An office complex in Frankfurt with the KPMG logo. A KPMG study said chief executives are planning for scenarios that might result in an uneven recovery Bloomberg
An office complex in Frankfurt with the KPMG logo. A KPMG study said chief executives are planning for scenarios that might result in an uneven recovery Bloomberg
An office complex in Frankfurt with the KPMG logo. A KPMG study said chief executives are planning for scenarios that might result in an uneven recovery Bloomberg
An office complex in Frankfurt with the KPMG logo. A KPMG study said chief executives are planning for scenarios that might result in an uneven recovery Bloomberg

Businesses are not expected to return to normal until 2022, new KPMG study finds


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About half of chief executives around the world do not expect business to return to normal until “some time” in 2022, according to a study by accounting firm KPMG.

This compares with 31 per cent of chief executives who expect that businesses will return to normal later this year, KPMG said in its 2021 CEO Outlook Pulse report.

The survey was conducted in February and March this year and asked 500 global chief executives about their response to the pandemic and their outlook over a three-year period.

Fifty-five per cent of respondents said they are concerned about employees’ access to a Covid-19 vaccine, which is influencing their outlook as to when employees will return to the workplace, while 90 per cent are considering asking staff to report for duty after they are vaccinated, the survey said.

However, 34 per cent are worried about misinformation on the safety of Covid-19 vaccines and the potential this may have on employees choosing not to be vaccinated.

“Before any major decisions are made, chief executives want to be confident that their workforce is protected against this virus,” said Bill Thomas, global chairman and chief executive of KPMG.

“The Covid-19 vaccine rollout is providing leaders with a dose of optimism as they prepare for a new reality."

Mr Thomas said chief executives are planning for scenarios in certain key markets that may experience vaccine shortages that could affect their operations, supply chains and people, leading to an uneven economic recovery.

A number of countries around the world have stepped up vaccination campaigns to reduce coronavirus infections. As of Saturday, more than 869 million doses had been administered across 155 countries, according to data collected by Bloomberg.

The survey also found that only 30 per cent of global executives are considering a hybrid working model for their staff, in which they would work remotely for two to three days a week.

As a result, only 21 per cent of businesses are looking to hire talent that predominantly works remotely – a significant shift from last year, when 73 per cent of companies hired talent to work from home.

During the Covid-19 movement restrictions, remote working became the norm, which posed new data security risks.

As a result, global business leaders identified cyber security as the top concern affecting their growth and operations over a three-year period, the survey said. Cyber security was named ahead of regulatory, tax and supply chain concerns.

“Workforce retention was the primary concern for the chief executives in our previous pulse survey," said Karen Watts, a partner for quality and risk and head of corporate affairs.

“However, this quarter’s findings indicate that chief executives have overcome this challenge and workforce retention is not among the top five concerns for chief executives. This transformation was possible because executives around the world focused on employee safety more than financial growth.”

Meanwhile, the survey also found that environmental, social, and corporate governance is a priority for businesses around the world.

With the coming Cop26 meeting in Glasgow in November and the US rejoining the Paris Accord, 49 per cent of respondents plan to put in place more stringent ESG practices while 89 per cent will focus on locking in the sustainability and climate change gains their companies made as a result of the pandemic.

Ninety-six per cent of global executives are looking to increase their focus towards the social component of the ESG programmes, the report said.

“The pandemic has also been a catalyst for chief executives to evaluate the role their companies play in society,” said Ms Watts.

“Today, many chief executives are talking about issues they may not have previously commented on publicly – from tackling climate change to supporting the diverse communities in which they operate.”

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Belgian authorities joined French police in banning the threatened blockade. A similar lorry cavalcade was planned for Friday in Vienna but cancelled after authorities prohibited it.

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Key figures in the life of the fort

Sheikh Dhiyab bin Isa (ruled 1761-1793) Built Qasr Al Hosn as a watchtower to guard over the only freshwater well on Abu Dhabi island.

Sheikh Shakhbut bin Dhiyab (ruled 1793-1816) Expanded the tower into a small fort and transferred his ruling place of residence from Liwa Oasis to the fort on the island.

Sheikh Tahnoon bin Shakhbut (ruled 1818-1833) Expanded Qasr Al Hosn further as Abu Dhabi grew from a small village of palm huts to a town of more than 5,000 inhabitants.

Sheikh Khalifa bin Shakhbut (ruled 1833-1845) Repaired and fortified the fort.

Sheikh Saeed bin Tahnoon (ruled 1845-1855) Turned Qasr Al Hosn into a strong two-storied structure.

Sheikh Zayed bin Khalifa (ruled 1855-1909) Expanded Qasr Al Hosn further to reflect the emirate's increasing prominence.

Sheikh Shakhbut bin Sultan (ruled 1928-1966) Renovated and enlarged Qasr Al Hosn, adding a decorative arch and two new villas.

Sheikh Zayed bin Sultan (ruled 1966-2004) Moved the royal residence to Al Manhal palace and kept his diwan at Qasr Al Hosn.

Sources: Jayanti Maitra, www.adach.ae

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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.”

How to protect yourself when air quality drops

Install an air filter in your home.

Close your windows and turn on the AC.

Shower or bath after being outside.

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Stay indoors when conditions are particularly poor.

If driving, turn your engine off when stationary.