An NMC Speciality Hospital in the UAE. The company's administrators have appointed a new board whose priority will be to "implement corporate governance changes" at the UAE's biggest healthcare operator. Reuters
An NMC Speciality Hospital in the UAE. The company's administrators have appointed a new board whose priority will be to "implement corporate governance changes" at the UAE's biggest healthcare operator. Reuters
An NMC Speciality Hospital in the UAE. The company's administrators have appointed a new board whose priority will be to "implement corporate governance changes" at the UAE's biggest healthcare operator. Reuters
An NMC Speciality Hospital in the UAE. The company's administrators have appointed a new board whose priority will be to "implement corporate governance changes" at the UAE's biggest healthcare operat

NMC Health sets out three-year turnaround plan focused on UAE and Oman operations


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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.

  • The order freezing Mr Shetty's assets limits him to a maximum of $7,000 a week to spend on ordinary living expenses and legal representation Ryan Carter / The National
    The order freezing Mr Shetty's assets limits him to a maximum of $7,000 a week to spend on ordinary living expenses and legal representation Ryan Carter / The National
  • BR Shetty, founder of NMC Group, which consists of NMC Specialty Hospital, UAE Exchange and Neopharma, stands for a portrait in his office. Ryan Carter / The National
    BR Shetty, founder of NMC Group, which consists of NMC Specialty Hospital, UAE Exchange and Neopharma, stands for a portrait in his office. Ryan Carter / The National
  • People walk past a branch of Travelex Currency Exchange in London. Reuters
    People walk past a branch of Travelex Currency Exchange in London. Reuters
  • NMC Royal Hospital in Dubai Investments Park. Chris Whiteoak / The National
    NMC Royal Hospital in Dubai Investments Park. Chris Whiteoak / The National
  • The NMC Pharmacy along the Zayed The First Street, Abu Dhabi. Victor Besa / The National
    The NMC Pharmacy along the Zayed The First Street, Abu Dhabi. Victor Besa / The National
  • The NMC specialty hospital on Zayed the First street in Abu Dhabi. Pawan Singh / The National
    The NMC specialty hospital on Zayed the First street in Abu Dhabi. Pawan Singh / The National
  • A Just Falafel franchise in Covent Garden, London, in 2013. Stephen Lock for The National
    A Just Falafel franchise in Covent Garden, London, in 2013. Stephen Lock for The National
  • Reema Shetty, the co-founder of the Foodsters food-lorry company. Victor Besa for The National
    Reema Shetty, the co-founder of the Foodsters food-lorry company. Victor Besa for The National

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.

North Pole stats

Distance covered: 160km

Temperature: -40°C

Weight of equipment: 45kg

Altitude (metres above sea level): 0

Terrain: Ice rock

South Pole stats

Distance covered: 130km

Temperature: -50°C

Weight of equipment: 50kg

Altitude (metres above sea level): 3,300

Terrain: Flat ice
 

Indoor cricket in a nutshell

Indoor cricket in a nutshell
Indoor Cricket World Cup - Sept 16-20, Insportz, Dubai

16 Indoor cricket matches are 16 overs per side
8 There are eight players per team
9 There have been nine Indoor Cricket World Cups for men. Australia have won every one.
5 Five runs are deducted from the score when a wickets falls
4 Batsmen bat in pairs, facing four overs per partnership

Scoring In indoor cricket, runs are scored by way of both physical and bonus runs. Physical runs are scored by both batsmen completing a run from one crease to the other. Bonus runs are scored when the ball hits a net in different zones, but only when at least one physical run is score.

Zones

A Front net, behind the striker and wicketkeeper: 0 runs
B Side nets, between the striker and halfway down the pitch: 1 run
C Side nets between halfway and the bowlers end: 2 runs
D Back net: 4 runs on the bounce, 6 runs on the full

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.”

Packages which the US Secret Service said contained possible explosive devices were sent to:

  • Former first lady Hillary Clinton
  • Former US president Barack Obama
  • Philanthropist and businessman George Soros
  • Former CIA director John Brennan at CNN's New York bureau
  • Former Attorney General Eric Holder (delivered to former DNC chair Debbie Wasserman Schultz)
  • California Congresswoman Maxine Waters (two devices)
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.

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