The old logo of the oil company Statoil at the headquarters in Stavanger, Norway. Statoil's board said on Thursday it would rename the company Equinor.  EPA/KENT SKIBSTAD
The old logo of the oil company Statoil at the headquarters in Stavanger, Norway. Statoil's board said on Thursday it would rename the company Equinor. EPA/KENT SKIBSTAD

Statoil, Norway's biggest oil company renames to prepare to embrace a cleaner future



Oil majors aren’t famed for their pranks, but Statoil had analysts checking it wasn’t April Fool’s Day when it announced a new name that turned out to have been acquired from an Oslo veterinary practice specializing in horses.

“We checked the calendar,” SpareBank 1 Markets analyst Teodor Sveen Nilsen said in a note to clients. “It’s not April 1.”

Should shareholders back the change at its annual general meeting in May, Statoil will be called Equinor, a name intended to reflect the Norwegian oil company’s commitment to cleaner energy sources. Initial reactions on Twitter suggest not everyone is convinced by a rebranding exercise that chief executive Eldar Saetre said could cost as much as 250 million kroner ($32 million).

“I don’t expect Equinor to be love at first sight for everyone,” Mr Saetre told reporters in Oslo on Thursday. “Give it a little time, let it mature. I feel very confident that this is right and important for the company to do.”

At least the Norwegian oil company shouldn’t experience the legal challenge faced by Denmark’s Orsted A/S, which announced in October it was changing its name from Dong Energy to mark its departure from oil and gas. Descendants of Danish scientist HC Orsted have filed a lawsuit against the company for using the name, which they say is protected.

Nevertheless, delegates attending the Norwegian Oil and Gas Association conference in the capital had mixed feelings about the Statoil development.

“It’s sad to lose the Statoil name, but at the same time I can understand,” Christine Sagen Helgo, the mayor of Stavanger, the company’s hometown on Norway’s west coast, said in an interview. “It’s forward-looking. They want to highlight that they wish a greater balance.”

The name change is bound to “stir up some emotions,” said Frode Alfheim, the head of Industry Energy, Norway’s biggest oil union. But what counts is that the company remains 67 percent state-owned, stays in Stavanger and focuses on the Norwegian continental shelf, he said.

The name change is supported by Statoil’s five labor unions and, crucially, Norway’s government. Prime Minister Erna Solberg shrugged off a demand by the opposition Labor party that Parliament be involved, saying politicians should “respect” Statoil’s wishes. But even she conceded “it’s a name we will all need to get used to.”

Petroleum and Energy Minister Terje Soviknes was told of the plan about a month and a half ago, and found out the new name only recently, he said in an interview. He was “a bit bewildered” to begin with, but didn’t have any objections.

“I can see that some people might make jokes,” he said. “At the same time, you feel it maturing quickly, and that it’s reasonable to highlight -- including through the name -- that you’re broadening the company.”

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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