WSJ : Sixth Street Partners Amasses One of the Largest Private-Capital Funds

Sixth Street Partners Amasses One of the Largest Private-Capital Funds
Former affiliate of private-equity firm TPG has one of biggest pools of private capital on record, raising $10 billion for its flagship fund since April


A former affiliate of private-equity firm TPG has amassed one of the biggest pools of private capital on record as investors seek opportunity from the economic uncertainty unleashed by the coronavirus pandemic.

Sixth Street Partners has brought in $10 billion for its flagship fund, a nine-year-old vehicle known as Tao, since it was reopened to new investment in April, according to people familiar with the matter. It now totals $22.5 billion and the firm has told investors it would cap the fund at around $24 billion at the end of September.

That would put it just behind the record-breaking private-equity funds Blackstone Group Inc. and Apollo Global Management Inc. finished raising in 2019 and 2017, which came in at $26 billion and $24.7 billion, respectively. It would rival the €21.3 billion (worth about $23.9 billion at the closing date) buyout fund CVC Capital Partners completed this summer.

All that cash streaming in has brought to more than $2 trillion the amount firms have raised to invest across global private markets, including equity and debt, according to advisory firm Hamilton Lane Inc. Expensive markets made that challenging in recent years, but now many investors are hoping that the pandemic will create a fresh wave of opportunities.

Sixth Street is the former credit arm of TPG. It was founded in 2009 by 10 partners, many of whom worked together under Chief Executive Alan Waxman in Goldman Sachs Group Inc.’s special-situations group, which has wide leeway to invest wherever it sees an opportunity.

Sixth Street has historically kept a low profile but that might be changing as the firm, which formally separated from TPG in May and now has about $48 billion in assets, prepares to invest its newly bolstered war chest during an unprecedented economic crisis.

Unlike the other mega funds, Tao doesn’t do leveraged buyouts. It does, however, do just about everything else, including investing in the debt or equity of public and private companies, buying real estate, funding infrastructure projects and seeding new businesses in markets around the world. The fund has been most active recently in investments in rapidly growing companies and balance-sheet bolstering transactions such as a splashy $1 billion deal with home-rental startup Airbnb Inc.

Earlier this month, Sixth Street announced a $500 million loan to Biohaven Pharmaceutical Holding Co. to help the biotech company bring a new migraine drug to market. The same day, Designer Brands Inc., the parent of shoe-store chain DSW, said it received a $250 million term loan from a Sixth Street-led group. Tao participated in both deals.

Finding a way to put all its new cash to work profitably won’t be easy, though. The pandemic has dealt a blow to many companies, stoking their appetite for capital, but the shape and pace of the economic recovery has been difficult to predict. Complicating matters has been the Federal Reserve, which has made ample credit available, helping companies that otherwise would have struggled to stay afloat. As a result, some investors that have raised money hoping to take advantage of the dislocation are still waiting for the opportunity to put the cash to use.

The flexibility of Tao’s strategy and its unusual structure could work to its advantage. While most private-equity or debt funds typically invest over a three-to-five-year period and then return the capital to investors, Tao is open-ended. That means the fund doesn’t have to return capital over a specific time frame, enabling it to hold investments for longer periods. Unlike typical buyout funds, Tao uses leverage sparingly.

Its performance isn’t disclosed, but the firm’s publicly listed lending vehicle, which sometimes invests alongside Tao, is one of the few such funds that trades above its net asset value.

Tao, which was closed to new investors in 2017 at more than $9 billion, was reopened in April, according to people familiar with the matter. Plans to do so were detailed in a March letter to investors seen by The Wall Street Journal. Sixth Street also said it would start investing from a related $3 billion-plus pool it had raised earlier to take advantage of market turmoil.

“We believe this crisis is creating a step-function change in the need for our capital, capabilities and expertise,” the letter said.

An example is Sixth Street’s April investment in Airbnb. The deal—in partnership with private-equity firm Silver Lake—was done out of Tao, with a portion coming from Sixth Street’s growth fund, according to people familiar with the transaction.

A few days after that, a Macquarie Group Ltd. infrastructure fund bought a majority stake in AirTrunk Operating Pty Ltd., valuing the Asian data-center platform that Sixth Street and Goldman backed in 2017 at more than $2 billion. Sixth Street earned more than four times its money on its debt-and-equity investment in the deal, which was split between Tao and the firm’s special-opportunities vehicle, the people said.

WSJ : Casinos, Investors Bet on Gamblers Playing From Home

Casinos, Investors Bet on Gamblers Playing From Home
Covid-19 has kept people out of casinos and pushed operators to focus on expanding their online business; ‘once in a decade’ opportunity

Casino operators and investors are making bets that online gambling is ready to take off in the U.S. as the coronavirus pandemic keeps gamblers away from slot machines and blackjack tables.

Casinos have long viewed online gambling warily, as a potential siphon of the dollars that come from gamblers attending their venues. But with bricks-and-mortar gambling decimated by the pandemic, casino operators are treating online gambling as an opportunity, making big investments and pursuing public spinoffs as a way to unlock the value of their online operations.

U.S. casino companies’ revenue plummeted by as much as 97% in the most recent quarter, thanks to pandemic closures and slow reopenings. Gambling revenue for slots and table games in casinos were each down more than 80% in the three months ended June 30, compared with the prior year, according to data released by the American Gaming Association, an industry trade group. By comparison, online casino and poker more than tripled, to nearly $403 million, the report said.

The successful stock-market debut of DraftKings Inc. DKNG -5.94% in April focused the casino industry’s attention on online gambling. Valued at $3.3 billion as it began trading, the company now has a market capitalization of $12 billion, surpassing casino giants MGM Resorts International and Caesars Entertainment Inc.

“Online betting in the U.S. is in the first chapter—maybe even just the forward—in terms of the growth story,” said Chris Grove, analyst with Eilers & Krejcik Gaming. “There simply aren’t as many opportunities for growth on the retail casino side.”

On Friday, DraftKings posted a $161 million loss for the three months ended June 30, but online casino games mitigated some of the revenue damage from canceled sports. The company in July released a new casino-focused betting app.

“It is perhaps a bigger opportunity than we or others were giving it credit for,” DraftKings Chief Executive Jason Robins said on a conference call.

The cancellation of sports events has hurt betting revenue, but it hasn’t put a dent in the longer-term expectation that sportsbooks, particularly online, will be a bigger business, according to analysts. Already, 22 states and the District of Columbia have approved sports betting, while eight more are considering legislation to allow the practice, according to the American Gaming Association.


Meanwhile, online casino-style betting—now legal in only six states—surged with people socially distancing at home and casinos closed. Poker is the only casino-style game Nevada allows online.

A series of investments this year reveals how casino operators are chasing the trend. Mr. Robins said as more companies focus on the industry, momentum will build around convincing more states to adopt sports and online betting.

Last month, Rush Street Interactive LP, the online gambling company affiliated with casino operator Rush Street Gaming LLC, agreed to go public in a merger with blank-check company dMY Technology Group Inc. The deal values the betting company at $1.8 billion including debt. dMY Technology is a special purpose acquisition company, or SPAC, that raises money to find companies to acquire.

Tilman Fertitta, the billionaire owner of five Golden Nugget casinos, including locations in Las Vegas and Atlantic City, made a similar step in June to take his digital-gambling division public through a blank-check company. Golden Nugget Online Gaming Inc. is valued at about $745 million under the transaction. Mr. Fertitta’s closely held bricks-and-mortar casinos don’t disclose financial information.


In an interview, Mr. Fertitta, who also owns the Landry’s restaurant empire and the Houston Rockets NBA franchise, said he hadn’t considered the move before DraftKings started public trading.

“We realized that we have an online gaming business that is worth a lot more than we thought it was worth,” Mr. Fertitta said.

Now, Caesars Entertainment—which became the largest U.S. casino operator after merging with Eldorado Resorts Inc. in July—might follow suit. CEO Tom Reeg said Caesars will consider a spinoff of its sports and online gambling operations. In a recent conference call, Mr. Reeg said sports and other online betting is “the most exciting growth opportunity that I’ve seen in over 25 years.” But, he warned, “we’re not going to react in a knee-jerk fashion to those valuations.”

Meanwhile, MGM Resorts International said this past week that IAC/InterActiveCorp. has spent $1 billion to build a 12% stake in the casino operator with plans to help MGM expand its online business. The company’s online-gambling revenue is “so small that it rounds down to zero,” IAC Chairman Barry Diller and CEO Joey Levin told investors in a letter this past week.

“We believe MGM presented a ‘once in a decade’ opportunity for IAC to own a meaningful piece of a pre-eminent brand in a large category with great potential to move online,” the letter said.

MGM Resorts has a partnership with British sports-betting company GVC Holdings PLC to operate the BetMGM online brand, with the companies investing a total of $450 million into the venture, including a $250 million injection announced in July. The BetMGM app is operating in five states, including Nevada, New Jersey and Indiana.

By the end of 2022, 34 states will have some form of legalized sports betting, giving access to 57% of the U.S. population, according to projections by Eilers & Krejcik analysts.

Penn National Gaming Inc., which operates 41 gambling properties in 19 states, plans to launch a new sports-betting app in September in Pennsylvania after buying a stake in digital-media company Barstool Sports Inc.

“We think Barstool’s loyal followers and our existing casino guests will agree it’s unlike anything in the market today,” Penn National CEO Jay Snowden recently told analysts, adding that the company’s online-casino revenue has continued to grow even as bricks-and-mortar casinos reopened. The company’s stock price has more than tripled over the past three months to $52.48 on Friday.

In the end, there will be only a handful of winners in the U.S. online gambling industry, according to analysts, and a crowded field of competitors is jockeying for turf, pouring huge sums into their brands.

“It is a long-term play to win in this space,” MGM CEO Bill Hornbuckle said in an interview. “It won’t be for the faint of heart.”

FT : Japanese officials sought a Nissan-Honda merger

Japanese officials sought a Nissan-Honda merger
Proposal to create national champion was rejected swiftly by both companies

Japanese government figures tried to bring Nissan and Honda together for merger talks this year, in a sign of growing concern in Tokyo over the future of the country’s once mighty car sector.

The suggestion to create a national champion was first made to the companies at the tail-end of 2019, according to three people familiar with the matter, amid fears that Japan’s vast car-manufacturing base was losing its edge as the shift towards self-driving electric vehicles unleashed greater competition. 

The independent future of Honda, the country’s third-largest carmaker with annual sales of 4.8m vehicles, has come under particular scrutiny in recent years as consolidation has accelerated elsewhere.

But the ambitious project fizzled before it even began, after both sides immediately rejected the idea and the plan became buried in the chaos caused by Covid-19.

Rising demand for electric cars and other technology spending has piled pressure on carmakers everywhere to bulk up through mergers or alliances, even before the pandemic plunged the industry into crisis.

Peugeot owner PSA is merging with Fiat Chrysler in a deal announced before the outbreak, while Ford and Volkswagen last year formed a global alliance to save costs.

Ultimately, mergers in the industry often come unstuck as rival engineering teams clash over whose technology is better, and entrenched corporate cultures fail to gel, such as during the disastrous Daimler-Chrysler tie-up.

Japan still has eight big car brands, but four of them — Mazda, Subaru, Suzuki and Daihatsu — are tied by cross-shareholdings with Toyota, the world’s second-largest carmaker. Meanwhile, Nissan has a troubled three-way alliance with France’s Renault and smaller rival Mitsubishi Motors, leaving Honda as the only group without a capital tie-up. 

The idea of combining Nissan with Honda appears to have arisen from the protectionist instincts of advisers to prime minister Shinzo Abe. Those advisers, said people familiar with the situation, feared that the state of Nissan’s alliance with Renault had soured so badly since the arrest in 2018 of their former boss Carlos Ghosn, that it might at some point collapse altogether, and leave the Japanese company exposed.

But Honda officials have pushed back against that idea, pointing to Nissan’s complex capital structure with Renault, one person who was close to the talks said. Nissan was equally opposed to the idea as the group focuses on getting its existing alliance back on track, another person close to the company’s board said. The merger idea quickly evaporated before it reached the boards of both companies. 

Nissan, Honda and the prime minister’s office declined to comment.

Carmakers fall under the supervision of the ministry of economy, trade and industry, but government officials have ruled out the ministry’s active involvement in bringing the two groups together.

Auto industry executives point to other structural factors in ruling out a Nissan-Honda alliance.

“A Nissan-Honda merger would only make sense to people who do not understand the car industry,” said one former Nissan executive. 

The main obstacle is Honda’s unique engineering design for its cars which would make it very difficult to use common parts and platforms with Nissan and its partners. Without that, the alliance would not be able to reap the cost savings that come with greater scale. 

While the two companies are similar in size when it comes to the number of cars they sell each year, their business model is fundamentally different. Honda makes more profit from motorcycles than cars, allowing it to weather downturns better than Nissan. The group is also the world’s largest manufacturer of engines and its products include private jets, lawnmowers and boat motors.

In terms of technology, the two companies have pursued separate strategies with Nissan being a pioneer of electric vehicle technology while Honda, similar to Toyota, had traditionally invested heavily in hydrogen-powered cars.

In the area of self-driving vehicles, Renault and Nissan have partnered with Waymo to develop autonomous transport services in Paris and Japan, while Honda has invested in Cruise, General Motors’ unit for autonomous vehicles.

>>> Europe : Brokers Upgrades & Downgrades - 17th August 2020

>>> Up
* Aareal Bank Raised to Add at AlphaValue
* Burberry Raised to Hold at Jefferies; PT 1,400 pence
* Hella PT Raised to 49 euros from 42 euros at Jefferies
* LVMH Raised to Buy at Jefferies; PT 455 euros
* Pernod Ricard Raised to Overweight at Barclays; PT 174 euros
* Qiagen Raised to Buy at Berenberg; PT 50 euros
* Synthomer PT Raised to 370 pence from 330 pence at Berenberg

>>> Down
* Rovio Entertainment Cut to Sell at SEB Equities; PT 5.50 euros
* Schouw Cut to Hold at SEB Equities; PT 600 kroner

>>> Initiation


>>> Call
* Goldman Boosts S&P 500 Target by 20% as Strategists Catch Up
* Big Luxury Players to Keep Winning, LVMH Up to Buy: Jefferies
* Larger Caterers Better Placed, Sodexo Now Top Pick at Berenberg
* Synthomer EPS Outlook Up After Earnings Defied Bears: Berenberg

>>> What to look at today - 17th of August 2020

Stocks in China climbed after the central bank’s injection of cash raised hopes of more supportive monetary policy, with equities elsewhere trading mixed as investors assessed soured U.S.-China ties. The dollar slipped.
The Shanghai Composite was more than 2% higher after the People’s Bank of China boosted liquidity in the financial system to support banks. Hong Kong also rose. Equities in Japan and Australia were lower along with European equity futures. S&P 500 contracts rose and crude oil climbed. Gold fell, building on last week’s slide. Treasuries were steady, with the 10-year yield at 0.70%.

Nikkei -0.69% Hang Seng +1.32% CSI +2.44% Shanghai +2.35% Shenzen +1.68%

Eur$ 1.1856 CNH 6.9360 CNY 6.9395 JPY 106.57 GBP 1.3087 CHF 0.9889 RUB 73.0650 WTI$ 42.42 +0.98%

S&P +0.25% Nasdaq +0.44% EuroStoxx -0.15% FTSE +0.06% Dax -0.12% SMI

Macro :
- Goldman Boosts S&P 500 Target by 20% as Strategists Catch Up
- Denmark to Mandate Face Masks as PM Hints at Stimulus
- Two Million Californians Go Dark and the Heat Is Just Beginning
- UPS, FedEx Say They Can’t Carry Vote Ballots Like USPS: Reuters
- Odey Readies Contingency Plan Over Assault Charge: Times
- U.K. Urges At-Risk Groups to Sign up for Vaccine Trials: Rtrs

Keep an eye on :
- IAG LN : British Airways A380s Fly Again
- CWK LN : Cranswick Sees Earnings Ahead of Previous Expectations
- DEMANT DC : Demant 1H Rev Beats Estimates; Sees 2H Sales Growth of 5-15% (1)
- DTG LN : U.K. Airline Jet2 to Cut More Than 100 Pilots Amid Covid Crisis
- FB US : Facebook Is Merging Instagram and Messenger Chats, Verge Reports
- FRAS LN : Billionaire Ashley Bids for Collapsed DW Sports: Sunday Times
- K2AB SS : K2A Plans to Issue SEK300m-SEK400m in New Green Bond
- KESKOB FH : Kesko July Comparable Sales +6.40%
- LHA GY : Lufthansa Cabin Crew Vote in Favor of Collective Agreements
- METN SW : Metall Zug First Half Ebit Loss CHF1.7 Mln, +6.3% Y/y
- OCDO LN : Tesco to Offer Free U.K. Home Grocery Deliveries: Telegraph
- ROG SW : Roche’s Genentech Gets FDA Approval for Enspryng (Aug. 14)
- SAN FP : Sanofi to Buy U.S. Autoimmune Drugmaker in $3.4 Billion Deal
- SWTQ SW : Schweiter First Half Net Revenue Meets Estimates
- SHOT SS : Scandic to Re-evaluate Scope of Job Cuts in Norway, E24 Reports
- SYNT LN : Synthomer EPS Outlook Up After Earnings Defied Bears: Berenberg
- TSCO LN : Tesco to Offer Free U.K. Home Grocery Deliveries: Telegraph
- TSLA US : Tesla China Registrations Slow as Competition Heats Up
- UBSG SW : UBS Targeting Asia for 30% of Global Earnings: Business Times
- URW NA : Unibail Hasn’t Decided Deleveraging Choice, Weighs All Options
- WDI GY : Wirecard Echoes in Austrian Bank Fraud Raise Awkward Questions

FT : EU warns City it faces longer wait for market access after Brexit

EU warns City it faces longer wait for market access after Brexit
Financial services chief says changes to Brussels regulations will delay process of awarding equivalence

The EU’s financial services chief has warned the City of London it may have to wait beyond the end of this year to know whether it will secure prized access rights to the whole of the bloc’s market, leaving banks and asset managers in the UK grappling with a complex patchwork of national rules.

Valdis Dombrovskis, an executive vice-president of the European Commission, said that Brussels would not be ready in the coming months to assess whether Britain qualifies for some pan-EU access rights, known as equivalence provisions, because the bloc’s own regulations are in flux.

The stance underlines the complications and uncertainty awaiting the UK’s critical financial services sector when Britain’s post-Brexit transition period expires at the end of this year. When that happens, the UK’s “financial services passport” — the right for companies to exploit the benefits of the single market — will disappear.

Unlike many other economic sectors, financial services has been largely left out of the EU-UK negotiations on a future relationship — which resume on Tuesday — because Brussels relies instead on the unilateral equivalence system for determining what access other countries should get. 

About 40 equivalence provisions are scattered in different EU financial regulations, covering everything from use of non-EU trading platforms and clearing houses to reliance on credit ratings. They grant market access on the basis that another country’s financial regulations are as tough as those in force in the EU. 

But Mr Dombrovskis said that a recent overhaul of the EU’s own rules for investment firms was still bedding down, and so there was no way for Brussels to make a rapid assessment of the UK’s eligibility for access rights in that area. 

The measures include rights for brokers and investment banks to market their services across Europe without having to seek country-by-country approvals among the EU’s 27 member states. 

“In some areas we will not be in a position to adopt equivalence decisions . . . not all EU parameters are in place in these areas,” Mr Dombrovskis said. “Implementing rules are not yet in place.”

He said a lack of equivalence did not mean UK-based companies would be shut out of the EU market, but said regulators in Britain would have to strike agreements with counterparts on a country-by-country basis.

“UK investment firms can have this access via national regimes,” he said.

But City practitioners warn that a country-by-country approach for investment firms, even if temporary, will inevitably be more cumbersome than pan-EU rights. 

Julia Smithers Excell, a partner at law firm White & Case in London, said that the absence of an equivalence decision for investment firms would mean additional complexity for the sector. 

“Unfortunately these national regimes can vary considerably from one EU27 member state to another,” she said.

The slippage is a further blow to broader EU-UK work on equivalence that has already fallen behind schedule — the two sides missed a June 30 deadline to complete equivalence assessments of each other’s regulatory systems.

But Mr Dombrovskis said that progress was being made overall in the equivalence assessments of the UK, and that Britain had now replied to questionnaires sent by the commission asking for details of the country’s regulatory plans.