DOCSLIB.ORG

NBK: Safest and Best Bank in the Middle East Service, NBK Provides Just That

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
NBK: Safest and Best Bank in the Middle East Service, NBK Provides Just That 11.4% increase from from increase 11.4% consecutive year. consecutive to KD378.3 million-an million-an KD378.3 to for a fourth fourth a for Banks Operating profit also rose rose also profit Operating the the World’s 50 Safest Safest 50 World’s reported for 2010. 2010. for reported 2012 and ranked as one one as ranked and 2012 the KD301.7 million million KD301.7 the for for Best Bank in Kuwait Kuwait in Bank Best million, an increase over over increase an million, and the the and Middle East East Middle for 2011 of KD302.4 KD302.4 of 2011 for as the as Best Bank in the the in Bank Best non-controlling interests interests non-controlling by named Global Finance Global the Best Bank in Kuwait Award every year since 2002. since year every Award Kuwait in Bank Best the ous awards from prestigious worldwide publications. publications. worldwide prestigious from awards ous reported net profit after after profit net reported ing position, having been been having position, ing magazine, and received received and magazine, from East Middle the Euromoney - numer NBK earned also has technology best-of-breed Its agement strategies, NBK NBK strategies, agement - lead and achievements its for Since 2008, the bank has won the award for Best Bank in in Bank Best for award the won has bank the 2008, Since East in 2010 and 2011. 2011. and 2010 in East - man risk sound and position, NBK continues to be recognized recognized be to continues NBK in Kuwait. in inception, and named NBK Bank of the Year in the Middle Middle the in Year the of Bank NBK named and inception, expansion strategy, resilient capital capital resilient strategy, expansion credit rating agencies. In addition, addition, In agencies. rating credit NBK the Best Bank In The Middle East and the Best Bank Bank Best the and East Middle The In Bank Best the NBK Best Deal of the Year numerous times since its its since times numerous Year the of Deal Best Due in large part to its successful successful its to part large in Due ed bank in the Middle East by the major major the by East Middle the in bank ed Safest Banks for four years running, and in 2012 named named 2012 in and running, years four for Banks Safest has recognized NBK transactions as as transactions NBK recognized has region. The Banker The Singapore, Geneva and China. and Geneva Singapore, - highest-rat the as position its retain bank the helped has ranked NBK as one of the World’s 50 50 World’s the of one as NBK ranked has Global Finance Global changing deals in different jurisdictions throughout the the throughout jurisdictions different in deals changing global financial hubs—including London, Paris, New York, York, New Paris, London, hubs—including financial global tive strategy and stable management team. These attributes attributes These team. management stable and strategy tive growth and stability within the Gulf region and beyond. beyond. and region Gulf the within stability and growth market- many its with banking, investment in Middle East and North Africa (MENA) region and leading leading and region (MENA) Africa North and East Middle - conserva a by backed quality, asset outstanding its to credited NBK has long been recognized for its outstanding focus on on focus outstanding its for recognized been long has NBK NBK has won numerous awards for its outstanding work work outstanding its for awards numerous won has NBK with an additional 109 branches in 16 countries in both the the both in countries 16 in branches 109 additional an with NBK’s strong performance amid volatile conditions can be be can conditions volatile amid performance strong NBK’s branches, and continues to grow its international network, network, international its grow to continues and branches, KD414.0 million in 2011 to KD6,799.2 million. million. KD6,799.2 to 2011 in million KD414.0 Global Accolades Global It has the largest presence of any bank in Kuwait, with 67 67 with Kuwait, in bank any of presence largest the has It source of stable funding, customer deposits increased by by increased deposits customer funding, stable of source financial and business centers. centers. business and financial Kuwaiti consumer base whose deposits are a continuing continuing a are deposits whose base consumer Kuwaiti largest overseas branch network, spanning many of the world’s world’s the of many spanning network, branch overseas largest million-up KD5.8 million over 2010. Reflecting its loyal loyal its Reflecting 2010. over million KD5.8 million-up an ever-expanding local and regional clientele, and boasts the the boasts and clientele, regional and local ever-expanding an bank reported net fees and commissions for 2011 of KD104.1 KD104.1 of 2011 for commissions and fees net reported bank only institution in Kuwait to continue operation throughout the Gulf War and the political crises that rocked the region. region. the rocked that crises political the and War Gulf the throughout operation continue to Kuwait in institution only and footprint.The bank enjoys a dominant market share with with share market dominant a enjoys bank footprint.The and With growth in lending, trade finance and retail fees, the the fees, retail and finance trade lending, in growth With In addition, its secure and sound management was clearly demonstrated during the early 1990s, as the bank was the the was bank the as 1990s, early the during demonstrated clearly was management sound and secure its addition, In globally-over the past year, strengthening its market position position market its strengthening year, past the globally-over saving initiatives implemented across the group. group. the across implemented initiatives saving in terms of capital strength and asset quality. quality. asset and strength capital of terms in development strategy in the broader MENA region-and region-and MENA broader the in strategy development 2010, reflecting the continued positive benefit of various cost cost various of benefit positive continued the reflecting 2010, steering through the murky waters of the global financial crisis to come out far ahead of its peers peers its of ahead far out come to crisis financial global the of waters murky the through steering NBK continued to focus on its long-term growth and and growth long-term its on focus to continued NBK stable at KD162.0 million, compared to KD159.1 million in in million KD159.1 to compared million, KD162.0 at stable thy hands at NBK. NBK has consistently demonstrated its resilience through difficult times— difficult through resilience its demonstrated consistently has NBK NBK. at hands thy franchise throughout the Middle East. East. Middle the throughout franchise 31.9% in 2010, and operating expenses for 2011 remained remained 2011 for expenses operating and 2010, in 31.9% - trustwor in are they that know clients management, crisis successful and management risk dent in Kuwait and has successfully extended its well-established well-established its extended successfully has and Kuwait in The cost to income ratio improved to 30.0% compared to to compared 30.0% to improved ratio income to cost The - pru growth, earnings in record track unrivalled an boasting team executive long-serving a With the years, it has remained the leading financial institution institution financial leading the remained has it years, the most well-capitalized banks in the world. world. the in banks well-capitalized most ner with a broad local footprint and a reputation for security, safety and solidity. That bank is NBK. is bank That solidity. and safety security, for reputation a and footprint local broad a with ner shareholding company in Kuwait and the Gulf region. Over Over region. Gulf the and Kuwait in company shareholding scribed by the Central Bank of Kuwait, making it one of the the of one it making Kuwait, of Bank Central the by scribed - part trusted a have to critical is it Africa, North East Middle the as unique and diverse as region a In established in 1952 as the first local bank and the first first the and bank local first the as 1952 in established - pre 12% of minimum the to 18.3%-compared reached 2011 NBK: Best Bank in the Middle East Middle the in Bank Best NBK: in 2012. bank was was bank 2012. in the and the Middle East: Its Basel II capital adequacy ratio at year-end year-end at ratio adequacy capital II Basel Its East: Middle the Best Bank in Kuwait Kuwait in Bank Best East The bank was also ranked the the ranked also was bank The solidity in order to continue to be the best and safest bank in in bank safest and best the be to continue to order in solidity Best Bank in the Middle Middle the in Bank Best al conditions. conditions. al NBK is focused on continuously increasing its strength and and strength its increasing continuously on focused is NBK - glob difficult of face the in stability and strength its strates helped to achieve the increase. increase. the achieve to helped - demon This year. last October in published list the in 47th emphasis on diversification of asset classes and volume growth growth volume and classes asset of diversification on emphasis coming in 33rd place in the April 2012 listing, up from from up listing, 2012 April the in place 33rd in coming reflecting a 6% increase from KD358.8 million in 2010. An An 2010. in million KD358.8 from increase 6% a reflecting to its financial strength, rating agencies also acknowledge the the acknowledge also agencies rating strength, financial its to since its foundation.
Load more

Recommended publications
  • NBK Annual Report 2020 3 1 Strategic Review
    Maintaining Course Annual Report 2020 Maintaining Course HH Sheikh HH Sheikh Nawaf Al-Ahmad Al-Jaber Al-Sabah Mishal Al-Ahmad Al-Jaber Al-Sabah Emir of the State of Kuwait Crown Prince of the State of Kuwait At a glance 97,996 57,722 4 96,524 54,584 Continents 51,124 90,447 7,179 2018 2019 2020 2018 2019 2020 Global Employees Total Assets (USD million) Loans, Advances and Islamic Financing (USD million) 56,403 1.72% 10,575 10,463 52,533 NPL Ratio 9,724 47,449 7.0% Return on Average 2018 2019 2020 2018 2019 2020 Equity Total Equity (USD million) Customer Deposits (USD million) 1,323 2,953 98.0 1,222 2,913 USD Billion Total 812 2,778 Assets 18.4% 2018 2019 2020 2018 2019 2020 Capital Adequacy Ratio Net Profit Attributable Net Operating Income (USD million) to Shareholders (USD million) About NBK Founded in Kuwait City in 1952, the Ownership 1. Consumer and private banking National Bank of Kuwait S.A.K.P. (‘NBK’ 2. Corporate banking or the ‘Bank’) is the country’s longest- Established by a group of leading Kuwaiti 3. Islamic banking (through subsidiary serving local bank – and the first merchants, NBK has retained its core Boubyan Bank) shareholding company in Kuwait and the shareholder base since inception. Its 4. Investment banking and asset Gulf Cooperation Council (‘GCC’). Over shares have been listed on the Kuwait management (through subsidiary NBK 68 years, NBK has established itself as Stock Exchange since 1984, with a Capital) Kuwait’s leading financial institution, single shareholder (the Public Institution extending its franchise across the Middle for Social Security) owning more than East and beyond, to global markets.
    [Show full text]
  • Philip Dowsett
    Philip Dowsett Partner Dubai | 804 South Tower, Emirates Financial Tower, Al Sukook Road, DIFC, PO Box 506675, Dubai, United Arab Emirates T +971 4 425 6333 | F +971 4 425 6301 [email protected] Services Mergers and Acquisitions > Private Equity > Corporate > Investment Funds: Middle East > Emerging Markets > Strategic Transactions > Philip Dowsett focuses on complex cross-border mergers and acquisitions, private equity and venture capital matters. Mr. Dowsett also advises on takeovers, divestitures, joint ventures and corporate finance transactions in the Middle East, United Kingdom, Europe and the United States. His practice includes fund formation, fund governance and investment management matters. Mr. Dowsett’s clients include regional and international investors; private equity and venture capital firms; family offices; and sovereign wealth funds and corporates. His clients come from a range of industries, such as energy, healthcare, media and technology, infrastructure, retail and finance. Chambers Global 2020 and 2019 ranks Mr. Dowsett for Corporate/M&A and Investment Funds in the Middle East. Clients describe him as “fantastic”, “very personable” with “a strong positive attitude towards getting a deal done.” He is commended for “his ability to understand the client's objectives and provide solutions which are aligned to them”. Mr. Dowsett is also ranked in The Legal 500 EMEA 2020 and 2019 for Commercial, Corporate and M&A and Investment Funds noting that he is “fast, bright, knowledgeable of commercial matters and makes things happen.” Prior to joining Dechert, Mr. Dowsett was a partner at another global law firm in Dubai. He has previously worked in London and Hong Kong, and completed a secondment at one the largest sovereign wealth funds in the Middle East.
    [Show full text]
  • Gulf Credit Partners Insights Into Private Debt Investing
    Gulf Credit Partners Insights into Private Debt Investing October 2016 THIS DOCUMENT IS BEING ISSUED BY GULF CAPITAL CREDIT PARTNERS LIMITED WHICH IS ESTABLISHED IN THE DIFC AND IS REGULATED BY THE DFSA FOR THE PROVISION OF ADVISORY AND ARRANGING SERVICES. ALL COMMUNICATIONS AND SERVICES ARE DIRECTED AT PROFESSIONAL CLIENTS ONLY, PERSONS OTHER THAN PROFESSIONAL CLIENTS, SUCH AS RETAIL CLIENTS, ARE NOT THE INTENDED RECIPIENTS OF OUR COMMUNICATIONS OR SERVICES. THE INFORMATION CONTAINED HEREIN IS STRICTLY CONFIDENTIAL AND HAS PROVIDED SOLELY FOR THE PURPOSE OF UPDATING THE INVESTORS AND KEY STAKEHOLDERS ON CERTAIN MATTERS IN RESPECT OF THE FUND. THIS PRESENTATION MAY NOT BE REPRODUCED IN WHOLE OR IN PART, AND MAY NOT BE DISCLOSED TO ANY PERSON WITHOUT THE PRIOR WRITTEN CONSENT OF THE GENERAL PARTNER. UNAUTHORIZED USE OR DISCLOSURE OF THE INFORMATION CONTAINED HEREIN MAY GIVE RISE TO IRREPARABLE INJURY TO THE FUND AND A RIGHT TO EQUITABLE AND INJUNCTIVE RELIEF IN ADDITION TO SUCH OTHER DAMAGES OR RELIEF THAT MAY BE OCCASIONED BY SUCH UNAUTHORIZED USE OR DISCLOSURE. Gulf Credit Partners – Insights into Private Debt Investing Investing in Private Debt Alternative finance providers are progressively expanding Figure 1: Capital Structure globally as a source of capital for mid-market private sector companies and private equity looking for long term access to finance. Although adoption varies by country, the emergence of an investor pool looking for yield has opened a new market for mid-sized companies to be supported by institutional investors in the absence of a rating. Small to mid-sized companies do not have the same access to financing as large corporates.
    [Show full text]
  • The Comprehensive Review of Mergers and Acquisitions in the EMEA Region FY 2017 an Acuris Company
    An Acuris Company The comprehensive review of mergers and acquisitions in the EMEA region FY 2017 Deal Drivers EMEA mergermarket.com MERGER OR ACQUISITION If you’re serious about achieving the best deal for your business, then you need to get serious about your document preparedness for due diligence. Scrambling for files when there’s an M&A opportunity opens the door for errors, which could harm your shareholders. Businesses rely on Merrill’s award-winning SaaS technology to help them fully prepare for a rapid deal while ensuring their most sensitive documents remain private and secure. To learn how we can help you, contact us today. +44 (0)20 3031 6300 [email protected] www.merrillcorp.com © Merrill Communications LLC. All rights reserved. All trademarks are property of their respective owners. Mergermarket Deal Drivers EMEA Contents 3 FY 2017 Contents Foreword 4 Telecoms, Media & Technology 42 EMEA Heat Chart 5 Transportation 48 All Sectors 6 Pharma, Medical & Biotech 54 Financial Services 18 Construction 60 Industrials & Chemicals 24 The Middle East & North Africa 66 Energy, Mining & Utilities 30 About Merrill Corporation 73 Consumer 36 Merrill Corporation Contacts 73 mergermarket.com Mergermarket Deal Drivers EMEA Foreword 4 FY 2017 Foreword Welcome to the full-year 2017 edition of While dealmaking activity spanned a variety of With strong economic fundamentals, Deal Drivers EMEA, published by Mergermarket sectors, it was industrials & chemicals which heightened boardroom confidence and strong in association with Merrill Corporation. This took the M&A crown in 2017. Driven by large balance sheets underscoring European M&A, report provides an extensive review of M&A deals in the chemical segment and renewed the positive momentum seen in 2017 looks set activity across Europe, the Middle East and interest in the automotive space, deal value to continue into the coming year.
    [Show full text]
  • NBK Capital Partners and the Role of Private Capital in Emerging Markets 2020
    2020 Legatum Center for Development and Entrepreneurship at MIT NBK Capital Partners and the Role of Private Capital in Emerging Markets CASE STUDY DECEMBER 2020 REGIE MAURICIO DINA H. SHERIF SECTION I: NEW IDEAS FOR A CHALLENGING MARKET Yaser Moustafa joined National Bank of Kuwait Capital Partners (NBKCP) as Senior Managing Director at a turning point in April 2015. His primary goals were to diversify the alternative investments company’s LP base and grow multi-fund platform investment strategies. However, Yaser quickly realized that more time and effort was required to ensure that the portfolio companies created value that would bring back solid returns for the fund. The macroeconomic environment at the time was unforgiving. The 2011 revolutions in the area scared off many foreign investors, and in the year that Yaser assumed this role, the price of oil dropped by 70%. Portfolio companies needed to weather challenging circumstances but often lacked the institutional resilience. One such firm was Yatsan, a mattress and sleep product manufacturer in Turkey. The platform had only recently acquired a majority in the company in 2014. It had previously held a minority share in the company and realized that it could not affect the kind of changes needed for the business to grow. Yatsan was a family business and faced many endemic challenges including irregular financial bookkeeping and inconsistent compliance efforts. All 800 of the company's employees reported directly to the owners who managed by personal relationships. The salary scale was not uniform, the pay schedule unpredictable, the health and safety standards inadequate, and no union in operation.
    [Show full text]
  • NBK Capital Wins the Banker's
    10 Business Sunday, June 20, 2021 NBK Capital wins The Banker’s ‘Deal of the Year Award 2021’ Award in recognition of NBK’s $700 million securities issuance KUWAIT: NBK Capital, the leading investment rated Baa3 by Moody’s, and the transaction achieved ticated business model of the Firm, which puts clients management firm in the region and NBK Group’s a peak orderbook of $1.9 billion, translating to an of all segments at the center of its operations, while investment arm, has been awarded Deal of the Year - oversubscription of nearly 2.7-fold led by the robust simultaneously meeting all their financial and invest- Middle East Award 2021 by The Banker magazine demand of international investors, which had great ment needs. It is worth mentioning that The Banker’s owned by The Financial Times, the world’s leading impact in making the deal rank first among regional panel received hundreds of international submissions global business publication. The award comes in peers for this year. NBK Capital was appointed as a recognition that exemplifies the robust and sustain- for this year’s awards. They selected the winners recognition of the leading role of NBK Capital in joint Global Coordinator, a Joint Bookrunner and a able performance of the Firm in the local and region- based on specific criteria considering meeting clients’ successfully issuing $700 million Regulation S/Rule Joint Lead Manager. al markets despite the prevailing challenging eco- goals, the deal’s complexity, innovation, as well as the 144A Perpetual callable 6-year Tier 1 capital securi- Meanwhile, NBK Capital said in a statement, that nomic conditions.” added NBK Capital, indicating speed of implementation and pricing performance, ties for National Bank of Kuwait (NBK).
    [Show full text]
  • NBK-Egypt's Current Board of Directors Consists of 7 Members As
    NBK-Egypt‘s current Board of Directors consists of 7 members as follows: 1-Mrs. Shaikha K. Al-Bahar Chairman (Non - Executive) 2- Mr. Yasser Abd El-Koddous El-Tayeb Vice Chairman & Managing Director (Executive) 3- Mr. Walid Gamal El Din El Seyoufi Board Member (Non - Executive) 4- Mr. Alaa ElDin Abd ElKader ElSeesi Board Member (Executive) 5-Mr. Omar Tarek Wahby Board Member (Non - Executive) 6-Mr. Abdulamir Kahtan Fadel Board Member (Non - Executive) 7-Dr. Khaled Serry Seyam Independent Board Member (Non - Executive) Mrs. Shaikha K. Al-Bahar Mr. Yasser Abd El-Koddous El-Tayeb (Chairman, National Bank of Kuwait - Egypt) (Vice Chairman & Managing Director - National Bank of Kuwait - Egypt) (NBK - Deputy Group Chief Executive Officer) Mr. Yasser Abd El-Koddous El-Tayeb was appointed as Mrs. Shaikha K. Al-Bahar has been the Deputy Group the Vice Chairman of National Bank of Kuwait - Egypt in Chief Executive Officer of National Bank of Kuwait since August 2019 in addition to his position as Managing March 2014. Mrs. Al-Bahar is a member of various Director. He previously held the position of Deputy Management Committees. She is also the Chairperson of National Bank of Kuwait (Lebanon), NBK Capital and Managing Director of National Bank of Kuwait - Egypt since National Bank of Kuwait – France, and serves on the Board January 2017. of NBK (International) PLC, United Kingdom, NBK Global Asset Management Limited; and The Deputy Chairman of Mr. El-Tayeb has been in the Bank since May 2008 during the Turkish Bank, Turkey. She has been a member of which he was the Head of Financial Markets Division being Kuwait’s Supreme Council for Planning since August 2017.
    [Show full text]
  • Mergers and Acquisitions Trends
    KPMG Zoom : Mergers and Acquisitions Trends 2020 Turkey Financial Advisor of the Year – 2020 Mergermarket KPMG Turkey kpmg.com.tr Foreword ''Global M&A markets’ performance was shadowed with KPMG Turkey M&A Advisory is pleased to publish the “KPMG Zoom: Mergers and Acquisitions Trends” for the the unprecedented second time this year. COVID-19 pandemic Our Report aims to cover global M&A activity, transaction environment in Turkey and its analysis, as well as in 2020, but Turkey transactions that have created value by the public sector and an overview of outbound transactions realized by was able to sustain Turkish companies, the list of M&A transactions in Turkey in 2020. significant growth The COVID-19 pandemic and the economic slowdown that came as its result, have created a highly ambiguous business environment globally in 2020. However, we expect a gradual recovery starting in 2021 and continuing in compared to the the following years, as it is expected the vaccine developments to be a remedy for the COVID-19 pandemic. We previous year.'' expect this gradual recovery to increase M&A activity and improve both real and financial sectors all around the world as well as Turkey. While the pandemic created economic hardship for many sectors, it had a boosting effect on various sectors such as Technology, Healthcare, Logistics and many others. As KPMG Turkey, we quickly adapted ourselves in this paradigm shift that came with COVID-19 and continued to serve as the trusted professional services partners of our clients throughout the pandemic. This year, KPMG Turkey acted as the advisor of the Turkey Wealth Fund on a significant merger that created in public value, via acquisition of 6 public insurance companies under a single roof.
    [Show full text]
  • COVID-19: Impact and Remedies Emerging Markets Will Suffer the Most
    Walid Cherif Founder and Managing Director BluePeak Private Capital COVID-19: Impact and Remedies Emerging Markets will suffer the most We are certainly living in unprecedented times and more interestingly, the “We” means the entire globe. Nobody is immune! The COVID-19 pandemic has shaken all of societes’, governments and economies and clearly nobody can predict where or how this crisis will be resolved. Health has proven to be the priority of all, rightly so, as it impacts human capital and labor markets. Facing a total and unprecedented freeze, the restrictions on movements have clearly impeded the functioning of almost all markets. The supply and demand function has been put under stringent testing and it has been failing. What does it mean for companies who employ people who were told by their governments to stay home? What does it mean for governments who, on one hand, are restricting the movement of people out of cautious containment measures, and on the other hand want to protect their economies and jobs? Economic fear is the new contagion and now seems to be spreading as fast as the virus itself. In this paper, we will analyze some of the early impacts caused by this pandemic and the economic responses announced by some governments. Huge impact, early “global” response and darker outlook Ray Dalio of Bridgewater estimates the corporate losses to be in the vicinity of USD 12 trillion globally. If you assign a 60%1 share of those losses to emerging markets (EMs), one can imagine the scale of the hole the crisis will leave companies in.
    [Show full text]
  • THE SECRET INGREDIENT Standing out from the Crowd
    Baker & McKenzie Global Private Equity THE SECRET INGREDIENT Standing out from the crowd Baker & McKenzie Global Private Equity – Insights 2016 | 1 INSIGHTS 2 | Baker & McKenzie Global Private Equity – Insights 2016 Baker & McKenzie Global Private Equity – Insights 2016 | 3 In this issue... FOREWORD Michael J Fieweger. Global Chair of Private Equity, Baker & McKenzie. 6 THE ARTICLES Northern Lights in Asia. Carl Kistenmacher of EQT Partners Singapore on exporting a Nordic strategy to Asia. 8 Malaysia: the Real Deals. Jeyabalan Parasingam of Area Advisors on making Malaysia its Asia Pacific hub. 12 Levelling the Playing Field. Hanneke Smits and Jennifer Dunstan on boosting the number of women in private equity. 16 Banking for All. Souleymane Ba of Helios on opportunities in the African banking sector. 22 In the Long Run. Ron Boots of APG Asset Management on long term investments in infrastructure. 26 Eastern Europe: Family Values. Colin Clark of The Rohatyn Group on family-owned businesses in Eastern Europe. 32 4 | Baker & McKenzie Global Private Equity – Insights 2016 Clouds over Africa. Alex-Handrah Aimé of Emerging Capital Partners Johannesburg on challenging times for the African continent. 38 Smart Cities. Stephen Burns of Whitehelm Capital on how the “Smart Concession” model works and what it offers. 42 Two-lane Traffic. Richard Cormack of Goldman Sachs on the impact of volatility and the Brexit vote on Central and Eastern Europe. 48 Carving Up the Risk. The rising use of reverse break fees. 52 Infrastructure: Surging Pipeline. Sergio Ronga of DC Advisory on the European infrastructure market. 56 Covered. Marsh, Paragon and AIG on the rise of W&I insurance.
    [Show full text]
  • Private Credit Solutions Mezzanine Financing in Emerging Markets
    12’ 14’ 14’ 4’ 10’ 18’ 10’ Emerging Markets Private Credit Solutions MezzanineLOBBY Financing in 10’ EMERGING MARKETS PRIVATE EQUITY ASSOCIATION • MAY 2014 10’ 12’ 14’ 14’ 4’ About EMPEA EMPEA’s Board of Directors 10’ EMPEA is the global industry association for private capital in emerging H. Jeffrey Leonard, Chairman markets. We are an independent non-profit organization. As EMPEA celebrates President and CEO, Global Environment Fund our 10th anniversary in 2014, we have over 300 member firms, comprising Teresa Barger, Vice Chair institutional investors, fund managers and industry advisors, who together Managing Director, Cartica Capital LLC 18’ manage more than US$1 trillion of assets and have offices in more than 100 countries across the globe. Our members share EMPEA’s belief that private Tom Barry capital is a highly suited investment strategy in emerging markets, delivering President and CEO, Zephyr Management, L.P. attractive long-term investment returns and promoting the sustainable growth Michael Calvey of companies and economies. We support our members through global Founder and Senior Partner, Baring Vostok Capital Partners authoritative intelligence, conferences, networking, education and advocacy. Okechukwu Enelamah 10’ Chief Executive Officer, African Capital Alliance EMPEA Consulting Services Paul Fletcher Senior Partner, Actis Nadiya Satyamurthy Mike Casey Sam Verran Mark Kenderdine-Davies, Secretary Senior Director Director Senior Analyst General Counsel and Company Secretary, CDC Group plc Roger S. Leeds Guest Contributors Professor, Johns Hopkins University, SAIS Piero Minardi Amjad Ahmad, Senior Managing Director, NBK Capital Partner, Gávea Investimentos Luc Albinski, Managing Partner, Vantage Capital Sanjay Nayar Chief Executive Officer, KKR India Advisors Pvt.
    [Show full text]
  • Simon Rahimzada
    Simon Rahimzada Partner Corporate, Finance and Investments Abu Dhabi: +971 2 596 7002 [email protected] Simon Rahimzada specializes in cross-border acquisitions, equity capital markets (including IPOs and company listings), joint ventures and corporate restructurings. A partner in our Islamic Finance and Investment and Mergers & Acquisitions practices, Simon represents companies and institutions in a variety of business transactions. Simon represents clients in an array of mergers and acquisitions in numerous sectors, including infrastructure, healthcare, hospitality, telecommunications and energy. He is experienced in joint ventures and corporate restructurings, advising clients on deals with parties within and beyond the Middle East. In addition, he works with clients on initial public offerings (IPOs), as well as bond and securities offerings. Matters M&A Advised Abu Dhabi National Energy Company PJSC (TAQA) on its sale of a 20% interest in Shuweihat CMS International Power Company and a 50% interest in Shuweihat O&M Limited Partnership to Sumitomo Corporation. Advised Mubadala Development Company PJSC in connection with the sale of interests in a ports operating company. Advised TAQA on the sale of interests in Taweelah A2 to Marubeni Corporation. Advised TAQA on its USD320 million acquisition of a 50% equity stake in the existing Caribbean portfolio of Marubeni Corporation. Advised Gulf Investment Corporation on its acquisition of equity interests in a Saudi Arabian pharmaceutical company. Advised Emirates Hospital Group in connection with a multitude of acquisitions including its acquisition of the iCare Group in Dubai. 1 www.kslaw.com 1 Advised Arcapita on its contribution of interests in the Saadiyat Beach Apartments in Abu Dhabi to Residential Real Estate Investment Trust (REIT), forming part of one of the largest REIT contribution transactions in the Middle East (with an aggregated transaction value of AED 772 million).
    [Show full text]