Finance

John Gapper

The more details emerge of the shortfall in customer funds at MF Global, the financial broker formerly headed by Jon Corzine, when it collapsed three weeks ago, the more disturbing it appears.

For a time, it seemed plausible that the funds had simply been mislaid in accounts that could not be immediately accessed when MF Global went into Chapter 11 bankruptcy. But the likelihood that the money was improperly used – and lost – has increased.

Today’s news that the estimated shortfall has risen to $1.2bn from an earlier $600m makes the affair even more serious. That figure is about a quarter of the $5.45bn in customer funds which MF Global was required to segregate.

As the FT reports:

MF Global . . . appears to have acted desperately in its final days and dug into customer funds to meet margin calls in a bid to save the company for a sale, people familiar with the government investigation said.

Investigators have spent weeks reviewing accounts at the firm and other financial institutions. MF Global’s records are sloppy and incomplete, people familiar with the matter said, requiring them to rely on third parties.

If MF Global did act in this way, then it is a clear breach of the legal requirement to keep customer and proprietary funds segregated. It has astonished many people on Wall Street because this is such a basic safeguard.

Investigators are still trying to establish exactly what happened at MF Global but this could prove to be a historic financial scandal.

Michael Bloomberg, New York City’s mayor, made himself unpopular with his decision to raid Zuccotti Park in the early hours of Tuesday and evict 200 campers from the Occupy Wall Street protest, but he was right. So is the City of London Corporation in attempting to shift the tents from outside St Paul’s Cathedral.

John Gapper

Mark Williams’ piece in the FT arguing that the New York Federal Reserve should not have permitted MF Global to be a primary dealer in US government bonds raises the question of how it happened.

Mr Williams explains why MF Global, headed until last week by Jon Corzine, former chairman and chief executive of Goldman Sachs, was a dubious candidate for this official seal of approval:

“From a risk perspective, its capital position was 30 times weaker than that of most primary dealers. It was also new to investment banking, a higher risk area than its core brokerage business. Under Mr Corzine it placed ever bigger bets, and more of its own capital, at risk. With less capital, trading losses could quickly erode its financial stability . . .

“By March 2010, soon after the New York Fed’s decision, a joke began to circulate: MF Global won fast-track approval because of two words: Jon Corzine. William Dudley, New York Fed president, and Mr Corzine had indeed worked together at Goldman Sachs, though approval came a month before the latter officially joined MF Global.

Rather like a ratings agency that downgrades a company after it collapses, the Fed terminated MF Global’s primary dealer status on October 31, having allowed it to retain the privilege until disaster struck.

Under the Fed’s own guidelines, that was highly questionable:

“In general, the New York Fed must determine that an applicant’s financial condition can comfortably support the obligations of a primary dealer. In making this judgment, the New York Fed will conduct a credit review of the applicant and will consider various measures of the applicant’s financial condition.”

One broker to whom I spoke last week suggested that MF Global’s status was less a matter of Mr Corzine’s connections, than the Fed’s determination to have as many primary dealers as possible to distribute US government debt. It could not longer afford to be picky.

Either way, the MF Global affair should prompt a reassessment.

 

 

Once upon a time, there was an emperor who had been thrown out of the kingdom of New Jersey and was seeking another place to rule. Corzine, for that was his name, opened his wardrobe at home one day and spotted some clothes glimmering at the back.

On my way to visit the Occupy Wall Street protest this week, I walked along the heavily barricaded street, past the still-pockmarked masonry of the former J.P.Morgan building where Italian anarchists are thought to have detonated a bomb in 1920, killing 38 people. Then I turned right at Trinity Church and up to the camp in Zuccotti Park.

Andrew Hill

A deal between McGraw-Hill and CME Group to bring together the Dow Jones Industrial Average and the S&P 500 index would be a good moment to consider the irrelevance of the former and the significance of the latter.

What does the Dow have going for it? It’s arguably the highest profile stock market benchmark in the world – granted a daily airing by media worldwide. Its composition is stable (the last change was more than two years ago, when Travelers replaced Citigroup, and Cisco replaced General Motors). Its 30 component stocks are highly liquid, which makes the average quick to calculate. It is old. Very old: it was conjured up by Charles Dow in 1896, with a basket of railroads, steel companies and textile mills.

Michel Barnier has shocked the Big Four accounting firms. The European Union internal market commissioner wants to ban them from operating as consultants as well as auditors, force them to work jointly with others, and set time limits on how long they can audit each company.

John Gapper

Warren Buffett

Warren Buffett in July 2011. Image by Getty.

Today’s story about Warren Buffett hiring the hedge fund manager who paid more than $5m to have two lunches with him in Omaha, Nebraska does nothing to diminish my questions about corporate governance at Berkshire Hathaway.

At any other company, the fact that Ted Weschler, the hedge fund manager in question, paid for access to the chief executive and was hired as a result would be unthinkable. Yet Mr Buffett and his partner Charlie Munger appear to run the top echelon of Berkshire more or less as they wish.

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This blog is mainly about business and strategy and how and why people who run companies take the decisions that they do.

Most of the time, John Gapper is in New York and Andrew Hill is in London. We occasionally debate business issues between us, but your comments and criticism are welcome.




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About John and Andrew

John Gapper is an associate editor and the chief business commentator of the FT. He has worked for the FT since 1987, covering labour relations, banking and the media. He is co-author, with Nicholas Denton, of All That Glitters, an account of the collapse of Barings in 1995.

Andrew Hill is an associate editor and the management editor of the FT. He is a former City editor, financial editor, comment and analysis editor, New York bureau chief, foreign news editor and correspondent in Brussels and Milan.

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