Kingdom Holding and Batelco scrapped plans to buy Zain's 25 per cent stake in Zain Saudi Arabia. Above, a Zain information kiosk in Riyadh. Waseem Obaidi for The National
Kingdom Holding and Batelco scrapped plans to buy Zain's 25 per cent stake in Zain Saudi Arabia. Above, a Zain information kiosk in Riyadh. Waseem Obaidi for The National

A need for a clear direction at Zain



Zain faces an urgent challenge after the most tumultuous year in the company's history.

The Kuwaiti telecommunications operator has been left in disarray after its failure to raise cash by selling off assets and a stake in the group.

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Analysts have warned that the company must now take decisive action if it is to stem further share-price declines.

So far, Zain has failed to sell a US$12 billion (Dh44.07bn) controlling stake in the business to Etisalat in the UAE, while plans to raise $950 million by offloading the Saudi Arabian operation have also fallen through.

All this has hit the company's share price, which has tumbled 38 per cent this year, closing last week at 0.93 dinars.

"A lot of investors are now beginning to vote with their feet," said Ibrahim Masood, a senior investment officer for asset management at the bank Mashreq. "So they need to do something, and they need to do something now.

"We're still waiting to get some clarity as to what exactly is it that Zain's strategy is over the next three years or so."

Zain started selling foreign operations last year, with most of its African subsidiaries going to India's Bharti Airtel for $9bn.

But since then, Mr Masood says, the company has lost its direction.

"Everybody has been waiting for the next big strategic move," he says.

Zain faces many problems. It lost several key members of its management team this year, including Barrak Al Sabeeh, the chief operating officer, and Haitham Al Khaled, the chief strategy and business development officer.

Disagreement among Zain stakeholders has also created uncertainty.

The Kharafi Group, a major shareholder with 26 per cent, has led calls for Zain to be sold, but the move has been opposed by other board members.

Kharafi is keen to raise cash. Reuters reported that it owes about $5bn to local banks.

"The Kharafi Group and their supporters were clearly motivated by the need for raising some liquidity," Mr Masood said. "Their motivation for pushing for a strategic sale to Etisalat wasn't exactly driven on the merits of the transaction itself."

Zain Group also faces a major challenge in Saudi Arabia. It owns a 25 per cent stake in Zain Saudi Arabia, which was recently forced to put forward a capital restructuring plan amid accumulated losses of $2.5bn.

Last month, Saad Al Barrak, the Saudi Arabian division chief executive, resigned after the collapse of talks to sell Zain's stake in the telecoms operation to Kingdom Holding and Batelco.

Andre Popov, a partner at the consultancy Peppers & Rogers Group in Dubai, says Zain "needs to fundamentally change both its strategy and tactical execution" in Saudi Arabia.

"Zain faces two great competitors: Mobily and very nimble incumbent STC [Saudi Telecom Company], who react very quickly to any of Zain's moves," Mr Popov says. "Zain started a price war on international tariffs that was met with swift responses by the other two competitors, and destroyed value for all three companies."

Despite those problems, analysts point to Zain's lucrative operations in markets such as Iraq, Sudan and Kuwait as signs of future growth.

"If you look at Zain today in the Middle East, they own very strong franchises in the countries in which they operate," says Simon Simonian, a telecoms analyst at Shuaa Capital. "And most of them are the number one operators in their respective markets."

But even in these high-potential markets there are challenges. Zain may be forced to pay additional, unexpected licence fees for the right to operate in South Sudan, after that country's formation in July.

"They'll probably end up having to pay anywhere between €80m (Dh404.8m) to €90m for the licence in the south," Mr Masood says.

But in the end, Zain shareholders may be tempted to sell a controlling stake in the company.

"Most of the telecom operators in the region are government-owned, and these are considered as national champions," Mr Simonian says. "So they are buyers, not sellers.

"Zain is in a unique situation. It is not government-owned, and has prime assets where they are the number one operator in key countries in the Middle East," he says.

Matthew Reed, a senior analyst for the Middle East and Africa at Informa Telecoms & Media, echoes those views. A renewed bid for Zain by Etisalat is "not impossible", he says.

But he also warns that Zain must first come up with a coherent strategy for the future.

"If the problems are not resolved, then it could begin to have operational and financial repercussions," Mr Reed says. "One wonders where Zain goes from here."

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What is the FNC?

The Federal National Council is one of five federal authorities established by the UAE constitution. It held its first session on December 2, 1972, a year to the day after Federation.
It has 40 members, eight of whom are women. The members represent the UAE population through each of the emirates. Abu Dhabi and Dubai have eight members each, Sharjah and Ras al Khaimah six, and Ajman, Fujairah and Umm Al Quwain have four.
They bring Emirati issues to the council for debate and put those concerns to ministers summoned for questioning. 
The FNC’s main functions include passing, amending or rejecting federal draft laws, discussing international treaties and agreements, and offering recommendations on general subjects raised during sessions.
Federal draft laws must first pass through the FNC for recommendations when members can amend the laws to suit the needs of citizens. The draft laws are then forwarded to the Cabinet for consideration and approval. 
Since 2006, half of the members have been elected by UAE citizens to serve four-year terms and the other half are appointed by the Ruler’s Courts of the seven emirates.
In the 2015 elections, 78 of the 252 candidates were women. Women also represented 48 per cent of all voters and 67 per cent of the voters were under the age of 40.
 

AUSTRALIA SQUAD

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Profile

Company name: Marefa Digital

Based: Dubai Multi Commodities Centre

Number of employees: seven

Sector: e-learning

Funding stage: Pre-seed funding of Dh1.5m in 2017 and an initial seed round of Dh2m in 2019

Investors: Friends and family 

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Started: December 2011
Co-founders: Elie Habib, Eddy Maroun
Based: Beirut and Dubai
Sector: Entertainment
Size: 85 employees
Stage: Series C
Investors: MEVP, du, Mobily, MBC, Samena Capital

The rules on fostering in the UAE

A foster couple or family must:

  • be Muslim, Emirati and be residing in the UAE
  • not be younger than 25 years old
  • not have been convicted of offences or crimes involving moral turpitude
  • be free of infectious diseases or psychological and mental disorders
  • have the ability to support its members and the foster child financially
  • undertake to treat and raise the child in a proper manner and take care of his or her health and well-being
  • A single, divorced or widowed Muslim Emirati female, residing in the UAE may apply to foster a child if she is at least 30 years old and able to support the child financially
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In numbers: PKK’s money network in Europe

Germany: PKK collectors typically bring in $18 million in cash a year – amount has trebled since 2010

Revolutionary tax: Investigators say about $2 million a year raised from ‘tax collection’ around Marseille

Extortion: Gunman convicted in 2023 of demanding $10,000 from Kurdish businessman in Stockholm

Drug trade: PKK income claimed by Turkish anti-drugs force in 2024 to be as high as $500 million a year

Denmark: PKK one of two terrorist groups along with Iranian separatists ASMLA to raise “two-digit million amounts”

Contributions: Hundreds of euros expected from typical Kurdish families and thousands from business owners

TV channel: Kurdish Roj TV accounts frozen and went bankrupt after Denmark fined it more than $1 million over PKK links in 2013 

How to wear a kandura

Dos

  • Wear the right fabric for the right season and occasion 
  • Always ask for the dress code if you don’t know
  • Wear a white kandura, white ghutra / shemagh (headwear) and black shoes for work 
  • Wear 100 per cent cotton under the kandura as most fabrics are polyester

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  • Buy a kandura only based on how it feels; ask questions about the fabric and understand what you are buying
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Portugal 1
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How tumultuous protests grew
  • A fuel tax protest by French drivers appealed to wider anti-government sentiment
  • Unlike previous French demonstrations there was no trade union or organised movement involved 
  • Demonstrators responded to online petitions and flooded squares to block traffic
  • At its height there were almost 300,000 on the streets in support
  • Named after the high visibility jackets that drivers must keep in cars 
  • Clashes soon turned violent as thousands fought with police at cordons
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Founder: Muhammad Khalid
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UAE currency: the story behind the money in your pockets
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COMPANY PROFILE
Name: Kumulus Water
 
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November 30, December 1-2
International Vets
Christina Noble Children’s Foundation fixtures

Thursday, November 30:

10.20am, Pitch 3, v 100 World Legends Project
1.20pm, Pitch 4, v Malta Marauders

Friday, December 1:

9am, Pitch 4, v SBA Pirates

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Engine: 3.8-litre V6

Power: 295hp at 6,000rpm

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Transmission: 8-speed auto

Fuel consumption: 10.7L/100km

Price: Dh179,999-plus

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Starring: Jack Black, Jennifer Coolidge, Jason Momoa

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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.”

The National's picks

4.35pm: Tilal Al Khalediah
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5.45pm: Raging Torrent
6.20pm: West Acre
7pm: Flood Zone
7.40pm: Straight No Chaser
8.15pm: Romantic Warrior
8.50pm: Calandogan
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ETFs explained

Exhchange traded funds are bought and sold like shares, but operate as index-tracking funds, passively following their chosen indices, such as the S&P 500, FTSE 100 and the FTSE All World, plus a vast range of smaller exchanges and commodities, such as gold, silver, copper sugar, coffee and oil.

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There are thousands to choose from, with the five biggest providers BlackRock’s iShares range, Vanguard, State Street Global Advisors SPDR ETFs, Deutsche Bank AWM X-trackers and Invesco PowerShares.

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