Fish farms, date palm research centres and language schools have been created in Abu Dhabi due to one of the least known forces shaping the emirate's economy, the Offsets Programme Bureau (OPB).
Through the OPB, weapons and aerospace suppliers lend financial and technical resources to form companies in accordance with their defence contracts in the UAE.
These requirements, known as offsets or counter-trade, stipulate that defence companies offset the high cost of arms and materials by helping to fill gaps in the customer nation's economy.
Although rules now being released promise a new era of co-operation between arms companies and the Government, for the past 18 years foreign contractors sought to fulfil their obligations through starting businesses.
By 2008, about 50 companies had been set up with the help of foreign defence contractors and Dh8 billion (US$2.17bn) has been funnelled into the UAE economy as foreign direct investment, the OPB says.
The exact value of the programme is unclear because some offsets are defence-related. This is the case with the country's largest offset, resulting from a $6.8bn contract with Lockheed Martin for 80 F-16 fighter jets.
It has led companies better known for high-tech weaponry to spawn the unlikeliest of ventures in fields as diverse as finance, agriculture and industry.
The French aerospace firm Dassault created Asmak, a fish farm in the Emirates raising sea bream, after the sale of its Mirage fighters, as well as firms specialising in cut flowers, fire extinguishers and company relocations to the UAE.
After the UAE bought Giat's Leclerc battle tank the French company set up Tabreed, the country's first district cooling company, and Al Wathba Marionnet, a biotechnology company that focuses on developing new types of date palm.
Elettronica, which builds electronic warfare systems, last year agreed to create a gold and silver refinery in Abu Dhabi to satisfy its offset obligations.
Some of the most well-known start-ups from foreign defence firms were not offsets, but created to pre-qualify offset credits for arms sales that never materialised.
Berlitz language school was set up by McDonnell Douglas (now Boeing) in advance of a fighter jet campaign it did not win. The Gulf's largest naval builder, Abu Dhabi Ship Building, was created by the Newport News (now owned by Northrop Grumman) in anticipation of winning deals for fast patrol vessels it was never chosen for.
And British Aerospace (now BAE Systems) helped start Waha Leasing, the first aircraft leasing company in the UAE, also as a pre-credit for a deal that did not go ahead.
After years of learning the basics of setting up and incubating new companies into viable businesses, in 2007 the OPB created a commercial investment arm to accelerate the pace of new start-ups.
The company, Tawazun, has gone on to create a number of firms without the help of foreign companies and their obligations.
They include Al Burkan Munitions Factory, the country's first munitions maker, which was set up by Rheinmetall Munitions Systems and the locally based Al Jaber Group.
Tawazun also owns Abu Dhabi Autonomous Systems Investments, which is developing unmanned systems for land, sea and air.
Tawazun helped set up Transcontinental Industries, in Musaffah, which is the UAE's first bus maker.
igale@thenational.ae
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How it works
A $10 hand-powered LED light and battery bank
Device is operated by hand cranking it at any time during the day or night
The charge is stored inside a battery
The ratio is that for every minute you crank, it provides 10 minutes light on the brightest mode
A full hand wound charge is of 16.5minutes
This gives 1.1 hours of light on high mode or 2.5 hours of light on low mode
When more light is needed, it can be recharged by winding again
The larger version costs between $18-20 and generates more than 15 hours of light with a 45-minute charge
No limit on how many times you can charge
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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.”
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