The UAE only issued its first currency in 1973 but is now known as a global financial hub. Rebecca Bundhun reports
Forty years ago, the UAE did not even have its own currency. Today, it is home to the leading financial centre in the Middle East.
The development of the financial services industry has gone hand in hand with the evolution of Dubai as a trading hub for the region.
But it is easy to forget that it was only on May 19, 1973 that the first steps were made towards setting up a monetary authority, with the creation of the UAE Currency Board.
Launched a year and a half after the formation of the UAE, the board's first task was to issue a national currency to replace the currencies in use at the time, which were the Bahraini dinar and the Qatari and Dubai riyal. The UAE dirham went into circulation that same day and the other currencies were phased out within weeks.
Lebanon was the Middle East's financial hub then, a title it held until the outbreak of civil war in 1975, when many banks relocated to Bahrain.
Some international banks had already moved in during the Trucial States period.
Standard Chartered set up its operations in 1958, with its first branch opening in Sharjah. HSBC acquired The British Bank of the Middle East, which had branches in Abu Dhabi, in 1959 and used the name until 1999.
A number of local banks were also operating. National Bank of Dubai launched in 1963 as the oldest local bank in the southern Gulf, while National Bank of Abu Dhabi has been around since 1968.
Banking transactions for companies in the UAE 40 years ago were a far simpler affair.
"The kind of products companies used in the 1970s were fairly straightforward and a reflection of their size and focus at the time," says Georges Elhedery, HSBC's head of global markets Mena. "For instance, they might look to banks for standard loans on a one-to-one basis for mainly regional use. Now, many regional companies look to banks to launch international bonds, bringing in investors from around the world. And, it's not just about raising money. The use of more complex derivative-based products has grown massively."
But as the country's economy developed, it became clear that the country needed a fully fledged Central Bank.
"The board was found to lack the authority to regulate the increasingly complicated and diverse monetary scene, particularly after the quadrupling of the oil price in 1974 had caused a big increase in the number of foreign and local banks and in the scope of financial transactions," says Frauke Heard-Bey in her book, From Trucial States to United Arab Emirates.
On December 10, 1980, the Currency Board became the Central Bank of the UAE.
"Such change was extremely necessary, in view of the huge economic development, which coincided with the establishment of national banks - 21 banks then - and with the currency in circulation reaching UAE Dh2.1 billion as at December 31, 1980," the Central Bank says.
The entity became more powerful, with the Central Bank becoming responsible for the organisation of the country's monetary, credit and banking policy and maintaining currency reserves in gold and other currencies.
It was a challenging process.
"It was no easy task to regulate and rein in the diverse financial and banking practices to which the liberal economies of the individual emirates had become accustomed," says Ms Heard-Bey. Rapid growth of the country's economy followed, with cash in circulation increasing more than ten-fold from Dh2.1 billion in December, 1980 to Dh23.2bn in June, 2007, while Central Bank assets in foreign currencies and gold increased from Dh7.28bn to Dh159.31bn, data from the Central Bank show.
Dubai launched the Dubai Financial Market in 2000. The cornerstone of Dubai's ambitions as a financial services hub was the launch of the Dubai International Financial Centre (DIFC) and the Dubai Financial Services Authority in 2004. The financial free zone now has a client base of more than 800 registered firms, including 18 of the top 25 global banks.
rbundhun@thenational.ae
* With additional reporting by Gregor Stuart
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Name: Kumulus Water
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The drill
Recharge as needed, says Mat Dryden: “We try to make it a rule that every two to three months, even if it’s for four days, we get away, get some time together, recharge, refresh.” The couple take an hour a day to check into their businesses and that’s it.
Stick to the schedule, says Mike Addo: “We have an entire wall known as ‘The Lab,’ covered with colour-coded Post-it notes dedicated to our joint weekly planner, content board, marketing strategy, trends, ideas and upcoming meetings.”
Be a team, suggests Addo: “When training together, you have to trust in each other’s abilities. Otherwise working out together very quickly becomes one person training the other.”
Pull your weight, says Thuymi Do: “To do what we do, there definitely can be no lazy member of the team.”
Formula Middle East Calendar (Formula Regional and Formula 4)
Round 1: January 17-19, Yas Marina Circuit – Abu Dhabi
Round 2: January 22-23, Yas Marina Circuit – Abu Dhabi
Round 3: February 7-9, Dubai Autodrome – Dubai
Round 4: February 14-16, Yas Marina Circuit – Abu Dhabi
Round 5: February 25-27, Jeddah Corniche Circuit – Saudi Arabia
Living in...
This article is part of a guide on where to live in the UAE. Our reporters will profile some of the country’s most desirable districts, provide an estimate of rental prices and introduce you to some of the residents who call each area home.
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
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Ki-Jana Hoever
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Herbie Kane
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Luis Longstaff
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Yasser Larouci
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The%20specs
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Key figures in the life of the fort
Sheikh Dhiyab bin Isa (ruled 1761-1793) Built Qasr Al Hosn as a watchtower to guard over the only freshwater well on Abu Dhabi island.
Sheikh Shakhbut bin Dhiyab (ruled 1793-1816) Expanded the tower into a small fort and transferred his ruling place of residence from Liwa Oasis to the fort on the island.
Sheikh Tahnoon bin Shakhbut (ruled 1818-1833) Expanded Qasr Al Hosn further as Abu Dhabi grew from a small village of palm huts to a town of more than 5,000 inhabitants.
Sheikh Khalifa bin Shakhbut (ruled 1833-1845) Repaired and fortified the fort.
Sheikh Saeed bin Tahnoon (ruled 1845-1855) Turned Qasr Al Hosn into a strong two-storied structure.
Sheikh Zayed bin Khalifa (ruled 1855-1909) Expanded Qasr Al Hosn further to reflect the emirate's increasing prominence.
Sheikh Shakhbut bin Sultan (ruled 1928-1966) Renovated and enlarged Qasr Al Hosn, adding a decorative arch and two new villas.
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Sources: Jayanti Maitra, www.adach.ae
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Spending an excessive amount of time on the phone.
Neglecting personal, social, or academic responsibilities.
Losing interest in other activities or hobbies that were once enjoyed.
Having withdrawal symptoms like feeling anxious, restless, or upset when the technology is not available.
Experiencing sleep disturbances or changes in sleep patterns.
What are the guidelines?
Under 18 months: Avoid screen time altogether, except for video chatting with family.
Aged 18-24 months: If screens are introduced, it should be high-quality content watched with a caregiver to help the child understand what they are seeing.
Aged 2-5 years: Limit to one-hour per day of high-quality programming, with co-viewing whenever possible.
Aged 6-12 years: Set consistent limits on screen time to ensure it does not interfere with sleep, physical activity, or social interactions.
Teenagers: Encourage a balanced approach – screens should not replace sleep, exercise, or face-to-face socialisation.
Source: American Paediatric Association
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