Donald Trump's golf courses lost value amid a broader slide in prices, as fewer young people take up the sport. Bloomberg
Donald Trump's golf courses lost value amid a broader slide in prices, as fewer young people take up the sport. Bloomberg
Donald Trump's golf courses lost value amid a broader slide in prices, as fewer young people take up the sport. Bloomberg
Donald Trump's golf courses lost value amid a broader slide in prices, as fewer young people take up the sport. Bloomberg

Trump’s net worth declines amid coronavirus pandemic


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As the presidential election nears, American voters are sure to be asked if they’re better off financially than they were four years ago.

Donald Trump isn’t. The president’s net worth has declined $300 million (Dh1.1 billion) in the past year to $2.7bn, erasing 10 per cent of his fortune since he took office, according to the Bloomberg Billionaires Index.

The drop marked the sharpest decline since Bloomberg began tracking his fortune in 2015. It started with a decrease in income across the Trump Organisation’s portfolio of office buildings and was compounded by the coronavirus pandemic’s impact on property markets.

Mr Trump’s critics would say some of that is his own fault. They have accused him of failing to take the pandemic seriously as it spread, pushing a dubious drug therapy instead of mask-wearing, and leaving states to bid against each other for scarce medical supplies. The president has falsely claimed the country would have fewer cases if there were less testing.

Some corners of the economy are holding up, thanks to massive stimulus efforts by the government and the Federal Reserve, and a rapid acceleration of e-commerce. Still, the toll on real estate, travel and leisure continues.

Declines in the value of the president’s office building at 40 Wall Street, his iconic Trump Tower on Fifth Avenue and properties owned jointly with Vornado Realty Trust accounted for some of the biggest hits to his net worth. His golf courses also lost value amid a broader slide in prices, as fewer young people take up the sport.

The nation’s high infection rate and death toll have rocked businesses belonging to the commander in chief at a crucial time. Late last year, Eric Trump, who’s been running the business while his father is in the White House, began floating a potential sale of their hotel in Washington. In June, Vornado said it was exploring options to “recapitalise” two office towers it co-owns with the Trump Organisation. The pandemic and uncertain outlook for the economy and property market make finding new investors a challenge.

The White House referred a request for comment to the Trump Organisation, which offered no statement. A representative for Vornado didn’t respond to messages seeking comment.

Trump entered office with a net worth of $3bn - he claimed $10bn after a campaign that leveraged his image as a successful businessman promising to usher in broad-based prosperity. After he took over from President Barack Obama, the stock market continued marching higher, which Mr Trump frequently pointed out on Twitter.

Critics saw something else: divergent outcomes for those with money to invest and those without. The virus has created other splits, with tech companies and investment banks posting gains, while retail, travel, leisure and property companies founder.

For the Trump Organisation, the figures could still get worse. The pandemic’s full impact on his empire has yet to play out. Full-year 2019 financials provided to his lenders showed revenue down and expenses up at his office properties well before the virus pain set in. A government-mandated financial disclosure made public last month offers last year’s figures for Mr Trump’s hotel, resort and golf businesses.

Donald Trump delivers remarks to the City of New York Police Benevolent Association at Trump National Golf Club in Bedminster, New Jersey. Reuters
Donald Trump delivers remarks to the City of New York Police Benevolent Association at Trump National Golf Club in Bedminster, New Jersey. Reuters

Mr Trump’s Manhattan properties are his workhorses, throwing off steady cash flow that the company has used to push further into the less reliable golf business. Around the corner from Trump Tower is a cavernous storefront that formerly housed Niketown, a unique perch along one of the world’s most valuable shopping corridors. But Nike moved out in 2018. Nike’s new landlords agreed to make payments on the lease, which is up for renewal in 2022. But the lack of an occupant raises questions about the space’s future, especially with the pandemic crushing many retailers. Average rents for New York retail already have fallen to their lowest level since 2011.

Mr Trump does have disadvantages, including that he’s ineligible for some of the US relief programmes he’s signed into law. But his property holdings have some notable strengths and advantages over peers.

Trump Tower and 40 Wall Street have relatively little leverage, and could potentially take on more if needed. The president’s hotels, resorts and golf courses benefit from enthusiastic Republican visitors. Those operations also get a cash injection from the government every time Trump visits with a retinue of staff and security guards. According to a Washington Post tally this month, the president has spent all or part of 383 days at his golf clubs and other properties since taking office.

And there are bright spots. The president’s branding and licensing businesses continued to generate tens of millions dollars last year, even as some properties that previously licensed the Trump name cut ties. Early offers for his hotel in Washington showed investor appetite for the asset, which has thrown off $40m of revenue annually, though bids were nowhere near the $500m that the Trump family originally sought for it. Mr Trump pays the federal government $3m annually to use to the property.

To calculate the president’s net worth, Bloomberg draws from dozens of sources, including lender, property and company records, prevailing valuation metrics, comparable property data, his government financial disclosures, analyst reports and interviews.

They show far-flung sources of income: Mr Trump drew as much as $5m in royalties for a development in the Philippines, as much as $1m more for a development project in Kolkata and as much as $1m from sales of his 1987 book “The Art of the Deal.”

One possible transaction that shouldn’t be hindered by the pandemic: the sale of one of the company’s helicopters. The Trump Organisation listed the 1989 Sikorsky with mahogany panelling, pale leather and gold fixtures without an asking price. It was featured on Mr Trump’s TV show, “The Apprentice.”

Tank warfare

Lt Gen Erik Petersen, deputy chief of programs, US Army, has argued it took a “three decade holiday” on modernising tanks. 

“There clearly remains a significant armoured heavy ground manoeuvre threat in this world and maintaining a world class armoured force is absolutely vital,” the general said in London last week.

“We are developing next generation capabilities to compete with and deter adversaries to prevent opportunism or miscalculation, and, if necessary, defeat any foe decisively.”

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Classification of skills

A worker is categorised as skilled by the MOHRE based on nine levels given in the International Standard Classification of Occupations (ISCO) issued by the International Labour Organisation. 

A skilled worker would be someone at a professional level (levels 1 – 5) which includes managers, professionals, technicians and associate professionals, clerical support workers, and service and sales workers.

The worker must also have an attested educational certificate higher than secondary or an equivalent certification, and earn a monthly salary of at least Dh4,000. 

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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

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The five pillars of Islam

1. Fasting 

2. Prayer 

3. Hajj 

4. Shahada 

5. Zakat