Esam Janahi, the chairman of Gulf Finance House, says they have conducted a thorough review of their cost base and successfully reduced expenses by 20 per cent.
Esam Janahi, the chairman of Gulf Finance House, says they have conducted a thorough review of their cost base and successfully reduced expenses by 20 per cent.
Esam Janahi, the chairman of Gulf Finance House, says they have conducted a thorough review of their cost base and successfully reduced expenses by 20 per cent.
Esam Janahi, the chairman of Gulf Finance House, says they have conducted a thorough review of their cost base and successfully reduced expenses by 20 per cent.

Gulf Finance House narrows its full-year loss to $349m


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Bahrain's Gulf Finance House (GFH) said yesterday it lost US$349 million (Dh1.28 billion) last year as it continued to reconfigure its business model and stabilise its balance sheet.

That loss still represented an improvement on 2009, when GFH, one of the regional investment houses hit hardest by the financial crisis, lost $728m.

The narrowed loss stemmed from reduced costs and about $300m raised from asset sales, the company said.

"We have continued a prudent and far-reaching review of all of our assets, made provisions where appropriate and successfully exited some of our investments," said Esam Janahi, GFH's chairman.

"In tandem, we have conducted a thorough review of our cost base and successfully reduced expenses by 20 per cent, or $25m, across the bank."

GFH was one of the Gulf's boldest players during the global boom in financial markets, leveraging strong investor sentiment and high regional liquidity to launch multibillion-dollar property and industrial developments in locations including Bahrain, Qatar, India and Libya.

It began posting heavy losses and was forced to change the way it did business after the financial crisis undercut a model that relied on collecting premiums from investors in huge property and private-equity deals. Many of those big projects have yet to get off the ground, but the company has said it is committed to honouring its obligations to investors.

Since the onset of the crisis, GFH has begun a transition to specialising in launching Islamic financial institutions in the region.

It has begun selling assets acquired during the boom, including its stake in the Bahrain Financial Harbour, its share of the Qatari investment bank QInvest and part of a Saudi property company.

GFH has also made strenuous efforts to reduce debt through negotiations with lenders. Last year it repaid $200m of debt and extended the maturity of $100m of debt until as late as 2013.

Those moves left GFH's assets at about $1bn at the end of last year, the company said. Its liabilities were reduced from about $1.2bn to $900m last year.

GFH also said yesterday it had received more than $100m in commitments to fund a recapitalisation agreed on in November. The board of directors voted to consolidate the company's shares and raise up to $500m to finance the new business model. GFH is listed in Bahrain but has cross-listings on the Dubai Financial Market and the Kuwait Stock Exchange.

"Our priorities at GFH are now very clear, namely to grow revenues, maximise efficiencies and continue to monitor and minimise costs," Mr Janahi said.

MATCH INFO

Jersey 147 (20 overs) 

UAE 112 (19.2 overs)

Jersey win by 35 runs

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 bio

Favourite book: Peter Rabbit. I used to read it to my three children and still read it myself. If I am feeling down it brings back good memories.

Best thing about your job: Getting to help people. My mum always told me never to pass up an opportunity to do a good deed.

Best part of life in the UAE: The weather. The constant sunshine is amazing and there is always something to do, you have so many options when it comes to how to spend your day.

Favourite holiday destination: Malaysia. I went there for my honeymoon and ended up volunteering to teach local children for a few hours each day. It is such a special place and I plan to retire there one day.

Washmen Profile

Date Started: May 2015

Founders: Rami Shaar and Jad Halaoui

Based: Dubai, UAE

Sector: Laundry

Employees: 170

Funding: about $8m

Funders: Addventure, B&Y Partners, Clara Ventures, Cedar Mundi Partners, Henkel Ventures