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first_img“There will be a boom in the real estate sector because “There will be a boom in the real estate sector because of the Bill. Private people, foreign investors, will come and invest. People will buy more properties,” the minister said. Naidu said there has been numerous delays in project execution which the law seeks to address. “Real Estate Bill is a regulation and not a strangulation”. The law provides for builders mandatorly setting aside 70 per cent of money collected from buyers during the pre-sale of homes, for sole use for construction of the project. Naidu said the bill also provides for buyers and developers paying the same interest rate for any delays in payment or delivery of project respectively. He said as per the Bill, open parking is part of common area because people sell flats separately and car parking separately. Project can be developed in phases but provisions of the law will apply to each phase. The Bill was first introduced in the Rajya Sabha in 2013. “It was originally a Congress party baby. It was a baby which was left out and now we are adopting it,” Naidu said. At this, Congress leader Mallikarjun Kharge remarked that the NDA government should not met out “step motherly” attitude to the Bill. Naidu said the mandatory registration for projects has been brought down to 500 sq m area, or those comprising eight flats, from 4,000 sq mt proposed in the previous version of UPA government. It provides for a clear definition of carpet area and a system that would require the consent of two-thirds of the buyers in case there are changes in project plans. Naidu said Parliament is not interfering in the process of buying or selling of a property and instead is ensuring customer satisfaction. “If the builders have any problem, I can meet them any time. Whatever difficulties they face, we are willing to discuss,” he said. PTI JD AKKadvertisementlast_img read more

Brookfield shuns eatwhatyoukill in quest to transform private equity unit into giant

first_img Email Sponsored By: 2 Comments Share this storyBrookfield shuns ‘eat-what-you-kill’ in quest to transform private equity unit into giant Tumblr Pinterest Google+ LinkedIn March 27, 20192:36 PM EDT Filed under News FP Street Comment Recommended For YouAfter Taiwan buys arms, China holds military drills on southeast coastHong Kong protesters, police clash as demonstrations target Chinese tradersCuba hopes for slight growth as Trump pummels Caribbean islandBarneys New York explores options that include bankruptcy-sourcesSaudi Arabia raises local gasoline prices Featured Stories Reddit What you need to know about passing the family cottage to the next generation More Facebook Scott Deveau Brookfield shuns ‘eat-what-you-kill’ in quest to transform private equity unit into giant Brookfield aims to build a private-equity juggernaut with a distinctly non-Wall Street feel Brookfield Asset Management Inc. aims to build a private-equity juggernaut with a distinctly non-Wall Street feel.An ethos of collaboration is deeply rooted in the 120-year-old Canadian firm and permeates its open-floor offices worldwide, top executives say.“It’s the opposite of an eat-what-you-kill mentality,” Ron Bloom, a managing partner in Brookfield’s private equity group, said in an interview at Bloomberg’s headquarters in New York. “Collaboration is the norm. People who aren’t willing to work collaboratively just don’t like it.” Brookfield buys most of Oaktree in $4.8 billion deal to build juggernaut to rival Blackstone Brookfield weighs potential bid for Dutch Royal KPN phone company Brookfield in talks to invest in Dubai property developer Meraas That culture is getting tested as the Toronto-based company sets out to transform its $42 billion private-equity business, now its smallest, into a giant. Brookfield, which also has real estate, infrastructure and renewable energy divisions, added to its quiver by agreeing earlier this month to buy Oaktree Capital Group, mostly a credit shop.In the Canadian firm’s build-out of its traditional buyout business, it’s squaring off against several rivals with more than US$60 billion each dedicated to private equity as of the fourth quarter.“The big risk is that it’s a pretty competitive space these days,” said Devin Dodge, an analyst with Bank of Montreal in Toronto. Brookfield has “a great track record but in order to really beef up the scale, obviously you need to find larger deals.”Name RecognitionCyrus Madon, who heads Brookfield’s private equity, says he expects his division to eventually rival any other at the company. Real estate is the largest, with US$188 billion in assets.For the build-out, Madon can commit capital from Brookfield’s balance sheet, raise outside money and tap more than 180 professionals in North and South America, Europe, Australia, India, China and Japan to help make acquisitions.Brookfield victories in a number of competitive deals have helped raise its profile as well, Madon said during the interview. It won the bidding for the car-battery division of Johnson Controls International Plc in November for US$13.2 billion and hospital operator Healthscope Ltd. in January for about US$3.1 billion.“Compared to 20 years ago, we have far more name recognition,” said Madon, who has been with the firm since 1998. “The fact that our other businesses are global leaders positions us well in private equity to become a global leader as well.”Raising a FundThe firm has a ways to go to reach that goal. It’s now raising its next private equity fund, which is expected to be about US$9 billion, Bloomberg has reported. The first close occurred at US$7 billion, Brookfield said in February. The private equity division has posted gross returns of 29 per cent, the firm also announced.With the industry sitting on more than US$1 trillion of undeployed capital as of September in a market with high assets prices, spending that money has become trickier.“There is a lot of dry powder, and the market is always competitive,” Mark Weinberg, another managing partner in the group, said during the interview. “But you have to focus on your competitive advantage.”For Brookfield, that means engaging in the unglamorous work of improving the operations of the assets it buys. Weinberg pointed to Brookfield’s acquisition of Westinghouse Electric Co. out of bankruptcy last year for US$4.6 billion as an example.War RoomBefore buying the former nuclear powerhouse, Brookfield drew on the expertise of its bankruptcy restructuring, infrastructure and energy businesses to assemble a group from around the globe in the “war room.”They looked at every nuclear reactor that Westinghouse, a fuel and technology supplier, did business with to determine the health of its customer base. They also developed a strategy for the company to refocus its efforts on reducing bottlenecks, chasing profitability over market share and sales, and getting out of reactor construction that led to its bankruptcy.“The model of deal guy buying the company and giving the keys to the operating guy once the deal is done, is the opposite of what we do,” Weinberg said. “We lead from operations.”As Brookfield expands its buyout business, Madon says, it’s particularly interested in places like Brazil or India, where troubled financial institutions are putting stress on the system and forcing companies to sell assets to pay down debt.What’s not changing at Brookfield is its culture, Bloom says.“Our young folk are as ambitious as anywhere,” the managing partner said. “But they are prepared to exercise their initiative in a collaborative way. Other people aren’t and that’s fine. But they’re not the men and women we’re going to hire.”Bloomberg.com ← Previous Next → Join the conversation → Bloomberg News Twitter Bruce Flatt, chief executive officer of Brookfield Asset Management Inc.Christopher Goodney/Bloomberg advertisementlast_img read more