The management and administrators of NMC Healthcare have set out a new, three-year turnaround plan for the business that involves putting the hospital operator through an administration process in Abu Dhabi Global Markets Courts and raising $300m in additional funding from lenders.
Administrators are in the process of either selling or closing down most of its trading arm and are planning to exit several other businesses to concentrate on its core healthcare markets in the UAE and Oman.
"We made the decision that trading was not core and we wanted to divest it to get some value off it," Michael Davis, acting chief executive of NMC, told The National.
"We wanted to focus really on healthcare and not the trading side."
Three international businesses that make up about a quarter of its revenue – its Saudi Arabian joint venture, the UK-based Aspen Healthcare business and an IVF company that operates across Spain and Latin America – have all been deemed non-core and will be sold off either to repay debts or fund operations. Two of these, Aspen and the IVF company, Luarmia, are already generating "considerable interest from prospective buyers", according to the plan presented to stakeholders that has been seen by The National.
NMC Healthcare was founded by BR Shetty in 1975 and grew from a single hospital into the UAE’s biggest privately owned healthcare operator.
The company was listed on the London Stock Exchange in 2012 and was valued at £8.58 billion (Dh40bn) at its peak. However, its shares plunged after short seller Muddy Waters Research issued a report in December 2019 alleging the company had inflated its cash balances, overpaid for assets and understated its debts.
In its turnaround plan presented to lenders, NMC said the discovery of fraud "on a massive scale" in the early part of this year significantly damaged its reputation and threatened its survival.
It was placed into administration in April with debts of $6.6bn, which was considerably more than the $2.1bn on its balance sheet.
"Significant cash has been extracted from the company, resulting in constrained liquidity and payment default to lenders and suppliers," NMC said in its turnaround plan.
Administrators from Alvarez & Marsal are continuing to investigate fraudulent activity at the firm.
"We have got a lot of material and in the near future we hope to launch some actions,” Maria Simovic, managing director at Alvarez & Marsal said. No action has been brought by the administrator against any party to date.
NMC's revival has also suffered as a result of the Covid-19 outbreak. Gross revenue increased 7 per cent in the first two months, but then dropped by 25 per cent between March and May and fell by 35 per cent at the peak of movement restrictions in April.
The company is forecasting full-year gross revenue at its core operations to be 16 per cent lower in 2020 as a result, but is expecting an 18 per cent revival in revenue and a 13 per cent increase in earnings before interest, tax, depreciation and amortisation in 2021 as it lowers its cost base.
NMC has managed to retain most of its staff despite a difficult period that has included the administration, reputational damage and a global pandemic.
“We still have close to 20,000 employees globally, we’ve got 2,000 physicians. In the UAE, [there are] between 13,000 and 15,000 employees and around 1,800 doctors,” Mr Davis said.
Administrators and management have also been faced with a number of legal claims.
Credit Europe Bank brought a claim in the DIFC Courts against Mr Shetty, NMC Healthcare and New Medical Centre Trading to recoup an $8m loan as security cheques provided by Mr Shetty defaulted. Mr Shetty denies writing the cheques, claiming the signatures are fraudulent.
Claims have also been filed by law firms in the US looking to bring class action suits on behalf of investors who held American Depsoitory Receipts in NMC Healthcare.
Ms Simovic said these claims are being dealt with on an individual basis.
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Uefa Champions League Group F
Manchester City v Hoffenheim, midnight (Wednesday, UAE)
Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
How to wear a kandura
Dos
- Wear the right fabric for the right season and occasion
- Always ask for the dress code if you don’t know
- Wear a white kandura, white ghutra / shemagh (headwear) and black shoes for work
- Wear 100 per cent cotton under the kandura as most fabrics are polyester
Don’ts
- Wear hamdania for work, always wear a ghutra and agal
- Buy a kandura only based on how it feels; ask questions about the fabric and understand what you are buying
Fourth Arab Economic and Social Development Summit
As he spoke, Mr Aboul Gheit repeatedly referred to the need to tackle issues affecting the welfare of people across the region both in terms of preventing conflict and in pushing development.
Lebanon is scheduled to host the fourth Arab Economic and Social Development Summit in January that will see regional leaders gather to tackle the challenges facing the Middle East. The last such summit was held in 2013. Assistant Secretary-General Hossam Zaki told The National that the Beirut Summit “will be an opportunity for Arab leaders to discuss solely economic and social issues, the conference will not focus on political concerns such as Palestine, Syria or Libya". He added that its slogan will be “the individual is at the heart of development”, adding that it will focus on all elements of human capital.
The%20Roundup
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Tamkeen's offering
- Option 1: 70% in year 1, 50% in year 2, 30% in year 3
- Option 2: 50% across three years
- Option 3: 30% across five years
QUARTER-FINAL
Wales 20-19 France
Wales: T: Wainwright, Moriarty. Cons: Biggar (2) Pens: Biggar 2
France: T: Vahaamahina, Ollivon, Vakatawa Cons: Ntamack (2)
Company%20profile
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