VW chief keeps control in family more out of wisdom than nepotism


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Usually, being a trained kindergarten teacher would not be considered a sufficient qualification for joining the supervisory board of a company the size of Volkswagen, the German car-making giant that employs half a million people.

But Ursula Piëch, 55, has had a helping hand in becoming one of the most powerful women in German business. She is married to Ferdinand Piëch, 74, VW's supervisory board chairman, who secured her nomination to the board last week. Her formal approval at the annual shareholders' meeting on April 19 is a formality.

Given all the controversy over the failure of supervisory boards to do their job properly in the run-up to the global financial crisis of 2008, this blatant act of nepotism would at first sight seem a reckless breach of corporate governance standards.

Mr Piëch, who has chaired VW's supervisory board for the past decade and was its chief executive for seven years before that, is running the global company as if it were a small family-owned business. The move to elevate his wife, in a transparent attempt to cement his legacy at VW, has raised eyebrows in Germany, but there has been scant criticism.

After all, Mr Piëch's business strategy is hard to fault. VW has just reported its highest-ever profit - an operating result of €11.3 billion (Dh54bn) for last year, up by €4.1bn from 2010. Unit sales jumped 14.7 per cent to 8.3 million vehicles, exceeding the 8 million level for the first time. The plan to reach sales of 10 million cars by 2018 could now be fulfilled much earlier.

While most other mass car makers in Europe are struggling, VW is riding high, and much of the credit is due to Mr Piëch. The grandson of Ferdinand Porsche, who founded the luxury car brand Porsche and developed the original VW Beetle, is on course to fulfil his dream of leading VW past General Motors to become the world's largest car maker.

With the help of his wife, he is determined to strengthen his position within the fractious Piëch-Porsche family, which controls 90 per cent of Porsche, which in turns owns just over 50 per cent of VW's voting shares. Ursula started out as a governess in the Piëch household and later became his wife and mother of three of his 12 children.

She has taken on the role of mediator in past family disputes and learnt the business by her husband's side. In 2010, Mr Piëch appointed her as deputy head in two foundations based in Austria that control his Porsche and VW shareholdings. When he dies, she will take over his interest, provided she does not remarry.

The secret of VW's success is that it has remained firmly under the control of an entrepreneur with a passion for cars and for the company he part-owns, whereas many other car industry leaders have focused too strongly on the financial and business sides of their operations.

Despite all the boardroom battles that have dogged VW under his leadership, his constant influence has mostly been stabilising and positive.

So even though VW shareholders may secretly be irked by the way Mr Piëch is turning VW into a hereditary monarchy, they will keep quiet and enjoy the dividends. The car maker is well placed to profit from the surge in global demand for cars in coming decades.

Whether Mrs Piëch will be able to maintain the momentum after Mr Piech passes away remains to be seen. But Germany has a history of widows taking control of companies built up by their husbands, and then doing well.

Friede Springer, who also started out as a nanny, is the widow of Axel Springer, the founder of the publishing company of that name, and is in charge of the flourishing group.

And Liz Mohn, a former dental assistant and telephone operator, is on the supervisory board of the Bertelsmann publishing house run by her late husband, Reinhard Mohn.

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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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