Creditors need to vote on administrators' restructuring proposals for NMC Health by June 15. Victor Besa / The National
Creditors need to vote on administrators' restructuring proposals for NMC Health by June 15. Victor Besa / The National
Creditors need to vote on administrators' restructuring proposals for NMC Health by June 15. Victor Besa / The National
Creditors need to vote on administrators' restructuring proposals for NMC Health by June 15. Victor Besa / The National

NMC Health creditors presented with restructuring proposal


Michael Fahy
  • English
  • Arabic

The administrators of NMC Health outlined a restructuring plan to lenders owed about $6.4 billion by the company, which would lead to more than $4bn of its debts being wiped out.

Joint administrators from Alvarez & Marsal outlined a Deed of Company Arrangement plan which would mean lenders agreeing to compromise their claims in return for exit instruments in a new holding company, with a view to achieving a "controlled" exit from the company within three years.

A presentation to lenders stated that administrators have so far received 927 claims from creditors, but there are 10 other "main financial creditors" that have yet to file before a deadline at the end of this month, which could add a further $650m to the total.

NMC Health was founded by BR Shetty in 1975 and grew to become the biggest privately-owned healthcare company in the UAE, employing more than 20,000 staff. However, it was placed into administration in April last year following the discovery of more than $4bn worth of previously undeclared debts at the group.

The restructuring proposal involves lenders agreeing to reduce the group's debt to a more manageable level of $2.25bn in return for exit instruments. If approved, this would allow for 35 out of the 36 businesses placed into administration in Abu Dhabi Global Market in September last year to be restored as going concerns. Creditors need to vote on the plan by June 15.

Administrators have been running a sale process of the group in tandem, and said if restructuring proposals do not get sufficient support, it will be sold but this "is likely to yield a significantly lower recovery".

The sale of the core business assets to a single buyer would likely be "at a distressed price" and could incur significant additional costs to transfer licences and assets, with the process taking 6-12 months.

If neither a restructuring or a sale can be agreed, the group would have to be liquidated, immediately ceasing trading and assets sold "piecemeal on an accelerated time frame". If this were to happen, there would be "little or no recovery for unsecured lenders", creditors were told.

Administrators said trading so far this year "has continued to be strong" with the number of patients treated increasing by 20 per cent year-on-year. Gross revenue for its core UAE and Oman healthcare business 14 per cent ahead of its business plan, they added.

“NMC is proving what a strong business it is," joint administrator Richard Fleming said. "The recent outperformance of the business plan reflects this."

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FFP EXPLAINED

What is Financial Fair Play?
Introduced in 2011 by Uefa, European football’s governing body, it demands that clubs live within their means. Chiefly, spend within their income and not make substantial losses.

What the rules dictate?
The second phase of its implementation limits losses to €30 million (Dh136m) over three seasons. Extra expenditure is permitted for investment in sustainable areas (youth academies, stadium development, etc). Money provided by owners is not viewed as income. Revenue from “related parties” to those owners is assessed by Uefa's “financial control body” to be sure it is a fair value, or in line with market prices.

What are the penalties?
There are a number of punishments, including fines, a loss of prize money or having to reduce squad size for European competition – as happened to PSG in 2014. There is even the threat of a competition ban, which could in theory lead to PSG’s suspension from the Uefa Champions League.

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

The biog

Alwyn Stephen says much of his success is a result of taking an educated chance on business decisions.

His advice to anyone starting out in business is to have no fear as life is about taking on challenges.

“If you have the ambition and dream of something, follow that dream, be positive, determined and set goals.

"Nothing and no-one can stop you from succeeding with the right work application, and a little bit of luck along the way.”

Mr Stephen sells his luxury fragrances at selected perfumeries around the UAE, including the House of Niche Boutique in Al Seef.

He relaxes by spending time with his family at home, and enjoying his wife’s India cooking. 

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Yahya Al Ghassani's bio

Date of birth: April 18, 1998

Playing position: Winger

Clubs: 2015-2017 – Al Ahli Dubai; March-June 2018 – Paris FC; August – Al Wahda

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Company/date started: 2015

Founder/CEO: Rami Salman, Rishav Jalan, Ayush Chordia

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Sector: Technology, Sales, Voice, Artificial Intelligence

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Stage: 1 ($800,000)

Investors: Eight first-round investors including, Beco Capital, 500 Startups, Dubai Silicon Oasis, Hala Fadel, Odin Financial Services, Dubai Angel Investors, Womena, Arzan VC

 

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Amitav Ghosh, University of Chicago Press

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