’s Investors Service has upgraded the outlook of the United States banking sector from negative to stable, as the country’s economy gradually improves.
BLOOMBERG NEWS

Bankia Shares Tumble After a New Stock Issue  |  Shares in Bankia, the giant Spanish mortgage lender that was at the heart of the country’s banking crisis, fell sharply on Tuesday after 11.5 billion new shares were issued as part of a 15.5 billion euro recapitalization plan.
DealBook »

German Banks Need $18 Billion in Extra Capital  |  The German banking sector must fill a capital shortfall of around $18 billion to comply with tougher regulations, according to the country’s financial regulator.
WALL STREET JOURNAL

Central Banks Move to Jumpstart Economies  |  The economic problems still facing the world’s major economies, including the United States and Japan, have forced central banks to be more aggressive in their policy decisions.
THE NEW YORK TIMES

Bank of Ireland to Raise $650 Million in Unsecured Bonds  |  The Bank of Ireland is planning to raise around $650 million in unsecured bonds, in the latest sign that once struggling European banks are back in favor with investors.
RTE NEWS

Tamping Down Expectations on China’s Growth  |  To understand the Chinese economy, it also helps to pay attention to changes in Chinese politics, Bill Bishop writes in the China Insider column.
DealBook »

Europe to Rule on Slovenia Restructuring Plan  |  European policymakers will decide on Wednesday whether to support Slovenia’s efforts to strengthen its economy, which includes a $1.2 billion recapitalization of the country’s banks.
BLOOMBERG NEWS

PRIVATE EQUITY »

Carlyle Group Buys Stakes in Chinese Shopping Malls  |  The Carlyle Group has bought a 49 percent stake in two Chinese shopping malls for an undisclosed fee, as the private equity firms tries to tap into the country’s growing consumer culture.
BLOOMBERG NEWS

Morgan Stanley Said to Raise Up to $3 Billion for Property Fund  |  Morgan Stanley is looking to raise between $1 billion and $3 billion for a new global real estate fund, according to Bloomberg News.
BLOOMBERG NEWS

Warburg Pincus May Triple Its Investment in Bausch & Lomb  |  Warburg Pincus could earn around $3.9 billion after the private equity firm sold Bausch & Lomb to Valeant for $8.7 billion.
PE HUB

Private Equity Taps into High Yield Frenzy  |  With investors clamoring for returns, private equity firms have issued a record amount of European high yield bonds so far this year to help fund new deals and refinance their indebted portfolio companies.
FORBES

HEDGE FUNDS »

Investor Said to Pull Money from SAC Capital  |  Ironwood Capital Management is expected to pull around $100 million from SAC Capital Advisors, according to Bloomberg News.
BLOOMBERG NEWS

Hospital Operator Adopts Poison Pill to Thwart Hedge Fund  |  The hospital operator Health Management Associates has adopted a poison pill in a bid to fend off the takeover approach from the hedge fund Glenview Capital Management.
MARKETWATCH

Hedge Funds Shift Wealth from Investors to Managers  |  Many hedge funds have morphed into aggressive investment products that are desperately chasing returns to outperform their benchmarks, which end up transferring wealth from investors to managers.
FORBES

Hedge Funds Join to Renegotiate Caesar’s Debt  |  A group of investors that owns debt from Caesar’s Entertainment, including the hedge funds Third Point and Silver Point, are banding together to negotiate better terms for the loans, The Wall Street Journal reports.
WALL STREET JOURNAL

I.P.O./OFFERINGS »

Suntory Plans Big I.P.O. for Its Food and Beverage Unit  |  The company is said to be looking to raise $4.8 billion by listing Suntory Beverage and Food, in what is expected to be Asia’s biggest initial public offering this year.
DealBook »

In Stock Offering, Coty Seeks Up to $1 Billion  |  The cosmetics company Coty plans to sell 57.1 million shares at $16.50 to $18.50 apiece, according to an amended prospectus filed on Tuesday. At the midpoint of that range, the company would be valued at about $6.7 billion.
DealBook »

Alibaba Targets Hong Kong for New Offering  |  The e-commerce giant Alibaba is planning to snub New York by focusing its initial public offering in Hong Kong, which could value the company at $70 billion.
FINANCIAL TIMES

Russian Grocery Chain Plans I.P.O. in London  |  The investment firms that own Lenta, a St. Petersburg grocer chain, are in talks with bankers about an initial public offering in London that could raise around $1.5 billion.
FINANCIAL TIMES

Sovereign Wealth Funds Said to Back Russian Bank Offering  |  Some of the world’s largest sovereign wealth funds bought two-thirds of the recent $3.3 billion offering from the state-backed Russian bank VTB, the Financial Times reports.
FINANCIAL TIMES

VENTURE CAPITAL »

Insight Ventures Raises $2.57 Billion in New Fund  |  The New York firm Insight Venture Partners, which backed Tumblr and Twitter, has raised a new fund worth $2.57 billion in one of the largest fundraising efforts on record.
TECHCRUNCH

Twitter Wins Legal Case Over Spam  |  Twitter has settled ongoing litigation against TweeterAdder, which will force the company to stop spamming practices that breach Twitter’s terms of service.
ALLTHINGSD

LEGAL/REGULATORY »

Former KPMG Partner to Plead Guilty  |  Federal prosecutors said that Scott London, a former KPMG partner, had agreed to plead guilty to securities fraud for providing confidential information to a friend.
ASSOCIATED PRESS

SAC Could Give the Justice Dept. a High-Value Target  |  Portraying SAC Capital Advisors as a den of thieves could send a message about how the Justice Department is policing Wall Street, Peter J. Henning writes in White Collar Watch.
DealBook »

Online Currency Exchange Accused of Laundering $6 Billion  |  The operators of a global currency exchange ran a $6 billion money-laundering operation online, according to federal prosecutors in New York.
THE NEW YORK TIMES

Citigroup Settles $3.5 Billion Mortgage Securities Case  |  Citigroup has reached a settlement with federal authorities over accusations that the bank misled Fannie Mae and Freddie Mac into buying $3.5 billion of mortgage-backed securities.
REUTERS

Volcker’s Aim: Responsive Government  |  Paul Volcker plans to begin a foundation called the Volcker Alliance that is aimed at improving how government works at the local, state and federal levels.
THE NEW YORK TIMES



Smithfield to Be Sold to Chinese Meat Processor

The Shuanghui Group of China has agreed to buy the American meat processor Smithfield Foods for about $4.7 billion, the two companies announced on Wednesday.

Under the terms of the deal, Shuanghui, which is the largest pork processor in China, will pay $34 a share for Smithfield, 31 percent above the company’s closing share price on Tuesday.

The acquisition, which is subject to regulatory approval by the Committee on Foreign Investment in the United States, is expected to close in the second half of the year.

Barclays and the law firm Simpson Thacher & Bartlett is advising Smithfield Foods, while Morgan Stanley and the law firm Troutman Sanders is advising the Shuanghui Group.



Swiss Officials to Allow Banks to Sidestep Secrecy Laws

The Swiss government said Wednesday that it would let its banks sidestep the country’s secrecy laws so they can disclose names of clients in a move that would help resolve a long-running dispute between the United States and Switzerland over tax evasion.

The decision is a turning point in what has been an escalating conflict between the two countries. Switzerland’s finance minister said the move would probably enable Swiss banks to accept an offer by the United States government to hand over client details in exchange for a promise against future legal repercussions.

‘‘It is important for us to be able to let the past be the past,’’ Eveline Widmer-Schlumpf, said at a news briefing in Bern, Switzerland. She declined to give any details about the program but said banks will have one year to decide whether to accept the American offer.

The U.S.-Swiss dispute has involved about a dozen Swiss and Swiss-style banks that allowed tens of thousands of wealthy Americans to evade federal taxes through offshore private banking services. These banks have been the target of American prosecutors. But until now, the Swiss government had been resisting cooperation because it prized the secrecy of its banking system, which has long made Switzerland a money haven for wealthy foreigners.

But in recent years it has become increasingly obvious that the costs to Switzerland as a banking center might be higher in failing to come to an agreement with the United States, if Swiss banks to continue to be target of investigations and fines.

Ms. Widmer-Schlumpf said Wednesday the government would work with Parliament to quickly pass a new law that would allow Swiss banks to accept the terms of the U.S. disclosure program for one year and thereby allow banks to release client information. She said the new law would make it possible for banks to take part in the program, but that it would be up to each individual bank whether to participate.

‘‘We expect this to create the base for banks to again gain some room for maneuver so that calm can return to the sector,’’ Ms. Widmer-Schlumpf said. ‘‘We are convinced that this is a good, a pragmatic solution for the banks to emerge from their past.’’

Ms. Widmer-Schlumpf declined to say how much banks might have to pay. But she said the Swiss government would not make any payments as part of the agreement.



Swiss Officials to Allow Banks to Sidestep Secrecy Laws

The Swiss government said Wednesday that it would let its banks sidestep the country’s secrecy laws so they can disclose names of clients in a move that would help resolve a long-running dispute between the United States and Switzerland over tax evasion.

The decision is a turning point in what has been an escalating conflict between the two countries. Switzerland’s finance minister said the move would probably enable Swiss banks to accept an offer by the United States government to hand over client details in exchange for a promise against future legal repercussions.

‘‘It is important for us to be able to let the past be the past,’’ Eveline Widmer-Schlumpf, said at a news briefing in Bern, Switzerland. She declined to give any details about the program but said banks will have one year to decide whether to accept the American offer.

The U.S.-Swiss dispute has involved about a dozen Swiss and Swiss-style banks that allowed tens of thousands of wealthy Americans to evade federal taxes through offshore private banking services. These banks have been the target of American prosecutors. But until now, the Swiss government had been resisting cooperation because it prized the secrecy of its banking system, which has long made Switzerland a money haven for wealthy foreigners.

But in recent years it has become increasingly obvious that the costs to Switzerland as a banking center might be higher in failing to come to an agreement with the United States, if Swiss banks to continue to be target of investigations and fines.

Ms. Widmer-Schlumpf said Wednesday the government would work with Parliament to quickly pass a new law that would allow Swiss banks to accept the terms of the U.S. disclosure program for one year and thereby allow banks to release client information. She said the new law would make it possible for banks to take part in the program, but that it would be up to each individual bank whether to participate.

‘‘We expect this to create the base for banks to again gain some room for maneuver so that calm can return to the sector,’’ Ms. Widmer-Schlumpf said. ‘‘We are convinced that this is a good, a pragmatic solution for the banks to emerge from their past.’’

Ms. Widmer-Schlumpf declined to say how much banks might have to pay. But she said the Swiss government would not make any payments as part of the agreement.



Suntory Unit Eyes Asia’s Biggest I.P.O. of 2013

TOKYO-Suntory Holdings got the nod Wednesday to list its food and soft drinks unit in Tokyo, paving the way for what is expected to be Asia’s biggest initial public offering so far this year.

Suntory Beverage & Food, Japan’s largest manufacturer of nonalcoholic drinks by sales, has set a preliminary target of raising around 475 billion yen ($4.8 billion), two people with direct knowledge of the offering said Wednesday.

If it raises that much, the deal would be the biggest I.P.O. in all of Asia this year, and the second-biggest equity sale in the region after Japan Tobacco’s $7.3 billion follow-up offering in March.

Facing a saturated market at home, the Osaka-based beverage company has been eager to raise money to bolster its presence overseas. In 2009, Suntory bought the European beverage maker Orangina Schweppes for 2.6 billion euros, or $3.4 billion at the current exchange rate, and followed up with the acquisition of Funcor Group, one of New Zealand’s largest drink makers.

The offering comes at an opportune time. Tokyo’s stock market has surged almost 40 percent this year and around 65 percent in the past six months, thanks to optimism over bold economic policies promised by Prime Minister Shinzo Abe.

Suntory, a century-old company known for producing Japan’s first whiskey â€" the actor Bill Murray famously hawked it in fictitious advertising in the film ‘‘Lost in Translation’’ â€" is one of Japan’s largest privately held companies. Its sprawling operations are as varied as brewing beer, manufacturing soft drinks and growing and selling flowers. In Japan, it is also the distributor of Häagen-Dazs ice cream and runs Pepsi’s bottling businesses.

Analysts have said that despite a pickup in the domestic economy, Japan’s graying, shrinking population does not bode well for growth in food and beverages. That leaves companies in that sector with little choice but to look overseas. Kirin Holdings and Asahi Group Holdings, Suntory’s rivals in Japan, are also looking to expand overseas through acquisitions.

Suntory’s beverage unit plans to sell 119 million shares to the public at a preliminary price of 3,800 yen, or $37.40, per share, said the people familiar with the matter, who were not authorized to speak to the news media. The deal includes an option to sell an additional 6.2 million shares if demand is strong.

The beverage unit will issue 93 million new shares and the parent company will sell 26 million existing shares. After the listing, Suntory Holdings will own 61.5 percent of the beverage company.

Suntory and its bankers will market the deal to potential domestic investors for two weeks beginning Friday, and will go on tour to market the offering to international investors from Monday through June 12.

The price range for the deal will be announced on June 17, and final pricing will be set on June 24. Shares in the beverage unit will begin trading on July 3, according to a filing to the Tokyo Stock Exchange on Wednesday.

The lead underwriters on the deal globally are JPMorgan, Morgan Stanley and Nomura Holdings. The lead banks on the domestic Japanese portion of the offering are Nomura and Mitsubishi UFJ Morgan Stanley Securities.

Neil Gough reported from Hong Kong.