Abu Dhabi fund doubles revenue in 2009

Abu Dhabi’s (AED88.5) $24 billion strategic investment arm, Mubadala Development, reaped nearly twice as much revenue from portfolio companies in 2009 than in the previous year.
Mubadala’s total income of $2.3 billion was driven by a substantial increase in revenue and a change in the net value of its assets, according to the company.

But this revenue was slightly exceeded by the $2.4 billion Mubadala received in funding from the Abu Dhabi Government, its primary shareholder. But this funding was one-third of what was provided to the company in 2008, which was $6.95 billion.

Mubadala executives seized this reduction in funding to illustrate how the company could operate on more commercial terms and was diversifying its funding sources, according to The National, an Abu Dhabi newspaper.

The company stated that “strong” dialogue with banks and fixed income investors, in addition to diversifying funding sources, enabled it to continue financing projects. Mubadala raised $1.85 billion through corporate bond program in the second half of 2009, in addition to a $1.3 billion bank loan among other fundraising initiatives.

But the executives did not expect Mubadala to be totally independent of government funding, adding that the company had asked for a larger sum of funding in 2010 than the $2.4 billion it was granted last year.

In addition to the increased revenue, the strategic investor’s total assets grew in value 75 per cent to $24 billion in 2009.

Sponsored Content

Mubadala has the dual aims of diversifying the emirate’s economy and earning financial returns. In 2009 it benefited from its majority ownership and operation of Dolphin Energy, a natural gas producer in Qatar, which delivered $760 million in revenue, but its fastest-growing sources of revenue were SR Technics, at $1.1 billion, and proceeds from UAE University, Zayed University and Paris-Sorbonne University Abu Dhabi, totalling $700 million.

In a statement, Mubadala managing director Khaldoon Khalifa Al Mubarak said the company’s focus in 2009 was to improve financial and operational discipline, transparency and governance.

The company listed the following highlights for the year: increasing its holding in SR Technics from 40 to 70 per cent; completion of the first stages of Paris-Sorbonne University Abu Dhabi and UAE University, and the downtown campus of New York University Abu Dhabi; selling plots of land in Sowwah Island, location of the new central business district and Abu Dhabi Stock Exchange; and the first commercial production of metal at Emirates aluminium in December 2009, part of an expected 700,000 tonnes in phase one.

Mubadala’s purpose of starting up companies means that initial years of losses should be followed by profits. An example of this could be seen in Emirates Aluminium, which lost $152 million in 2008 before this year’s positive return, according to The National.

Leave a Comment

Sort content by

What does an effective board look like?

Pension fund boards are complex, evolving, collective bodies and the individuals that serve them face unique challenges. The Rotman-ICPM Board Effectiveness Program is a week-long course designed specifically for pension fund trustees that showcases how an effective board looks and behaves. Pension management beneficiaries are delegating to a body that then delegates to an executive,

ESG rethink can add 40 basis points per month: Hermes

Rigorous Environmental, Social and Governance (ESG) management can deliver an extra 40 basis points per month according to Saker Nusseibeh, CEO and head of investment at Hermes Fund Managers. “Where it [ESG] really matters for performance is in consistently avoiding bad governance. You can add 40 basis points per month… Per month!” Nusseibeh told a

International reaction to QSuper’s innovation

Australian fund, QSuper’s creation of eight different investment cohorts for its 440,000 default fund members this month has sparked curiosity and admiration from defined contribution experts in the US, the UK and New Zealand. The investment strategies for each group will be focussed on an estimated retirement outcome for that segment, taking into account the

Investors ignore liability matching at their peril

Two high profile pension funds, ATP of Denmark and HOOPP of Canada, have been very successful in managing their assets in two distinct portfolios. But the practice of fund separation, a portion of the portfolio for liability hedging and another for alpha generation, is not common in pension management. It should be. For these two

Home bias in corporate engagement revealed

Investors should take care in selecting corporate engagement firms to ensure the engagement reflects their portfolio holdings, warn academics at Oxford and Maastricht Universities following a new study which reveals a home bias in such activity. As the investment portfolios of large institutional investors become increasingly global, it is particularly important that they carefully select

The power of benchmarking: GRESB comes of age

Now in its fifth year GRESB, the benchmark that measures the sustainability performance of real estate portfolios, has been influential in changing the sector’s performance and environmental impact. Now Nils Kok, executive director of GRESB and associate professor in finance at Maastricht University, says that infrastructure and private equity assets are ripe for a benchmark

Previous