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By Invitation

Commodities inflation just taking off on a long flight

by Richard Sherwin May 3, 2008
written by Richard Sherwin

The world is currently facing some of the most challenging financial markets seen in the last few decades. The subprime crisis and its fallout has helped tip the US into a recession that may have a serious impact on global growth for some time. However, the turmoil surrounding the commodity markets has, until recent weeks, been largely unnoticed and yet events in these markets have the potential to have a far greater global impact than a slow-down in the US.

Over the last 24 months most commodities have witnessed enormous price appreciation as world demand for fuel, raw materials and food has exploded. The price pressures behind the rise in oil prices are well documented and attributed to increasing demand from the emerging markets, notably China and India. Base metals have also benefited from the same demand pressures as emerging economies invest in their infrastructure by building new railroads, airports and even cities. Precious metals have in turn been well supported through a combination of low mine supply, a weak US dollar and gold’s historical safe haven status in times of uncertainty. Agricultural commodities have witnessed price increases due to demands from increasingly urbanized populations and alternative uses such as bio-fuel production.

In fact, the rally in agricultural commodities appears to be in its infancy. Commodities cyclical research shows that compared to previous bull-market cycles, which were not backed by such significant demand drivers as China and India, prices in real terms are still a long way from their highs. In other words, sugar, coffee, cocoa and corn may still be relatively inexpensive.

Commodity prices and a weak US dollar

Until recently investors had accepted that much of the drive behind higher commodity prices was the weakening dollar. The argument went that as commodities are universally priced in dollars, with the dollar weakening, commodities must rise in price terms to offset their value in other currencies. This argument has some merit, but price rises in commodities had slowly been outstripping dollar weakness for 2 years, and if we look at rises since the beginning of 2008 their out performance is startling. So far this year the dollar exchange rate index has weakened 6.3%; consider this against a basket of commodities: gold is +13% stronger, oil +16% stronger, corn +30% stronger, natural gas +35% stronger and rice +63% stronger.

The fight to feed people — governments react

Across the globe, Russia to Argentina and Mexico to China, we’ve seen the impact of tightening commodity markets with either social unrest or imposition of export tariffs to protect national markets. The river for such widespread social unrest has been a real fall in the level of inventories, particularly in food staples. Wheat, rice and corn inventories currently stand at multi-year lows, and with poor harvests forecast in the southern hemisphere and export restrictions from major producing countries, price pressures will likely continue for the time being.

Commodities and a weakening global economy

Investors have also been complacent about commodity price increases on expectations that commodities could sell-off in response to a US or even global recession. Recent JP Morgan Commodity Research analysis refutes this view. Examining commodity returns before and after the onset of the last five US recessions, JP Morgan have shown that commodity indices have on average rallied 15% from the beginning of a recession.

Rising commodity prices and inflation

In fact, the correlation between commodities and inflation is well documented. Anyone witnessing the inflation of the 1970s will know this well. However whilst the commodity matrix has rallied over the last few years, inflation has been remarkably benign. Therefore the final theme that is worth exploring is the potential impact that continued commodity price rises may have on inflation.

One can argue it is less likely that we see inflation as a result of the current surge in commodity prices than in the 1970s. In the 1970s, inflation became entrenched in economies not just as a result of commodity price rises but also because central banks had little autonomy and governments were the drivers of monetary policy. The result was that as monetary policy became a political issue and increasingly arbitrary in nature, inflation expectations went unchecked as governments pushed for growth at the cost of inflation. As a result of those lessons learnt, central banks emerged from the high inflationary era with greater autonomy and in many cases a clear brief to control inflation.

However, no economic cycle is identical to another. There is no doubt that in recent years our belief that central banks would be perpetually able to control inflation has made us complacent to the risks of inflation. Inflation has two key drivers, in-put costs driving out-put prices and consumer price expectations driving wage demands.

In terms of input costs, the developed world has experienced an era of tremendous price deflation due to globalization. Goods have remained cheap because consumers can readily log onto the internet and source the most competitively priced goods globally — in other words price discovery and transparency has become remarkably more efficient. However, given that much of the lowering of prices was due to the origination of goods in the same economies that currently have witnessed massive growth over the last decade, the argument that prices will remain perpetually low is somewhat stretched. In other words, China and India will eventually not be able to pass on negative price pressures. Indeed, as India and China have been the drivers of commodity prices surges, their increasing input prices means that output prices will eventually have to rise.

The other key driver of inflation is consumer expectations. Inflation became so entrenched in the 1970s because consumers became used to the expectation that inflation would continue to rise. This set off a vicious spiral of increased wage demands to counter expected rising prices that could only be met through firms raising prices, and so on. Rising food prices, particularly in the emerging economies where the cost of food is a significant proportion of disposable income will have to lead to consumers demanding higher wages and this may well begin to build in higher inflation expectations and thus the beginnings of an inflationary spiral.

Already news stories have emerged detailing that the Chinese authorities are heavily subsidizing food prices in Beijing to quell any inflationary driven social unrest leading up to this summer’s Olympics. Therefore, it would not take a huge leap of faith to see the beginnings of inflation already taking place in the emerging economies.

When we consider that the emerging economies are potentially most vulnerable to inflation and that the western economies are most dependent on emerging market goods to keep their own inflation stable it becomes easy to see a chain of events that drives inflation higher as emerging economies pass on higher costs. All of this will be driven by a continuing surge in commodity prices.

From an investor’s point of view, commodities as an asset class should have an increasing importance in their portfolio. Commodities are an excellent diversifier of returns in that they have low correlation to global economic cycles and a high correlation to inflation. Given the current economic forecasts of falling growth with inflation pressures they hold an even greater importance.

Indeed, commodities have shown enormous volatility this year and investors should consider most closely any investment vehicle that can capture both the upside and downside of commodity market price movements. A fund of hedge funds which trade exclusively in commodities will give investors access to commodity price movements and diversification of returns from a number of uncorrelated investment managers.

Richard Sherwin is a director of Blacksquare Capital. Blacksquare Capital is launching commodity fund of heedge funds on June 1, 2008.

May 3, 2008 0 comments
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By Invitation

10 trends Defining Private Equity in 2008

by Imad Ghandour May 3, 2008
written by Imad Ghandour
 
2007 was another stellar year for private equity in MENA. The billion dollar deal milestone has been broken for the first time with the Egyptian Fertilizers Company deal. Fundraising for existing funds remained strong, and the first billion dollar fund was raised. Exits, once a mirage, are becoming more common with 18 exits reported in 2007 up from 6 in 2005.

2008 will be year of opportunities amid global and regional challenges. The impact of the global downturn in the next few months will be difficult for all financial players — including private equiteers operating in MENA. A sober market will make slow the investment cycle – bringing valuations down, but lower valuations will yield higher returns for PE funds over the long term. More risk-averse and better educated investors will make fundraising more challenging, but for those who already delivered returns and gained the trust of investors, tapping into the regional liquidity will be less strenuous. The global slowdown will drive global fund managers to come into the region, in one form or another, creating competition in the short term, but better industry practices over the long run. In such a perplexing environment, we foresee 10 trends emerging.

1. PE investments will increase, and expected to surpass 2007 investments of $3.3 billion. With increasing privatization of public entities and the restructuring and recapitalization of family businesses, the billions raised in previous years will be deployed in more and larger transactions.

2. The number of opportunities will slightly increase, Government enterprises are not being privatized fast enough, and families are maximizing the value of any business they are divesting, and taking maximum advantage.

3. Fundraising will probably be around the $6 billion mark attained in 2007. Petrodollars, corporate profits, and individuals’ wealth will be channeled into all sorts of regional financial assets – especially given the weakening performance of other regions.

4. The gap between existing successful managers and want-to-be managers will widen. In 2005, funds were raised on promises with limited relevant track record. In 2008 and after more than 40 exits, funds will be raised based on established track record. In 2007, established managers found it relatively easy to raise their second fund, but most new managers struggled.

5. Egypt and Saudi Arabia will be attracting far more attention in 2008 than in previous years, and will share the lead with the UAE. In the past, UAE was the leading destination for PE investments. Egypt took the lead in 2007 (the largest two transaction in the MENA region were in Egypt), and Saudi Arabia is climbing quickly in the league table.
 

6. IPO was the only liquidity route foreseen for PE investments. However, there is an increasing number of trade sales, and an increasing acceptance of secondary sales. Today, the full menu of exit options can be contemplated, and with the additional relaxation of restrictions on foreign investments, a larger pool of (foreign) trade and financial buyers will be available.

7. Many global managers will be eyeing the region for an entry. Some, like Investcorp and Carlyle, have taken the plunge with a dedicated regional fund. Others, like 3i and Credit Suisse, are partnering with regional firms. But with the slower pace of closing deals in US and Europe, the global PE machines will be eying MENA region more aggressively.

8. PE investments will slowly shift from building the infrastructure to consumption sectors. In the past few years, and probably in the next couple of years, the focus was and will be on building power plants, water plants, ports, airports, buildings, etc. By 2010, the investment cycle will be reaching its peak, and wealthier families will be boosting consumption. Smart PE houses will start investing in consumer related sectors from now.

9. Most of the transactions so far will be smaller than $50 million. But this benchmark is rising, albeit slowly. Don’t expect too many billion dollar deals in 2008.

10. More talent will be coming to the region, as layoffs increases in the West. However, it will take time for imported talent to get used to way business is done in Arabia.

Imad Ghandour is a Member of the Board – Gulf Venture Capital Association and Executive Director – Gulf Capital

 

May 3, 2008 0 comments
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By Invitation

Exorcizing propaganda from communication

by Executive Staff & Ramsay G. Najjar May 3, 2008
written by Executive Staff & Ramsay G. Najjar

In every country in the Middle East, there are posters hung or plastered on the walls with the noble-looking picture of one political leader or another. These photos seem to grace every avenue, boulevard and wall in the region and, in Lebanon, they even include slogans celebrating “Victory” or calling for “Unity.”

Some might call this “communication,” but there is a clear divide between communicating and spreading propaganda. Although a form of communication, propaganda is deliberately biased and misleading, with a clear intention to discredit or support the views of a specific group or organization by presenting a slanted opinion most often intended to keep that group in a position of influence and power.

To be a propagandist means being selective and unbalanced in the information presented, exaggerating one side of the story and encouraging instinctive reactions by appealing to the emotions of audiences and seeking their compassion and sympathy, while trying to trigger hatred and fear of their opponents.

Propaganda is certainly not open to discussion and interpretation; in fact, history has witnessed just how political propaganda can limit people’s outlook and rally the masses into a frenzy using fear and intimidation. World War II is the most famous example of this, with both Allied Forces and Hitler and Goebbels using propaganda to varying degrees and outcomes.

In the Middle East, the mass media channels that propagandists have relied on for decades to repeat the same slogans are beginning to die out, with the advent of new technology that competes with the concept of a single ideology or worldview.

As propaganda previously relied on hammering messages through a limited and controllable number of media channels, the dawn of the new media era might have been hailed as the demise of propaganda. Instead, we witness today the revival of propaganda, with countless new channels and technologies breathing new life into it, as it never ceases to adapt, evolve, and become ever more versatile, resilient and let’s face it, cost efficient.

This means that the most effective propaganda today is not the traditional propaganda of the totalitarian leader, but the far more subtle and harder to avoid messages generated even in the nations we consider democracies. New channels of communication are blending with the old. Israeli-edited videos of suicide bombings and scared Israeli children in bomb shelters are uploaded onto YouTube and circulated in emails. These videos do not only show how new technology is propagating political opinion, but are also a powerful emotional weapon used for psychological warfare.

In the US, presidential campaign advertising, well-known for defaming candidates and resorting to personal attacks, is now easily circulated as online video and highlighted by campaign bloggers, from claims that Barack Obama is really of Muslim faith to ones that Hilary Clinton is a puppet of the Jewish lobby.

Regardless of the hype, the effectiveness of this propaganda remains questionable, and although many are fascinated by its power, chances are they will only reap the benefits of propaganda in the short-term. Whether you are appealing to fear, misinforming, or withholding the truth, propaganda will eventually lead to resentment, bitterness and erosion of credibility.

But how does one compete in such a ruthless and hostile propaganda environment? The response is to choose “genuine communication” — communication that appeals to a system of values rather than demonizing opposing parties, and to a people’s aspirations and dreams rather than their fears and instincts; communication that has the guts to say the entire truth rather than hiding behind half truths, that tackles the problems and issues head-on rather than getting lost in generalities, that presents rational arguments rather than engaging in emotionally biased discourse; communication that uses facts rather than assumptions, communication that shares responsibility rather than scapegoating.

Only when we exorcize communication and free it of its many propagandist demons will we gain the sought credibility and create a true partnership with audiences. Only then will communication become effective and far reaching, with sustainable winning results for all stakeholders, and only then will our many issues and problems be closer to resolution.

Genuine communication is the only form of successful two-way communication, and it is of utmost importance, today more than ever, for all propagandists to become true communicators. Communication is a mirror of society, and as society develops and becomes more tolerant and democratic, it elevates the media to become an empowered fourth estate. But the opposite is true as well — working on making our communication genuine and responsible will surely catalyze our societies’ development to catch up and become the tolerant, modern, peaceful, stable, and democratic havens we all dream of.

Ramsay G. Najjar is chairman of S2C

 

May 3, 2008 0 comments
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Capitalist Culture

Urban Planning – Education next door

by Michael Young May 3, 2008
written by Michael Young

In April, the American University of Beirut hosted a lecture by Omar Blaik, an urban specialist known for upgrading blighted areas around American universities. Blaik, a Lebanese-American, is renowned for his work in ameliorating the neighborhood around the University of Pennsylvania, in Philadelphia, but has consulted with other educational institutions, including the AUB.

Most interesting in Blaik’s approach is his assumption that universities have a proactive economic role to play in their neighborhoods, and must run their affairs like a company. That’s not to suggest he wants them to downgrade their core educational mission too make money. Rather, he argues that such a mission is best served by establishing an adequate social environment for learning. Until a few years ago, the area around UPenn was so dangerous that the university had to cut itself off from its surroundings, undermining its educational objectives.

Blaik has degrees in business administration and engineering, so it’s not surprising his method of reviving university neighborhoods comes through a practical application of several key ingredients, including improved security, a resort to commerce and market forces, use of the university as an functional instrument to reorganize economic relationships in nearby neighborhoods, and the opening up of campuses to their environment, physically, economically, and metaphorically.

This is hardly a new concept. Urban thinking in the 1950s and 1960s was mainly driven by government-mandated planning and implementation, its principal aim being the removal of slums. In cities such as Chicago, Washington, Saint Louis, and others, poor areas were razed to the ground and replaced with modern structures, including low-income housing projects. But slums, in their own way, had much more vitality than what came afterward: personal networks dominated, commerce was evident, people walked the streets, and, though poor, neighborhoods were organic. When these complex systems were forcibly replaced by alienating high-rises from which commercial activity had been mostly zoned out, what ensued was the disintegration of social relations, as people no longer walked or lived in the street (because, in the memorable words of writer Jane Jacobs, there were now “promenades that go from no place to nowhere”), and, as a result, a sharp rise in crime, ensuring commercial activity remain hobbled.

The destructive impact of modern city planning has been well recognized, and more sensible planners like Blaik are the result of this. In striving to shape outcomes in their environments through specific, limited interventions, they display considerable skepticism toward the grand urban notions of the 1950s and 1960s, aimed at creating entirely new entities. These “post-modernists,” or perhaps the “post-post-modernists,” if one can call Blaik and his generation that, also accept that urban environments must be allowed to develop naturally.

In his presentation, Blaik discussed ways AUB might reach out to its environment. The university faces a different set of problems than UPenn did. There is no crime around the AUB. In fact its vicinity is one of the most prosperous in Beirut. But that’s precisely the difficulty. Just as a university may be unable to open up to crime-ridden areas, it can find similar obstacles in secure, wealthy ones as well. Income differences can mean that faculty members and students are unable to live near the institution. High-income buildings rope the university off from more accessible surroundings further afield. In this way, the AUB and Lebanese society can find it harder to interact.

The irony is that for a long time, particularly during the war years, the AUB benefited, at least in terms of its public image, from being cut off from the rest of Beirut. Why? Because that isolation became a part of its mystique, its claim to be an elite institution. But also, when the capital descended into violence the AUB was a splendid, green island of tranquility in a decaying city.

Yet as Blaik remarked, a university must be a living organism in the living organism that is the city. For AUB, or any university, to be closed in upon itself, fortress-like, is to defeat the purpose of an educational mission. That’s why one of Blaik’s most striking recommendations was that the AUB find a way to remove the wall dividing itself from the streets outside. Just as significant was his advice that the university expand outside its walls and shape the environment immediately around, buying property and reworking it to favor contact with the city.

For a long time much of modern urban planning was implicitly directed against capitalism. Markets were seen as generating inequality, so urban environments were unnaturally bent out of shape to impose more egalitarianism. Blaik and others are relevant because they don’t shy away from enlisting capitalism on their side, even if they accept some controls to soften the impact on the most vulnerable. That’s why they are succeeding where their predecessors failed.

Michael Young

 

May 3, 2008 0 comments
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Comment

The barriers between us

by Paul Cochrane May 3, 2008
written by Paul Cochrane

In an era when freedom, democracy, free trade and globalization are the mantras of the day, there’s a good deal of construction going on that runs counter to these overly bandied about terms — Walls. Or fences, or ‘separation barriers’, ‘peace walls’ or ‘apartheid walls,’ depending on your political perspective, as well as how rigidly you hold to the proper definitional terminology of structure. But we can all agree such structures are meant to keep people out. That’s been the purpose of walls ever since stones or logs were piled together to ward off the neighboring tribe.

Walls have left us with some great historical monuments, but since the Berlin Wall came down to much fanfare in 1989, walls were supposed to be confined to history. Instead more are going up, though none with the aesthetic grandeur of the Great Wall of China. Concrete, sandbags, pipes, barb wire and metal fences, along with the added extras of no-man’s lands, landmines and electronic surveillance, are the materials of the times.

But just as I asked myself while perched on the edge of a vertical drop when camped out on the Great Wall “Why on earth did they build this when there is the natural deterrent of mountainous terrain?” Questions in the same vein can be asked about the Middle East’s barriers.

Unlike the rationale of the Chin and Ming dynasties to build a wall that was practical but also signified dynastic might, the Middle East’s barriers are solely to keep out terrorists, migrants and other undesirables.

There is the 2,410 kilometer long sand and stone barrier built in the 1980s by the Moroccans to keep Polisario guerrillas out of the Western Sahara that Rabat claims as its own. Fences divide Kuwait and Iraq, the UAE have erected a fence with Oman, ostensibly to thwart immigration, and most famously, the “security fence,” as the Israelis call it, cuts like a scar through the West Bank. There are also the blast walls of Baghdad, and the occupation forces’ construction of a five-kilometer long wall to divide the Sunnis and Shias in the capital’s Adhamiya district.

Then there are other more specific walls, such as the one around the tourist and diplomatic hobnobbing hot spot of Sharm el-Sheikh, and the Egypt-Gaza fence that Hamas enjoys breaking through every now and again.

“Good walls make good neighbors” is the oft used mantra to justify such barriers, but the problem is that what are originally intended as temporary measures often end up being more long term. Such was the case in Berlin, lasting 28 years, and in Belfast, where more “peace walls” have gone up since the Good Friday agreement that ended ‘the troubles’.

Walls can keep people out, but as the defenders of a castle under siege know very well (and as the French discovered in World War II after spending 3 billion francs on the supposedly impregnable Maginot Line), all it takes is for someone to use the back entrance and the barbarians can swarm in.

Such barriers not only divide people and stifle attempts to nurture mutual co-operation, but are also an environmental nightmare for wildlife and limit the movement of nomadic tribes, particularly in the case of Saudi Arabia and its neighbors.

Indeed, walls are more like taking medicine to tackle the symptoms of a virus rather than seeking out the root cause of the illness, which in the case of barriers are invariably due to economic disparity and/or occupation.

The Gulf’s fences are not so easy to pigeonhole, especially as the Gulf Common Market (GCM) that went into effect at the start of the year, and which is based on the European Union model, is supposed to allow the free movement of people within the GCC. Saudi Arabia’s recently announced plan to “improve security” along its 6,500 kilometers of borders include two GCM members as well as two aspirants, Yemen and Iraq.

As Ahmad Hammauda, manager of a Kuwaiti logistics firm told me, “all this putting up of walls is not good for removing borders.”

But it is clearly good money, at least for defense contractors, who’ve been having a field day since “the global war on terror” was announced. Saudi Arabia is to spend a whopping $10-15 billion on its border security over the next decade, while the Israeli “security fence” costs $2 million per kilometer, with the total cost slated at $2.1 billion. That’s a boatload of money that could be sunk into alleviating the fundamental causes behind the supposed need for such barriers. But maybe that’s just overly utopian thinking, although if you’d said to a French engineer working on the Maginot Line over 70 years ago that decades later there would not even be a visible border between France and Germany, he would probably have thought you were a sandwich short of a picnic. Or a few bricks short of a wall.
 

PAUL COCHRANE is a freelance journalist based in Beirut.

 

May 3, 2008 0 comments
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InsuranceSpecial Report

Insurance across the region

by Executive Staff May 1, 2008
written by Executive Staff

The demographic and market changes throughout the Middle East and North Africa (MENA) region have significantly widened the scope for regional insurance company operations. The changing demographics have allowed insurance to take on a role of social care that the family circle used to possess on a social scale.

Currently, the regional insurance industry is merely 1% of the GDP (compared to 5-7% in the US), highlighting the fact that the insurance sector in the MENA region is relatively untapped. However, insurance is now emerging as the main protector of wealth, family, health, motors, development projects, etc. across the region. Michael Bradford, senior reporter for Business Insurance Europe, believes that “there is a demand for insurance coverage in the region and local insurers are being called on to write much of it.”

Although the rates of insurance in the region are lowest among most emerging markets, the current growth rates in the regional insurance industry in recent years exceeded those of globally registered companies. Top members of the regional insurance industry hold varying opinions regarding the potential growth of the insurance market throughout the MENA region.

Rates of growth

It is difficult to substantially declare a particular figure for the growth rates of the entire MENA insurance industry, as there is a large deficit of available research and statistical figures. There seems to be no reason to suspect that the overall value of the MENA insurance industry exceeds $10 billion in premiums at present. In 2007, the global insurance-to-GDP rates were dominated by the UK (15%) and Korea (14%), with the Middle East hardly scratching the surface at 1% of the GDP.

However, the UAE insurance industry alone is more or less valued at $3.5 billion, representing 42% of all markets in the GCC. The 2006 Swiss Re Sigma Report valued other regional markets, such as Saudi Arabia, Qatar, Lebanon, Morocco, and Egypt at $1.6 billion, $573 million, $656 million, $1.67 billion, and $840 million respectively.

A study conducted in October 2007 by EFG-Hermes noted “high GDP growth rates [in the UAE] and strong immigration driving insurance demand, but the rapid development of the mortgage market and strengthening of health insurance legislation is providing the uplift over the next couple of years.” EFG-Hermes also pointed out that in the Saudi insurance market, “the demand in the short term is driven by the creation of a competitive market relieving pressures and changes in motor and health insurance legislation also creating a steep change in demand.”

Growth rates for Takaful (Islamic insurance) are measured at approximately $2-3 billion globally in 2006 through 2007, with the GCC itself accounting for one-third of this growth. Whilst it is expected to increase at a 20% annual rate, it is important to note that Takaful, by comparison to traditional insurance, is still quite a small market.

EFG-Hermes defines three key factors that drive insurance sector growth in the region as: “the high GDP growth rate, the propensity for developing and newly developed countries to spend a disproportionate percentage of any increase in GDP on insurance, and the extremely low penetration rate of insurance products in many Middle Eastern countries.” Clearly there are “strong economic arguments which drive areas of insurance, such as motor, health, liability, and these are well understood by governments in the region.”

Management of growth

Growth management of the insurance industry is an operation of great complexity. Without a doubt, managing growth in such a large region comes with many challenges and stress. Most top members of the industry interviewed by Executive see that companies are managing their growth well, but with much room for improvement. Dr. Saleh Malaikah, CEO of Dubai-based SALAMA Insurance, believes that “companies in the region are coping well with the situation,” yet conceded that “one cannot say it is without challenges and issues.”

Further, Malaikah trusts that much of the growth of the insurance industry is credited to the establishment of so many new Takaful companies. Malaikah holds that “the Takaful industry has been the sole beneficiary of all the new insurance companies in the area,” as most of the recently established companies in the region are Takaful companies. Whilst growth management faces numerous challenges, other leading players also present positive opinions regarding the industry’s handling of growth.

Osama Abdeen, Vice President of AIG MEMSA, similarly stated that “there is a huge growth happening” in the insurance market, which is accredited to many factors such as infrastructure growth, increase of personal wealth, and mandatory insurance. He added that “the area is witnessing a huge growth in infrastructure and many other energy projects. Projects either already underway or currently started are estimated to be over $1 trillion in value,” and undoubtedly this “has given a boom to insurance requirements, since there is a lot of finance and lending requirements and FDI, [thus] increasing the demands for insurance.”

According to Abdeen, such compulsory requirements are “contributing to growth in this area.” AIG MEMSA has recognized such market increases and is working diligently on creating new market segments. Abdeen noted that there also seems to be a “new demand for travel insurance, personal accidents, and thus people are becoming more and more aware to purchase cover, so to protect their interests.”

Another aspect that Abdeen observed as a continuous contributor to the overall growth of the regional insurance industry is the increase of wealth; this “on its own has increased the demand for insurance requirements, whether on the commercial corporate side or on the personal side.” In order to properly stabilize the insurance market’s growth, Abdeen pointed to the need for a “multiple approach” to growth management. Even though, as he feels that “it is difficult to comment how each company is operating,” he thinks “there are some companies who are operating in focusing on one line, and not a multiple approach. In my opinion, a healthy growth should always be aligned, and achieve a mixed, but balanced portfolio.”

According to Gamil Osman, the Assistant General Manager of Kuwait-based National Takaful Insurance, “regional insurance companies are managing their growth properly,” in both the local and outside markets especially considering the “view of high competition in some insurance markets such as Kuwait, and the UAE which push some companies to expand outside their local markets.”

As the General Manager of Abu Dhabi National Takaful, Oussama Kaissi finds competition to be a key factor that is affecting the management of growth in the region, as “in a fast changing environment, leading and managing profitable growth is critical for the development of sustainable competitive advantage. Managements in the MENA region in general are increasingly facing pressure for short term results, slimmer profit margins, more international competition, a polarization of traditional markets, not enough leadership in strategy and change execution and more demanding boards to deliver ambitious business results. These issues vary in severity from one market to another and from one company to another while operating in the same market.”

Without proper leading managament and professionalism, growth management will constantly face challenges in the regional insurance industry, and thus long term results will also be affected. Kaissi’s view echoes the industry’s dire need for proper management in order to obtain desired growth management results throughout the insurance market.

More moderately speaking, Bradford thinks that “local commercial insurers appear to be taking a measured approach to growth. Most of these companies do not have sufficient capital to provide all the coverage the region needs, so they hand off a lot of the risk and much of it is going to foreign insurers in the international insurance market.” Yet, Bradford does acknowledge the growing demand for insurance coverage throughout the region and thus the increasing role that local insurance companies are stepping up to play.

Other top players are less optimistic. CEO of Daman Health Insurance (Abu Dhabi) Dr. Michael Bitzer strongly believes “too many insurance companies here act more like brokerage companies,” hence creating “a significant space for improvements in all areas, being it in how you sell, how you administer products, how you develop products.” In order to create room for growth stability, “in general, and most importantly, you need management teams with excellent leaders on top; that’s number one. The leadership team has to have expertise and have the willingness to learn.”

Further, Bitzer feels that “external entities from other industries and from the insurance industry must help to improve overall performance” of the regional companies in order to create “a little bit more enthusiasm and openness for change.” Ending on a rather optimistic note, believing that “there is improvement” at present, Bitzer, like his fellow industry leaders, forecasts that by working on key issues such as leadership, professionalism, human resources, information technology, etc. growth in the insurance industry can only be better managed in the future.

Insurance penetration in selected MENA / SE Asian countries as % of GDP (2006)

Source: Swiss Re Sigma Reports

General insurance by country

Source: Swiss Re , Sigma, No. 4/2007

Life insurance by country

Source: Swiss Re , Sigma, No. 4/2007

Effect of mandatory insurance on industry growth

Mandatory insurance is definitely creating a stepping-stone for regional sector growth. Since the implementation of mandatory health and motor insurance (for expatriates) in GCC countries such as Saudi Arabia and Abu Dhabi, the growth of the regional insurance market is without a doubt being positively affected. Osman finds mandatory insurance as “one of the keys to helping the growth of the insurance industry.”

Abdeen also feels that increased implementation of mandatory insurance plays a significant role as its contribution has added to the increase of insurance business activity with companies. “Like you have seen in Saudi Arabia, medical coverage is becoming a requirement; and now it has started in Abu Dhabi. All this on its own, increases the demand for insurance” throughout the region, he said.

Kaissi similarly stated that, “without a doubt, if insurance was to be made mandatory, we will have a completely different outlook of the future of the industry in our region.”

Drawing a parallel to Kaissi’s view, Bitzer is “convinced that if consumers make good experience with mandatory insurance products, they will then buy other insurance products in the future.” Like some of his competitors, Bitzer mentioned that the “increase of awareness for health care and the increase of the whole region leads to higher market products insured, because these people understand that health insurance makes sense.”

According to Tal Nazer, CEO of BUPA Arabia for Cooperative Insurance Company in Saudi Arabia, health “insurance companies have done a very good job. [Especially] when you talk about a market in Saudi where in July 2006, the market size was around 1 million customers,” and is now at approximately 3.5 million customers.

Nazer credits this surge in customer base to “the enforcement of health insurance.” The health market is clearly being positively affected by compulsory enforcements.

Considering the sudden boom over a period of eighteen months, Nazer added, “insurance companies in general did quite well in absorbing the volume, without any hiccups in the growth of the market.” Nazer trusts that in terms of “absorbing the volume and working to improve the service levels for the customers,” the Saudi market is performing efficiently.

According to Nazer, “Saudi has done quite well for three major reasons. One is that they required all insurance companies to be publicly listed, [which] creates awareness among insurance companies at the interest to understand what these companies do. The second thing that also helps is the enforcement, which helped the growth of the industry. The third reason is the need for insurance,” which may be the same reason in other countries, and “people are looking to go into private hospitals, they want immediate access to treatment, and they do not want to be on waiting lists in public facilities.”

Further underlining mandatory insurance as a central contributor to insurance growth throughout the region, Nazer said that mandatory insurance “will definitely bring in more education on the insurance industry as a whole.”

Among the insurance executives, Kaissi stood out in cautiously warning that mandatory insurance is only secondary to increasing growth, when he noted that “we have to also be aware that awareness is the key for growth and not mandatory insurance. We have many insured [customers] that purchase insurance because they are forced to do it and not out of conviction. This does not help in cross selling our products and services.”

While most see the new trend of mandatory insurance as positive enforcement over a highly uninsured population, Kaissi justifiably feels that awareness of insurance is a more influential force on consumers to purchase insurance; without being told what insurance is all about, people are not going to go searching to ‘be in the know’.

Nazer agreed in that “because of the awareness that is happening,” due to enforcement by regulators in Saudi, “people are looking to get their insurance. So [awareness] definitely helps.” Malaikah also feels that “because of more activity in the media coverage about insurance, and because of medical and TPL (Third Party Liability) becoming compulsory in some of these markets increases the awareness, there is a possibility for horizontal expansion for these clients in other services of insurance.”

Malaikah mentioned the benefits of compulsory insurance. For example, he said, “if it becomes compulsory for me to take TPL or medical, I am now a beneficiary of any insurance service, so definitely I would think of covering other areas as I become educated about them.”

But Malaikah doubts that TPL and other insurance products will ever become compulsory in the industry. “The trend is going to continue in the GCC, but I am not sure if this is something that is going to be copied by countries outside the GCC that do not share the same demographics,” adds Malaikah.

The jury is still out on whether compulsory insurance will catch on in other countries throughout the MENA region or not.

Some industry leaders feel mandatory insurance has the potential to arise in other countries, while others are more wary. Many believe enforcing mandatory insurance throughout the region will not happen until the industry solves the main challenges it faces at present (such as growth management, human resource issues, etc.) and increases awareness, whilst those holding opposing opinions say mandatory insurance helps raise awareness and thus proliferates growth of the industry. Clearly, there is a circular argument of differing opinions present amongst industry leaders. Only time will tell whether mandatory insurance is the driver of awareness or if its potential depends on awareness.

By Asset Size: the largest insurance companies in the Middle East and North Africa and their net performance in last published year

Source: Zawya Investor

Major regional insurance companies listed on stock exchanges

Source: Zawya Investor

Growth potential

EFG-Hermes reported in 2007 that “other drivers of structural under-penetration are however very long term — such as the demographic structure and low tax environment — and consequently [concludes] that insurance penetration will not reach the levels achieved by countries with similar levels of GDP per capita.” Fortunately, EFG-Hermes predicts, “there are several years of strong growth ahead for both the insurance/Takaful industries in the region.”

Malaikah believes that “there’s a very big potential for growth of the insurance industry merely due to the [current] economic growth. Insurance as a service industry is benefiting from the general economic climate. With all the growth, however, comes stress.”

Abdeen is “very optimistic,” as his company anticipates and is working towards “great growth across all lines and more capabilities using technology to provide services.” AIG currently has plans in the works for expansion into “new territories and new countries so [to] provide [their] services and reach the customers more efficiently.” More specifically, the company is currently looking at North Africa as well as other Arab countries to expand in as it is on their “radar screen” and they are “very keen” as they see “a lot of advantage in doing so.”

Kaissi also presented a positive outlook for the industry’s growth potential, stating that “the MENA region insurance market is living its golden years,” and “as practitioners, [we] should leverage upon these positive conditions to bring about the required transformation and build a solid foundation for our industry.”

In line with the opinions of some of the insurance industry’s top players, journalist Bradford forecasts “continued growth” in the regional insurance industry as he believes “there [have] been so many factors converging in the region to stimulate the growth of the insurance market.” He trusts that, “with local economies booming and governments in places such as Bahrain working hard to encourage the population to protect their health and assets, insurers seem poised to grow substantially. Add to that the number of construction and infrastructure projects underway and planned in the region and you have a similar outlook for the commercial side.”

Osman feels “regional insurance companies are doing well,” and expects “more growth from Takaful and reTakaful companies” in the near future.

Wazen believes the Egyptian insurance market alone possesses “a big potential,” as the local population stands at 75 million, although he noted the lack of awareness in the country. If 20% of the Egyptian population purchased insurance, according to Wazen, “it would mean you gain 15 million customers.” Currently, the Egyptian market is “far below even 10%.”

The potential for health insurance also possesses great prospects in the region, and like the insurance industry overall, growth of the sub-sector is facing many obstacles to overcome. Saudi Arabia and Abu Dhabi are two markets that have recently implemented compulsory health and motor insurance.

As far as the Saudi health insurance market is concerned, Nazer expects “to have the insurance market to double in the next year and a half to reach around 7 million customers,” seeing that the market is growing since regulators have enforced health insurance throughout the kingdom.

Bitzer, however, feels the current “growth of the health care sector in the UAE lags behind the growth of insurance,” as even although “people who were not able to afford the treatment before can now afford it with the health insurance card,” it is still leaving some private providers “flooded with patients.” Bitzer believes that time is of the essence and is greatly needed for private providers to be able to widen their capacity, but still holds “they are all on the right track.”

Overall it seems the prospects for growth in the MENA region is quite great, but its true potential is largely dependent on growth management, dealing with the major concerns of industry, and product availability throughout the region.

Over or under penetration relative to countries of similar GDP (FY 2006)

Source: Swiss Re, EFG-Hermes

May 1, 2008 0 comments
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InsuranceSpecial Report

Mergers & Acquisitions

by Farid Chedid May 1, 2008
written by Farid Chedid

While the region goes is growing tremendously, the insurance industry is facing a major challenge related to its profitability, but, if well managed, can put the industry at the forefront of financial services in the regional economy. Driving top line growth is relatively easy considering the economic boom — the challenge for shareholders and managers of insurance companies is driving the bottom line at the same time.

By its very nature an insurance policy is a contract relying on inverse pricing, meaning the selling price of the policy is set well before the final cost is known to the insurer. On this basis an aggressive growth strategy can destroy the bottom line rather than enhance it. So to grow, an insurer must push away price competition and differentiate itself through products, services, focus and market reach. The insurer must develop new products, improve service, cross-sell and enhance distribution networks, while also balancing increased efficiency with cost controls through better operations, enabling them to better manage claims, reach and retain customers, improve underwriting capabilities and strengthen reporting and monitoring. Human resources are scarce in the industry though, with a growing number of insurance companies and the structural under investment in talent throughout the region.

So how would an insurance company shareholder or would-be shareholder of a new company improve his return? They both can growing organically or merge and acquire. Would-be shareholders can set up a brand new company or acquire an existing operation. So the question is when and how. First, let us define the investor; is he coming from the insurance industry and looking to expand in the region or coming from outside the industry and looking to add insurance to the activities of the conglomerate. When the insurer is experienced in the insurance market and the country’s environment, an acquisition would be preferred, as it provides an advantage of faster entry, reducing the opportunity cost of wasting time while the market is growing rapidly. Governmental barriers must be considered — can the investor get a new license or are acquisitions encouraged. When the partners are from outside the industry an acquisition is difficult to handle because of the equity price the investor will pay when they don’t know whether this price is for real, considering the intrinsic valuation difficulties of the insurance business. Not any company is a good target considering poor corporate governance and enterprise risk management of some companies. More preferable for an outside investor is to go for a joint venture with a market player looking for entry into the specific territory. No doubt that joint ventures will be preferred if the industry is concentrated or when it is used as a mechanism to reduce transaction costs incurred when acquiring other firms.

Considering the above, why go through M&A. On the macro level, we are undergoing a change scope by moving from national markets to a regional market and soon enough a worldwide one. As competition increases companies will have to grow rapidly to stay competitive. But how can one grow aggressively when bottom line does not follow the top? Shareholders will have to think of M&A. During a growth period it is always the case that many new companies are founded however with the atomization of the market, the outlook for growth and survival of start-ups becomes negative. With new regulations in the region, companies will face heavy financing needs with reducing returns on equity due to the weaknesses in managing the competitive forces, which, in the end, will push major groups to move out of the industry.

On the micro level, companies that go through M&A are looking for a level of efficiency, productivity and profitability. The acquirer has to be first a very efficient and well managed company and once this level is reached the acquirer looks to improve his bottom line even further through economies of scale on the structure, IT, marketing, creation of products and risk management. They improve bargaining power in purchasing reinsurance and advertisement. The acquirer can benefit from synergies and complementarities in terms of markets, territories, products and distribution networks. The larger size can reduce the effect of economic downturns and softness in the insurance cycle. Finally improve margins by improving market share because of the leadership position.

When 50% of M&As around the world do not succeed, the insurance industry has to manage challenges of its own to make an M&A operation a success. Firstly the valuation challenges and listed among others, the long duration of liabilities, the art of loss reserving, the cyclical nature of the business, the impact of reinsurance, the impact of statutory accounting, regulations and finally interest rates and capital market fluctuations. The value of an insurance company is broken down into several distinct parts. The adjusted book value (ABV) must be assessed carefully considering on one hand the hidden capital gains and on the other the difficulty in assessing liabilities and reserves for outstanding claims, incurred but not reported claims etc. To the ABV must be added on one hand the best estimate of the embedded value, which is the value of in force business and on the other the value of future business and other items such as goodwill etc. Secondly, to run an insurance business you are running risks, underwriting and technical, related to the pricing of products and again reserving, credit risks related to the reinsurance, clients and counterparty recoverable, market risks related to investments and finally, operational risks. Thirdly, the biggest challenge of all is integration of the labor forces and the digestible assets.

The learning curve has its costs whether it is a joint venture, merger or acquisition but the most important thing to keep in mind is shareholder’s return.

Farid Chedid is managing director of Chedid

May 1, 2008 0 comments
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InsuranceSpecial Report

The future of individual life insurance in the Middle East

by Noel D’Mello May 1, 2008
written by Noel D’Mello

In my 16 years within the Middle East Life Insurance industry, I have never witnessed such tremendous growth in sales for individual life insurance products as in the last three years. The boom in oil prices as well as the growing awareness of the benefits of medium to long-term savings with protection has contributed to this phenomenon. Statistics suggest that this is just the tip of the iceberg as the Middle East has very low penetration rate for insurance products. To add to this only a small fraction of this is generated from individual life insurance products making the proposition for the future even brighter. So what is the scope of Individual Family Takaful products for the foreseeable future within the Middle East?

In my humble opinion the growth potential is phenomenal. The market is virtually untapped and though traditionally this has been the domain of foreign conventional players, today we see the advent of several Takaful companies. In the last two years all insurance companies launched within the GCC have been Takaful companies. The boom in the Islamic Banking sector has helped shift the preference of the consumer towards Shar’iah compliant products and we in the Takaful industry have benefited from this.

If the population of a country or region, as in the Middle East, is predominantly Muslim and ‘all things being equal’ it is but natural that our Muslim brethren would prefer a Shar’iah complaint Takaful solution over its conventional counterpart. The appeal of a Takaful proposition doesn’t only lie in our religious beliefs as has been demonstrated in Malaysia where a mixed religious consumer base is increasingly opting for Takaful solutions. This is because in a Takaful proposition the underwriting profits are shared with the participants, thus enhancing the product’s value added proposition. A Shar’iah compliant savings plan will also appeal to the ethical investor, as a survey conducted in the UK suggests that ethical investors are willing to forego up to 2% return rather than choose a non ethical fund — with Takaful they don’t have to forego anything.

So for a Takaful company, the challenge then, is getting all things equal or better. This is especially true for individual family Takaful products, which are of a long term nature where the litmus test is not only to offer competitively priced flexible products at the outset of the plan but to maintain a consistently high performance in returns and services throughout the life of the plan. It is possible to create such a proposition as has been demonstrated through the recent launch of SALAMA’s range of individual Family Takaful products that compete like for like with their conventional counterparts. The products are marketed to clients on a need base approach and offer the flexibility to tailor make the plan to suit every individuals requirement. The range of products offered caters to all needs of the individual throughout the life cycle of the client. At SALAMA, we believe that our products being ‘Shar’iah compliant’ should be the ‘icing on the cake’ for the client and not the cake itself.

So why aren’t there an abundance of these Takaful companies in the region? The answer is simple — family Takaful is a long term and complex business, which requires shareholders understanding to invest substantial capital for the long term. Many shareholders do understand this and commit their capital but then are faced with the next big challenge of recruiting professionals with the expertise to create products, systems and infrastructure tailor made to the local market. There is a dearth of skilled professionals in the industry, which makes it a daunting task for shareholders to get the right team in place. One thing going wrong could set back the company by several months, not to mention the associated costs with it. Once these are in place then the management team has to ensure that ongoing services are of a superior quality with quick turnaround times and minimal documentation. Additionally, Takaful companies need to be rated by companies such as Standard and Poor and AM Best to gain credibility in the eyes of the consumer and this is increasingly difficult for a startup company, as most Takaful companies are.

To set up a successful family Takaful company, with the whole range of products to cover all aspects of an individual’s needs, takes anywhere between six months to a year. There have been several Takaful companies who have entered the fray and it is just a matter of time before they are ready to launch their Takaful products into the market. This will bring greater awareness to the consumer of the benefits of choosing Takaful solutions, which will in turn boost the sales figures of all Takaful companies alike. As mentioned, the individual life insurance market is virtually untapped so there is room for growth for both conventional insurance companies as well as Takaful companies, however I believe that the growth potential for Takaful is far greater because of the religious demography of the region and the added value that a Takaful proposition brings to the client.

Noel D’Mello Assistant General Manager- Head of family Takaful SALAMA-Islamic Arab Insurance Company Dubai, UAE

May 1, 2008 0 comments
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InsuranceSpecial Report

What is Takaful? Some Sharia Fundamentals

by Nada Abdelsater-Abusamra May 1, 2008
written by Nada Abdelsater-Abusamra

Takaful is NOT an Islamic contract or structure in itself, but rather the result of the combination of two or more Islamic contracts, and in general is the combination of a tabaru’ (donation) operation with one or more Islamic contracts like Wakalah or Mudarabah.

For years the insurance concept was prohibited by Islamic scholars, until 1985, when the Grand Council of Islamic Scholars in Makkah, based on the concept of a cooperative tabaru’ and cooperation, approved the Takaful system as an alternative to conventional insurance. However, the exact method and operation of Takaful was left to Islamic scholars and insurers to resolve develop and implement.

The word “takaful” originates from the Arabic word kafalah, bearing the reciprocal dimension of “guaranteeing each other” or “joint guarantee”.

The concept of “Islamic compliant insurance” dates back to some 1,400 years ago when the Muhajirun of Mecca and the Ansar of Medina would agree to contribute to a fund before starting long voyages, where often they incurred huge losses, misfortunes or robberies along the way. This “common fund” would be kept with one of the group members, and would be used to compensate any member who suffered mishaps during the journey.

General Takaful, or sharia-compliant, life insurance has been traced to another Muslim practice of pooling contributions from a group of people to assist others in need.

Simply put, today Takaful is the sharia-compliant alternative to conventional insurance. But what’s wrong with conventional insurance and why does it warrant a sharia alternative?

Is it the prohibition of riba (interest)? Not really, because riba is not inherent to the insurance business — and one may structure conventional insurance models without interest bearing investments.

Is it the prohibition of gambling (maysar)? But here again, gambling is not inherent to the insurance business. Gambling occurs only if the insurance results in a financial gain to the insured in excess of compensation of damages.

Is it the prohibition of risk? This another misconception. In fact, risk is not prohibited by sharia. On the contrary, risk is intrinsic and inherent to the very concept of halal business and profit. According to sharia principles, reward must be accompanied by risk. But sharia distinguishes between market risk and credit risk. While credit risk alone is not permissible, market risk is a requirement for any halal benefit. This is why for example investment in stock is permissible (market risk) while investment in bonds is not (credit risk).

So what is the major reason for the prohibition of insurance under sharia? This lies in the “gharar” (uncertainty) component of the insurance contract. “Uncertainty” is different from “risk.” Contracts that provide for “uncertain” obligations are not permitted. In conventional insurance, the service offered by the insurer (indemnification of a loss) may or may not be forthcoming depending on whether the loss occurs or doesn’t occur. Therefore, the obligation of the insurer lacks the component of “certainty” and is hence prohibited.  In other terms, whilst market risk is legitimate, the “transfer” of such risk in return for a fee without transfer of the corresponding reward, is not permitted under sharia principles.

So how does sharia overcome these prohibitions? We said that premium payment in return for “uncertain” services is not allowed, but payment of a participation as a gratuitous “donation” for social well being is permitted under sharia.

Under Takaful, premium is not a price for the coverage. Premium is a contribution in a mutual scheme or mutual fund which aim is to mutually guarantee each other against an uncertain event. Whilst in conventional insurance, the insured is a customer of the insurance company, in takaful the insured is both the customer and the principal. Part of the premium goes as an irrecoverable donation to cover any potential losses of any of the participants, and the other part of the premium is invested in sharia compliant investments.

There are two major types of Takaful namely the Wakalah model and the Mudaraba model. In addition, the concept of “waqf” is sometimes used to structure takaful operations.

The Wakalah model is mostly used in the Middle East while Malaysian companies commonly use the Mudaraba model.

Regardless of the chosen model, Takaful is similar to a mutual insurance where the purpose is to share risk between members, thus making it more manageable for each of them. A common fund is created (the Takaful Fund). This represents a percentage of each of the participant’s policy holders payment. The Takaful Fund is owned by the participants (the contributors) and is managed by an operating company the “Takaful Operator” (TO).

One of the most significant challenges of the Takaful industry is the re-Takaful or sharia-compliant reinsurance. This industry is at the early stages of its development and most Takaful companies undertake re-insurance with conventional reinsurers. Finally, it is worth mentioning that some sharia scholars defend the position whereby the insurance business does not violate sharia when the premium is calculated on the basis of scientific statistical computations, given that such scientific calculations remove the component of “gharar,” provided of course that other sharia aspects are complied with. However, this remains an endless argumentation that is arguably unproductive. The Takaful market is real and has incredible growth potential. It is certainly more productive to focus on how to develop and move the Takaful industry forward rather than concentrating on endless theoretical and theological debates.

Nada Abdelsater-Abusamra is an attorney at law in the courts of New York and Beirut. Corporate and advisor to regulators and banks in Islamic finance.

May 1, 2008 0 comments
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InsuranceSpecial Report

Staking claims in the Middle East

by Executive Staff May 1, 2008
written by Executive Staff

When the Middle Eastern crème de la crème of insurance professionals gathered in Bahrain earlier this year for the biennial convention of the regional industry body, the General Arab Insurance Federation (GAIF), the chosen topic was convergence of the industry on a regional level. No topic could have been timelier for an industry that by wide consensus is entering a period where it has the best chances ever to accomplish its long overdue mandate of becoming a real wheel in the regional economy. 

The performance of insurance companies across the Middle East region in recent years was undeniably, and for the first time ever, marked by significant growth rates in gross premiums and net profits. In comparison to the late 1990s, less than a decade ago, the premiums collected by leading insurance companies in the Gulf region have multiplied: some companies threefold, some fivefold, and some, close to tenfold.

Regions biggest continue growing

These meteoric risers were not upstart companies with extraordinary growth rates in the early days of doing business — these growth rates were achieved by insurers that were among the region’s largest providers of insurance services and the most sophisticated and developed players in the market. To name one example, Oman Insurance, the UAE’s prominent private sector insurer, grew its gross premiums from $44 million in 1999 to more than $373 million in 2007.

However, exponential growth in premiums aside, the Middle East still trails globally in the contribution and the role of insurance in local economies. Countries like Syria and Saudi Arabia rank among the least insured nations in the world, as measured by the share of GDP invested in insurance (insurance penetration). Their expenditure on general insurance is much less than 1% of GDP and their expenditure on life and wealth creation policies — the bigger business in the global insurance industry — is barely measurable. 

Secondly, all MENA economies greatly need to grow their insurance sector as their insurance penetration rates lag behind global and emerging markets averages. The growth and the concentration of insurance power in Arab countries entering the 21st century has been dichotomous, and quite unlike any program of regional convergence.

In the Levant markets, the Syrian opening to private sector insurance  is still in its early stages while the long established Lebanese insurance sector has struggled with the ups and downs the national economy experienced mainly because of security and political challenges.

In Jordan, the high number of listed insurance providers betrays the sector’s fragmentation, whereas Egypt has just seen the formation of one state-backed mega-provider through the merger of Misr Insurance and Al Chark into an entity with 75% domestic market share and the largest asset base of all insurers in the MENA. Nonetheless, Egypt affords much less insurance than neighboring Mediterraneancountries. 

The hype of new growth and  catchy annual premiums increases have thus been reserved largely for the booming petro-producing countries of the Gulf Cooperation Council (GCC). Among the Gulf economies, the largest premiums are in the United Arab Emirates, where the insurance industry recently claimed to have underwritten more than 40% of the GCC’s combined premiums in 2007.

Although the UAE and Qatar  grew their annual per capita expenditure on insurance (insurance density), the increases is relative to their larger economic expansion where nominal GDP growth was spurred by the realm’s ample blessings of liquidity and even more liquidity. This has curbed the role of insurance development in the past five years when measured relative to the expansion of GCC economies generally.

At a reported total premiums volume of $3.5 billion in 2007 — a $700 million increase over 2006, or 25% — the share of insurance in UAE GDP shy of 2%. At the end of the 1990s, the UAE had an insurance density of 1.4%, according to by multinational reinsurer, Swiss Re.

In the GCC, the impression is not one of impeccable growth. While underwriting performance in the form of gross premiums was sensational for some companies, the rates of ceding business to reinsurance firms were surprisingly high.

With regulations on financial reporting and compliance with internationally respected accounting standards slowly coming into effect, the acceptance of risk and the role of underwriting profits of insurance providers have not been very transparent across the region. But it is obvious from the profit developments of the past two years that insurance companies have been hit by their dependence on investment income from fickle regional financial markets.

Oil bubble

2006 was a correction year in the GCC stock markets that started with the rise in oil revenues from 2002/03. 2006 insurance company balance sheets were clearly negative  and, by contrast positive in 2007. With 2008’s first-quarter results not yet on the table, analytics of 2007 reflected the bourse trends of 2007-06.

Zawya’s insurance industry research shows movement in gross premiums of listed insurers last year in line with the overall positive market for premiums. Of the UAE’s 23 insurers, 20 released gross and net premiums figures indicative of a 31.8 % average increase, with Abu Dhabi based providers coming in ahead of their Dubai peers.

In Qatar, gross premiums growth of the four listed conventional insurers averaged 28.5%, situating the DSM insurers behind the ADSM and ahead of the DFM players. This underscores that the UAE and Qatar are currently leading insurance growth in the GCC, outpacing Kuwait and Bahrain. Saudi Arabia is in a special situation of new company formations in 2007 where performance results are not yet available. A noted exception is the former monopoly state insurer, Tawuniya, which reported a drop in 2008 first-quarter earnings because of weaker investment income. 

The listed Kuwaiti insurers reported a mixed development in gross premiums where increases by three firms were juxtaposed with contractions by two companies for a meager average growth of 0.2%. In Manama, three out of four firms showed single-digit gross premiums growth and the average was boosted to 17.8% only because of a 50% jump in premiums at ARIG.

For gauging of meaningful industry trends in the markets with less than ten reporting companies apiece, the data blankets for the Kuwaiti, Bahrain, and Qatari insurance sectors are still rather flimsy. However, when eyeing GCC financial markets wholesale, notable correlations are undeniable when drawing comparisons between net profits and underwriting developments.

All but one insurance firm with posted results in the UAE in 2007 could improve their net profits over the preceding year. The growth in net profits for two thirds of the companies exceeded their growth rates in both gross and net premiums, and most of the 15 companies in this group achieved net profit growth that was a multiple of their premiums growth, gross or net. Nine companies which had shown net losses, a black zero, or profits of maximum $3 million in 2006 jumped back into positive territory with 2007 net profits that ranged from $11 million to $33 million.

While underwriting growth was significant and exceeded 50% for three listed UAE insurers, it paled against the profits derived from investments. Median year-on-year profit growth for UAE insurance firms in 2007 was 73%, and profit increases for 70% of firms ranged above 40%. Only one insurer filed negative results development: Islamic provider SALAMA whose profits contracted by 15%.

Contrasting to the strong profit gains which companies reported from 2006 to 2007 is a comparison of profit trends over two years. Between 2005 and 2007, UAE insurers achieved only in very few cases two subsequent years of profits improvement. Most firms in the industry saw their profits smashed in 2006 due to the intense correction of regional securities markets and 2007 was a year of partial recovery from profit evaporations. On the balance, aggregate profits reported by the UAE’s listed insurance companies in 2005 were significantly higher than profits in either 2006 or 2007.    

While investment income is crucial for the insurance sector anywhere, the vast dependency on stock market gains by regional insurance firms, in combination with their comparison to the region’s banks small size, and the not quite so sensational underwriting growth in relation to GDP and inflation developments create an impression of an insurance industry that is still in the process of covering all its bases, an industry which probably is not quite yet in a position of resting on laurels as catalyst of safeguarding Middle Eastern societies. Despite the industry’s strong steps forward, these laurels are yet to be earned. 

May 1, 2008 0 comments
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Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

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