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Given how uncertain and volatile the global economic and political landscape currently is, with market uncertainty pervasive and investor confidence deteriorating, global private equity firms are on the lookout for stable, new markets where they can be certain not just of promising returns on investment but also an investor-friendly regime.
As a result, the UAE, with its pro-business environment, excellent infrastructure, relatively diversified economy and political stability, is quickly emerging as a preferred investment destination, renowned international investors Laurence Fink and Henry Kravis said at a panel discussion hosted at the Majlis Mohamed bin Zayed.
The discussion, entitled Adnoc as a catalyst for foreign direct investment: a global investment perspective, was held at Abu Dhabi's Al Bateen Palace on Sunday and was attended by Sheikh Hamed bin Zayed Al Nahyan, Chief of the Abu Dhabi Crown Prince Court, as well as other dignitaries.
Fink and Kravis' remarks were extremely topical considering that just hours earlier, their respective firms, BlackRock and Kohlberg Kravis Roberts & Company (KKR), had signed a landmark pipeline infrastructure investment agreement with Abu Dhabi National Oil Company (Adnoc).
The agreement is set to unlock $4 billion in value from Abu Dhabi's crude oil pipelines and marks the first infrastructure partnership between leading global institutional investors and a national oil company in the Middle East. It is certain to pave the way for further significant foreign direct investment (FDI) into Abu Dhabi and the UAE.
Kravis, co-founder, co-chairman and co-CEO of KKR, kicked off the panel discussion by saying he was delighted to take part in this discussion of Adnoc's "capital modernisation" agenda and the "vision for economic transformation" of His Highness Sheikh Mohamed bin Zayed, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces.
Kravis, who co-founded KKR in 1976 and is known as one of the pioneers of the private equity industry, said Sunday's landmark deal "sets an important precedent in the market that can demonstrate the potential for value-add foreign investment across UAE".
With approximately $200 billion in assets under its management, KKR invests capital across the world with the aim of being a partner in supporting economic development, growing companies and meeting the needs of its clients.
Fink, the founder, chairman and CEO of BlackRock, said it was "a privilege to be asked to be part of the Majlis", adding that "information exchanges such as this bring investors and countries together and create a closer community."
Fink is one of the most respected investors and business leaders in the world. He founded BlackRock in 1988 with seven partners, and under his leadership, the firm has grown into a global powerhouse in investment management. Today, BlackRock manages more money than any other investment firm in the world, with around $6 trillion in assets under management.
Kravis and Fink, whose firms are at the forefront of global infrastructure investing, went on to discuss global investment trends and opportunities for partnership in Abu Dhabi and the UAE and the importance of FDI in the country. FDI in the UAE has increased by 21 per cent between 2015 and 2017 to reach $10.4 billion. The United Kingdom, India and Saudi Arabia are the main investors in the country, with the bulk of the funds concentrated in the trade, real estate, energy, finance and insurance, manufacturing and construction sectors, the Majlis heard.
During the course of the discussion, Kravis and Fink covered key trends that affect the global and Middle East investment landscape. Drawing on their experience in investing across American, European, and Asian markets, the international investors discussed the potential for FDI and how their firms approach emerging foreign investment destinations like the UAE. The Majlis also heard why BlackRock and KKR decided to invest in UAE infrastructure assets, and why they feel it is becoming an increasingly attractive global investment destination.
Earlier in the day, Kravis and Fink joined Dr Sultan bin Ahmad Sultan Al Jaber, UAE Minister of State and Adnoc Group CEO, to sign a pioneering, multi-billion dollar investment partnership agreement between Adnoc, KKR and BlackRock. Under the terms of the innovative agreement, the investors will pay around $4 billion for a 23-year lease in the 18 pipelines that carry crude and condensate. Sovereignty of the infrastructure and the management of the pipeline operations will remain with Adnoc.
The partnership "paves the way for further significant foreign direct investment in the UAE", Dr Al Jaber said. "Adnoc has been undergoing a significant business transformation, underpinned by innovative partnerships and investments that are key to unlocking and maximising value across our full portfolio."
Following the wise guidance of the UAE leadership, Adnoc has been transforming into a more commercially-focused and performance-driven organisation and has hit significant milestones regularly over the last three years. Today's deal with BlackRock and KKR represents the next major step in the delivery of this smart growth strategy, demonstrating its expanded partnership model and more proactive management of its assets and capital. The Abu Dhabi government-owned oil giant received an AA long-term credit rating, the region's highest, from Fitch Ratings last week.
Source: khaleejtimes
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- Even if you've invested 10 or 20 years in your current profession, you can still successfully pivot to become an entrepreneur.
- Starting a business is like having a baby—there never really is a “right” time.
You haven’t missed the boat
Many people think that entrepreneurship is a young person’s game. This assumption is probably because when people think of successful entrepreneurs, the ones that immediately come to mind are college dropouts like Bill Gates, Mark Zuckerburg and Michael Dell. However, college dropout entrepreneurs are the exception, and there is data to back it up. A study by the Kauffman Foundation led by Syracuse University professor Carl Schramm revealed that the average entrepreneur was 39 when he or she started a company. Not only that, Schramm said that “Americans who are 35 or older are 50% more likely to start a business than are their younger counterparts”. Also, recent research led by Javier Miranda of the U.S. Census Bureau and Pierre Azoulay of MIT indicated that for the top 0.1% of fastest growing new businesses in the U.S., the average age of the founder in the business’ first year was 45. So, in a nutshell, it’s never too late to become an entrepreneur. In fact, it could be an advantage to start a business mid-career.
Mid-career entrepreneurs are more successful
Starting a business mid-career could be an advantage for many reasons. The Kauffman Foundation study found that entrepreneurs starting businesses mid-career were five times more likely to enjoy success five years later than entrepreneurs starting businesses right out of college. This is because management experience is great training to become an entrepreneur. Once you’re in your 30s or beyond, you’ve acquired strong skills, contacts and industry-specific knowledge that you can apply to a new business. You are more likely to be financially stable so that you can potentially self-fund your new company, allowing you to incur minimal debt and have greater stability. Mid-career entrepreneurs are also more successful than younger founders because it takes time to get to know yourself. Throughout your career, you learn what you like and don’t like with each position. By the time you launch your business, you have a better understanding of your strengths and weaknesses as well as what you need to feel fulfilled as a human being.
Noteworthy mid-career entrepreneurs
Even if you've invested 10 or 20 years in your current profession, you can still successfully pivot to become an entrepreneur. Here are some examples of people who famously shifted careers later in life:
- Vera Wang was an editor at Vogue for 17 years before she became a famous fashion designer at the age of 40.
- Jeff Bezos had a successful career in computer science on Wall Street and took on top roles at numerous financial firms before launching Amazon at the age of 31.
- Ray Kroc spent his career as a milkshake-device salesman before buying McDonald's at the age of 52.
- Bernard Marcus was fired from hardware store Handy Dan at the age of 48 along with his coworker Arthur Blank. The duo later started a rival retailer, Home Depot.
There is never a right time
Starting a business is like having a baby—there never really is a “right” time. It has nothing to do with how old you are, and most likely you will never feel completely ready. The biggest key to get started is to confront the initial fear associated with transitioning from a corporate career to entrepreneurship. Most people today can expect to change careers three to seven times during their working lives. Being in your 30s, 40s or beyond can be a great time to start a business, especially if you’ve planned ahead financially and have a solid support system around you. So, if you are considering becoming a mid-career entrepreneur, it’s never too late. As C.S. Lewis once said, “You are never too old to set another goal or to dream a new dream.” Dream big, plan well and great things will happen.
Caroline is a business & life coach who enjoys helping people escape their 9-5 jobs so.
Source: Forbes
Being a business owner doesn’t necessarily mean being an entrepreneur. If that was the case we wouldn’t need a new and such a complicated word. If you Google “entrepreneur” it will tell you that an entrepreneur is a person who sets up a business or businesses, taking on financial risks in the hope of profit. However, economists and some of the most successful entrepreneurs would disagree. According to economist Joseph Alois Schumpeter (1883-1950), entrepreneurs are not necessarily motivated by profit but regard it as a standard for measuring achievement or success. Peter Drucker who is well known as the father of modern management enriches the definition by emphasizing “change” and “opportunity”. He defines the entrepreneur as “someone who always searches for change, responds to it, and exploits it as an opportunity.”
The word entrepreneur itself originates from the French word “entreprendre” meaning “to undertake”.
Having met thousands of entrepreneurs from many different countries and cultures and being one myself I came up with the Entrepreneurship Mix 8P’s. And if the word itself seemed complicated back then when I was studying the course “Entrepreneurship” for my exams, today I can say that being an entrepreneur is way more complicated than that.
So here are the eight P’s that I believe set successful entrepreneurs apart. The magic is formed by the intersection of most or even better all of the traits so the order is irrelevant.
- Passion
Passion is the key source of energy, motivation and hard work. It is the driving force for every entrepreneur. It is what fuels the moving-mountains attitude and belief that anything can be done. It is what defines the famous “WHY” of the Golden Circle of Simon Sinek. If you are passionate about something you thrive to succeed, you love what you do so much that you want to do more of it. And the more of it you do the greater the chances for succeeding, thus getting better than the rest in your area. In his book Talk Like Ted, Carmine Gallo states that passion is the key to mastering a skill. After analyzing hundreds of great speakers and presenters he claims that passion is the one thing in common for all. To use his phrase, which I love, I believe that successful entrepreneurs know “what makes their heart sing”
- Perception
The story of Bata is the ideal example of this key trait. Bata shops can be found all over Africa, even in its most remote parts. The story behind is that by the end of the 19th century, Africa was opening up its market. Many shoe manufacturers sent their representatives to Africa to see if there was any business opportunity in this emerging market. The majority of them returned home, saying, “Nobody in Africa wears shoes. So, there isn’t any market for our shoes there.” All except for the Bata sales team who reported enthusiastically, “Nobody in Africa wears shoes! So, there’s an enormous market for our shoes in Africa!” The market conditions were the same for everyone and yet it was a matter of perception of the opportunity.
It was the same for me when I was launching the first deal platform in Macedonia at a time when less than 1% of the population was shopping online and e-commerce barely existed (no legal framework, lack of trust, a small share of people with payment cards etc.) Most of my friends with whom I shared the idea though that the market is not ready and the timing is not right and yet my company (Grouper.mk) became a success shortly after launching and today is known as the game-changer of e-commerce in Macedonia.
- Potential
Research shows that the brain capacity of an average person is far greater than its usage. The most successful entrepreneurs are willing to sacrifice hours of sleep and skip social activities with friends in order to invest in their potential. They don’t waste countless hours scrolling on social media or gossip, they feed their brain with quality content, they surround themselves with successful people. They are always curious about new things. And while there are differences in the potential that each of us possesses the good news is that our brains can be trained.
But before this kind of “on purpose” training happens, it is worth mentioning that it all begins with our parents. First with their DNA (which is not in their control) and second with their home growing and teaching (for which they are fully responsible). According to one study by Rauch Foundation 85% of the brain develops until the age of 5. Therefore the environment of a child’s earliest years can have effects that last a lifetime. Therefore governments and entrepreneurship development programs that seek to create more and more entrepreneurs in this world should start by teaching parents how to raise entrepreneurs or people with an entrepreneurial mindset who will use their potential and thrive, instead of pushing accelerators and incubators to find or create entrepreneurs during later stages when brain elasticity is lower.
- People
When talking about people in companies I always like to quote Zig Ziglar – ‘You don’t build a business. You build people, and people build the business’. People make good or bad decisions. Every single business depends on people (regardless of industry). That marketing manager that made that lousy decision to approve those ugly billboard designs, that salesman that negotiated the best deal that broke the sales records, that customer care person that impacted your perception about a particular brand. Every single thing in life depends on people. The success of a company, of a business unit, of a whole country, depends on the people. Even when we travel and explore new cities our opinion about that city is not solely affected by the beautiful nature or the architecture but people living there play maybe the most significant role – their energy, culture, attitude, hospitality influence our impressions.
Every entrepreneur, leader or manager with a vision needs a team that supports its vision to make it a reality. It is up to the ability of entrepreneurs to find the right people, to communicate the vision, to attract talent, to invest in building and sustaining their skills set, their energy, attitude and positivity.
- Persistent Learning
Since I was a little girl, my mother taught me to strive for knowledge and be the best at whatever I do. She would say “You can have houses, cars, and wealth but one day it can all be gone. The world is not always righteous. The only thing that no one can take away from you is your knowledge. If you have the ability to acquire knowledge, to be a fast learner you will always be able to generate new income and build new things.”
And today, to add to my mother’s lesson I would say that another thing that no one can take away from us is our passion.
Persistent learning means learning anytime, anywhere from everyone. Outstanding entrepreneurs are able to absorb valuable information and knowledge for everyone like sponges. Being a fast learner is a must for entrepreneurs in today’s faster than ever changing world.
- Permanent Change
Everybody wants change but nobody wants to change. The resistance to change is in our human nature but the faster we train ourselves to accept and adapt to change the faster we will become better. Successful entrepreneurs are flexible, they can adapt and change quickly. The ability to perceive change as a positive thing, to react and adapt to it is one of the most powerful skills. As Charles Darwin said “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change.” Or as Michael Jackson says “I am starting with the man in the mirror and I am asking him to change his way… If you wanna make the world a better place take a look at yourself and make the change.”
- Perseverance
Imagine you have departed towards your very desired travel destination. You have planned and fantasized about that magnificent place for so long. You start your journey and suddenly there is a big rock standing on your way. So what do you do? If you have some strong friends you might call them to help you push the rock away. If you don’t have any strong friends your solution might be to climb it. But you don’t know how to climb. So you take climbing lessons and come back with your new skill and climb that rock and continue the journey. It is the same in business. The “rock” symbolizes any kind of obstacle you might face (it be a financial issue, can be a marketing issue, you name it). The “strong friends” are the contacts, networks and people you have in life that can help you out. The “climbing lessons” is any new skill that you don’t know at the time or are not interested in but you go and learn it because that is your only way to continue towards your goal.
During the past eight years of extensive hard-work, overcoming barriers, removing rocks, dealing with all sorts of situations, making decisions, working with different characters and meeting people from all over the globe I learned a lot. In fact today I am grateful for all the struggles, for all those ‘rocks’ on my way, for every problem solved (that seemed unsolvable at the moment) because it made me more flexible, adaptable, resourceful and more knowledgeable. It simply helped me gain a competitive advantage and be a better and stronger person.
Nothing in life comes easy (at least success and good things). If you have a mission, if you have a passion it will not be easy. The road will be bumpy, the will be rocks on the way, some of them will be light, some will be super heavy but if there aren’t any rocks one thing is sure – you are not on the right road. It won’t be easy and we should ask for easy because that way no one will be able to copy what we create.
- Proactiveness
Most people only do what they are asked, meeting the very minimal requirements and expectations (or even worse some under deliver). They need to be delegated and even micro-managed. Successful entrepreneurs initiate – they see the bigger picture and foresee the circumstances. They are proactive instead of reactive, they play offense, instead of defense. And this is what makes them hard to replace in any given environment.
Source: Forbes
Saudi Aramco’s trading arm plans to open an office in London soon as it expands its international business, sources familiar with the move said.
Aramco Trading Co (ATC) also opened an office in the bunkering hub of Fujairah, United Arab Emirates in December to trade oil products and hired two traders from Trafigura and PetroChina to run operations there, the sources said.
“Last June, a trading office was inaugurated in Singapore, and last December (another) in Fujairah and very soon in London, just like any trading house,” one of the sources said.
Another source said: “They have moved a few trading desks to Singapore and Fujairah. London is surely next.”
A third source said the London office might be inaugurated as early as next week during International Petroleum (IP) Week, an industry event held annually in the British capital.
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Saudi Aramco, the parent company, already has an office in Marylebone, London. The ATC London operations may be located in the same place as the parent company and are likely to start with a handful of crude oil traders, one of the sources said.
ATC did not immediately respond to a request to comment.
The trading sector faces increased rivalry between national oil companies (NOCs), international oil firms and Swiss merchants. NOCs have cheap feedstock and strength in refining, allowing them to compete aggressively with oil majors and especially traders that lack their own production.
ATC aims to boost its trading volumes in crude and refined products to 6 million barrels per day (bpd) by 2020 and the company’s headquarters will remain in Dhahran, Saudi Arabia, ATC’s chief executive told Reuters last year.
The CEO, Ibrahim al-Buainain, also said the plan to open an ATC regional office in Europe - either London or Geneva - was set for the first quarter of 2019.
Middle East oil producers are venturing into buying and selling oil to boost their incomes as a sharp drop in crude prices since mid-2014 has forced the industry to become more efficient and commercially focused.
State-owned Abu Dhabi National Oil Co is establishing a new trading operation along with Italy’s Eni and Austria’s OMV.
ATC was set up in 2012 initially to market refined products, base oils and bulk petrochemicals, but has since expanded into crude trading mainly to feed international Aramco joint ventures such as the U.S. Motiva refinery and S-Oil in South Korea.
Aramco, the world’s top oil producer and exporter, aims to become the largest integrated energy firm, with plans to expand refining operations and petrochemical output. It pumps around 10 million bpd of crude, of which it exports about 7 million bpd.
The company plans to raise its refining capacity - inside Saudi Arabia and abroad - to 8-10 million bpd, from around 5.4 million bpd now. Aramco is expanding its refining business at home as well as in new markets particularly in Asia. (Writing by Rania El Gamal; Editing by Dale Hudson)
Source: reuters
DP World has bought back British ferry and shipping freight operator P&O Ferries for 322 million pounds ($421 million), more than a decade after it sold it.
DP World acquired the British shipping and logistics company in 2006 but soon sold off some assets, including P&O Ferries to its major shareholder, state holding company Dubai World.
DP World announced on Wednesday it was buying the company, and a spokeswoman later told Reuters it had bought it back from Dubai World.
Dubai World was at the heart of the emirate’s financial crisis at the turn of the decade and was forced to restructure around $25 billion of debt in 2011.
DP World said the P&O Ferries deal was expected to be earnings accretive from the first full year of consolidation and meet its return targets.
The transaction is expected to close in the first half of the year, it said.
DP World’s acquisition of P&O Ferries, which includes P&O Ferrymasters, is part of its efforts to expand beyond its core ports business.
One of the world’s largest port operators, DP World bought Danish logistics company Unifeeder Group last year.
P&O Ferries operates more than 30,000 voyages a year in Europe, according to its website.
The ferries operate between Britain, France, Northern Ireland, the Republic of Ireland, the Netherlands, and Belgium.
Last month, the company said it was shifting the registration of its UK vessels to Cyprus ahead of Britain’s departure from the European Union, in part to keep its tax arrangements in the bloc.
Last week, DP World Chairman Sultan Ahmed Bin Sulayem said the indecisiveness of British politicians on the UK’s exit from the European Union was hampering the company’s ability to plan for its UK operations.
DP World operates London Gateway and a container terminal at Southampton port.
Source: reutersreuters
Dubai Tourism remains focused on ensuring that the emirate becomes the most visited city in the world in line with Dubai's Tourism Strategy 2022-25.
Dubai continued to see steady growth in tourist arrivals last year on the back of its traditional markets, led by India, Saudi Arabia and the UK.
Latest data released by Dubai Tourism disclosed that overnight visitors reached 15.92 million in 2018, an increase of 0.8 per cent over the previous year. India topped with over two million visitors followed by 1.6 million from Saudi Arabia and 1.2 million from the United Kingdom.
While the number of visitors from China and Russia increased 12 per cent and 28 per cent to 857,000 and 678,000, respectively. Both the countries were fourth- and fifth-largest markets in terms of visitor arrivals in Dubai last year.
Helal Saeed Almarri, director-general of Dubai Tourism, said they remain focused on ensuring that the emirate becomes the most visited city in the world in line with Dubai's Tourism Strategy 2022-25. "Throughout 2018, we developed and deployed a custom-market specific approach to deeper penetrate our target markets," he said.
"Our strategic investments, innovative destination promotion programmes, responsive federal policy reforms, and long-term global partnerships - all backed by the tremendous support of our stakeholders across the government and private sector - continue to yield strong results as we ramp up efforts to increase Dubai's accessibility, visibility and overall appeal, minimise barriers to travel, deliver new standards in global travel experiences, and ultimately drive both first-time and repeat visitation," he added.
Germany, the United States, the Philippines, France and Italy rounded off the top 10 markets.
The number of visitors from the US grew four per cent to 656,000 while the Philippines entered into the top 10 for the first time with 387,000 guests.
Tourists from France jumped 17 per cent to 348,000. Nigeria witnessed the highest growth of 36 per cent, bringing it back into the top 29 with 185,000 Nigerians visiting the emirate last year.
According to Dubai Tourism, tourist arrivals from stronghold markets of Oman and Pakistan declined last year.
Manu Midha, regional head for the Middle East at OYO Hotels and Homes, said the tourism industry in Dubai in 2019 will be largely driven by leisure and trade tourists with India, Saudi Arabia and China driving the numbers again.
"Last year, there were over half-a-million trade visitors alone in addition to millions of leisure visitors. The third promising category would be that of medical tourism as Dubai is home to some world class hospitals. There is a lot of traction from Africa within this category," he said.
"Dubai has so much to offer every kind of traveller, whether it is theme parks or shopping the city has covered it all. Then there are investors who are looking for their second homes in the UAE. This industry will also drive the numbers as investors would like to get a feel of the destination before parking their real estate dollars. The fourth category that will drive the tourism sector would be the world of sports which will go on an overdrive in 2019."
Ammar Kanaan, group general manager of Central Hotels, sees tourist arrival growth trend to continue due to multiple attractions and demand drivers. "At the moment, there is a lot more supply coming into the market in preparation for Expo 2020 Dubai and hence, temporarily, supply is expected to exceed demand. This may put pressure on ADR and RevPAR. While some hotels might compromise on the average room rates to boost occupancy levels, others with stronger room rates will see an impact on the occupancies."
He said this year the summer season will be longer due to the advent of the holy month of Ramadan in May, which could prove challenging for business. "From September onwards, we expect the market to pick up better."
Chris Nader, vice-president at Shaza Hotels, said, Dubai is faring better by creating new demand generators in existing and new destinations.
"There is definitely room for hotels that can offer unique experiences in these new locations. Unfortunately, hotels that have no USPs will continue to suffer and reduce rates in order to maintain some market share, and this will be reflected in their negative RevPAR growth index," said Nader.
According to Dubai Tourism, there were 716 establishments across the emirate with 115,967 rooms, an increase of 8 per cent in terms of new rooms supply last year. Currently, 33 per cent of inventory is controlled by five-star hotels, 26 per cent by four-star properties and one-to-three stars command a 20 per cent share. Hotel apartments constitute 21 per cent of the total inventory.
With average occupancy reaching 76 per cent, occupied room nights were up to 30.13 million, while guests' average length of stay remained unchanged at 3.5 nights.
From a regional perspective, 21 per cent of the visitors came from Western Europe, followed by 18 per cent and 17 per cent from GCC and South Asia, respectively. North Asia and Southeast Asia, meanwhile, accounted for 11 per cent of the total.
Mena arrivals grew 10 per cent and 9 per cent from the CIS and Eastern Europe, respectively.
Source: khaleejtimes
Shell CEO Ben van Beurden and Dr Mohammed bin Hamad Al Rumhy, Minister of Oil & Gas (MOG), have signed an Interim Upstream agreement that details funding and a work programme for 2019 for the development of gas resources destined for integrated projects to help meet the Sultanate of Oman’s growing need for energy. The other signatories were Petroleum Development Oman (PDO), Oman Oil Company (OOC) and Total.
Today’s upstream agreement covers gas acreage in the northern part of Block 6 located to the west of the existing Saih Rawl gas field that is operated by PDO. The project covers investments in gas exploration and production, in partnership with Total and OOC. The aim is to integrate the Shell and OOC share of the upstream project with the development of a gas-to-liquids plant (GTL) currently under discussion, to be developed and operated by Shell in partnership with OOC.
Chris Breeze, Shell’s country chairman in Oman, said, “Today’s agreement is a significant step forward. We hope that the development of gas resources destined for the integrated projects will play an important role in generating in-country value and diversifying Oman’s economy. This agreement marks a new chapter in Shell’s close partnership with the government of Oman.”
MOG, Shell and partners (OOC and Total) continue to work closely and diligently to finalise definitive agreements which will underpin the long-term success of the energy projects which were first outlined in the Memorandum of Understanding (MoU) signed in May 2018.
Source: omanobserver
The government of Morocco and Spain have signed a memorandum of understanding (MoU) to construct the third interconnection cable between the two countries.
Similar to the previous two, this third 400-kV link will have a technical capacity of 700 MW. The combined commercial capacity of the three links will amount to 1,500 MW. Spanish grid operator and its Moroccan peer L’Office National de l’Electricite et de l’Eau Potable (ONEE) will be in charge of the study and analysis of the project.
Morocco-Spain power interconnector
The project will require US $169.9m which will be shared 50/50 between the two counties. Ambitious plans to harness North Africa’s solar resource and export the energy to Europe would depend on such trans-continental grid connection.
The interconnection cable project upon completion is estimated to bring f US $140m to the Spanish electricity system gained from tolls and congestion rent since an auction system for the management of the exchange capacity could be implemented.
Energy regulations
The project will also help meet the goal of energy regulations of countries in North Africa to be compatible with European regulations and also the goal for governments and private investors tapped for big bucks.
Commissioning of the project is expected to take place before 2026. Moreover, the two countries have also signed a second collaboration agreement that is aimed at establishing a strategic partnership on energy with objectives focused on the integration of networks and the energy markets, development of renewable energy and energy efficiency.
Interconnection between Spain and Morocco represents one of the maximum exponents of the policy of cooperation between Europe and the Southern Mediterranean countries, backed by the European Community. This is the only submarine interconnection between two continents. The first power link was built in the 1996 while the second was an undersea cable which came into service in 2005 and double transit capacity to 1400 MW.
Source:constructionreview
In the embrace of new technology, every step counts in Egypt’s digital transformation, according to Jacques-Emmanuel Blanchet CEO, HSBC Egypt.
Egypt’s banking architecture is getting a digital upgrade. Efficiency and personalisation are at the top of the list of preferences as one of the world’s oldest civilisations undergoes a very modern disruption.
Progress and change
Two of Egypt’s national goals, to modernise its economy and to support a rapidly growing population, are being carried out within a positive economic outlook. The GDP in the fiscal year 2018 is expected to rise by 5.8%. Egypt’s proactive attitude is driving digital growth in the country’s banking sector and is filtering down to the consumer too. This is largely down to the government, the Central Bank of Egypt(CBE) with the support of the local banking community.
A progressive tone from the top is matched by an enthusiastic response from the banks and the public. This banking ‘marriage’ is bearing fruit.
Seamless customer experience
From the top down, the National Payments Council is putting in a general framework to shift to a less cash-based society, and to create a national system of payment and cards. Meanwhile, the CBE is investing heavily in developing a ‘seamless’ customer experience that is more efficient and easy to use.
Both aim to safeguard the value of human interaction i.e. intensifying the level of trust and loyalty in the customer-bank relationship. The country’s approach includes the promotion of innovative technologies in the design and delivery of financial services. This includes the review of digital banking regulations, and the launch of a fund for innovation and talent investments worth EGP 1bn ($558m).
Digital maturation
From the bottom up, Egypt’s banking community – banks and customers alike – is keen to embrace change. Nearly all respondents, 90.57%, to an HSBC digital survey carried out in Cairo, expect ‘the internet of things’ (the trend towards more devices being online) to have a major impact on their existing business model. Leveraging this appetite for digital maturation is key.
The same applies to tailoring services for different socioeconomic and digitally-able customers. Clear communication to improve understanding within the banking community is vital to build trust and adopt digital banking tools. Patience is also essential, as it will take time to shift the national psyche towards digital banking.
It’s about family
Egypt’s tightknit family and social network must be addressed in banks’ marketing and communication programmes as ‘word-of-mouth’ recommendations carry significant weight when it comes to building reputations and communicating change. The influence of informal knowledge sharing in Egypt will only heighten as the world’s most populated Arab nation gets busier. The United Nations (UN) expects Egypt’s 97 million population today to rise to 120 million by 2030 – a 23% growth in less than 12 years.
As one of the largest multinational banks in Egypt, and with a presence since 1982, HSBC’s unwavering dedication to build its digital knowledge will continue. The bank has been a leading and respected voice on digital advancements for over three decades. Plans to spend $15bn-$17bn on technology, worldwide, up to 2020 are underway, in addition to $6bn in recent years. Such efforts will undoubtedly enhance Egypt’s digital journey, be it through talent creation, research and development, or tech deployment.
Digital toolbox
There are many new digital methods that Egypt’s banking community can use. These include the next generation virtual accounts, enhanced liquidity management, and more streamlined mobile collections and payments. HSBC is always working on how to design and deploy new technologies, including machine learning, artificial intelligence (AI), biometrics and blockchain.
HSBC completed its inaugural blockchain transaction for trade finance this year. This is highly relevant for a growing banking community as each transactional step is entirely transparent and accountable. It is also attractive for Egypt’s growing trade finance market as the country’s gas exports, for example, are likely to rise significantly.
More than half, or 56.6%, of survey respondents to our digital research agreed that international trade has become more difficult over the last three years. This means that making cross-border trade easier by using digital tools is even more critical to sustain Egypt’s global competitiveness.
Challenges to overcome
As with any market in development, some areas need more attention. These include improving cybersecurity, legal frameworks, and scalability. Therein lies the value of collaboration and knowledge sharing, something that HSBC is able to facilitate.
To take an example – globally, banks’ ties with Fintechs are thriving. HSBC’s data showed that approximately $31bn was invested in Fintechs around the world last year. Collaboration agreements and sandbox environments, both promoted by regulators, can help test the relevance of new technologies in Egypt’s banking community.
We must not fear the unknown. Egypt must keep its best foot forward, for every digital step counts.
Source:zawya
Why Do Business in Saudi Arabia?
Although parts of the Middle East and North Africa have seen political turmoil since the start of 2011, Saudi Arabia has remained stable and investors still view it as an attractive place to do business.
The Saudi Riyal is one of the world's most stable currencies and there have been no significant changes in its exchange value during the last three decades.
The key reasons for investing in the Kingdom include:
It is one of the world's 25 largest economies and the largest economy in the Middle East and North Africa Region - MENA.
The Kingdom is one of the world's fastest growing countries worldwide, with per-capita income forecast to rise from USD $25,000 in 2012 to USD $33,500 by 2020.
It has substantial cost advantages due to the low domestic cost of energy and industrial land due to generous subsidies and incentives.
It provides duty free access to other GCC and MENA economies and enjoys good transport and infrastructure links which will soon be supplemented by a national rail system.
Opportunities in Saudi Arabia
Saudi Arabia has a very fast growing economy - GDP growth in 2012 reached over 6%. The booming economy is creating great opportunities for both exporters and investors. These are further boosted by moves to diversify the economy away from dependence on oil and gas, economic reform, market liberalisation and a growing private sector.
Investors in Saudi Arabia enjoy increasingly well-developed business clusters and value chains that set the nation apart from its neighbours and from other emerging economies. The World Economic Forum ranks the Kingdom 6th in the world for Local Supplier Quantity and 24th for both Value Chain Breadth and Production Process Sophistication. Well established, competitive and efficient, Saudi Arabia’s domestic industries – from energy and chemicals to transportation – provide industrial projects with exceptional opportunities for cost savings.
There are opportunities at all levels in:
- Oil, gas and petrochemicals
- Power, including nuclear and renewable energy
- Water and wastewater
- Financial and professional services
- Education, training and human capital development
- Mass transport infrastructure including new rail, metro and bus links
- Environmental technology and services
- ICT
- Consumer and luxury goods
- Defence and security
- Healthcare and Life Sciences
- Mining
Key Sectors
Energy
The KSA’s most prominent sector is poised for unprecedented growth, diversification and profitability. The high oil revenue environment has spurred a boom in both oil and non-oil development projects. Unlike previous investment cycles the current round of investment projects is marked by heavy private sector participation with USD $79 billion in private-sector energy projects under development. Activity in the world’s premier energy economy will develop rapidly as large scale capital spending is applied to building new capacity and expansion of existing facilities. For example, the Arab Oil and gas directory forecasts major new energy investments in KSA, including:
Petrochemical projects USD $90 billion
- Power generation USD $90 billion
- Water desalination plans USD $88 billion
- Natural gas-related projects USD $50 billion
Education
Already the world’s 8th highest education spender, Saudi Arabia recently initiated a complete reform of the current education system, building new educational institutes and funding overseas degrees and training programmes for Saudi students. The primary focus regarding the education sector is to educate young Saudis to fill jobs which are currently being held by expatriates. Despite this budget figure, it's vital for Saudi Arabia to attract a substantial amount of foreign investment in education to meet rapid growth demands.
Security and Defence
Defence & Security sector is one of the important sectors in Saudi Arabia, providing enormous opportunities for British companies. Security is a fast growing sector which is currently estimated to be worth between SR 2.27 - 2.51 billion (USD $605 - $670 million.) Of this figure, around SR 318.8 million (USD $85 million) accounts for physical and electronic security for the banking sector. The balance is for government, industrial, retail, residential and commercial sectors. The Saudi government's defence budget continues to grow, standing approximately at SR 153.8 billion USD $41 billion. The Saudi defence relationship with the UK remains strong,as shown by the recent order for 72 Typhoon aircraft.
Construction
Saudi Arabia represents the largest construction market in the Middle East and one of the fastest growing construction markets in the world. They key areas that are currently being focussed on are improving infrastructure, transport, education and real estate all of which will require construction related activity. According to SAGIA, there is a USD $100 billion planned investment over the next 10 years in transport projects.
Financial and Professional Services
The Saudi banking sector is stable and has not experienced much turmoil during the global financial crisis. The Saudi Stock Exchange (Tadawul) is now the largest in the Gulf region. The Stock Exchange is keen to attract limited foreign participation, develop the derivatives market and to start up a future market for other than just oil. It will shortly move to the new King Abdullah Financial District in Riyadh along with major banks and other service providers.
Healthcare
Healthcare is a thriving sector as the government continues to finance healthcare for its rapidly growing population. Saudi Arabia is the largest market for medical equipment and healthcare products in the Middle East, with the opportunity to cater to unmet demand across the healthcare value chain including medical education, research, facilities, provision and reimbursement.
ICT
Saudi Arabia is the region's largest IT market with strong growth in consumer and enterprise end markets. Huge public investments on infrastructure, health and education have paved the way for advanced technology and security systems in the country with the government planning for the industry to raise its contribution to the GDP by 20 percent by 2020. The IT market in the country was valued at USD $3.6 billion in 2011 and is expected to go up to USD $4.9 billion by 2014.
Liberalisation is occurring across the telecommunications industry, driving increases in competition, service levels and usage. Significant unmet demands for web-based and mobile services and increased enterprise and government commitment for web-based services provide large-scale opportunities for contractors and service providers, with massive public investment in connectivity for Economic Cities, providing unique opportunities for greenfield projects covering millions of users.
Industrial Cities
Today, industrial products make up more than 90 percent of the Kingdom's non-oil exports. Saudi Arabia exports petrochemicals, plastics, metal goods, construction materials and electrical appliances to more than 90 countries.
The Saudi Industrial Property Authority (MODON), is responsible for developing and supervising industrial land in the Kingdom. Their aim is to promote and regulate Industrial Estates and Technology Zones and to encourage the private sector to become involved in their development and operation. Since it was created in 2001, MODON has been working towards a Saudi development vision for the 21st century. They are currently building six new industrial cities and have expressed an interest in dealing with UK consultants for master planning, design, operation and maintenance, and facilities management.
Economic Cities
In addition to the sectors and industrial cities mentioned above, Saudi Arabia is investing billions of dollars into the launch of four Economic Cities in different regions of the country:
- King Abdullah Economic City - Rabigh (near Jeddah)
- Prince Abdul Aziz bin Mousdaed Economic City - Hail
- Knowledge Economic City - close to Al Madinah
- Jazan Economic City - close to Jazan City
These cities, once constructed, will be public-private partnerships that will create attractive investment platforms for foreign companies. Each is designed to maximise investment potential in all sectors and deliver huge advantages to business located there. The cities will promote economic diversification, create over a million new job opportunities, homes for 4-5 million people and contribute an estimated USD $150 billion to Saudi’s GDP.
Source: DoingBusinessGuide