Transparency “key to UAE banking”

Invest Bank is one of the leading banks in the emirate of Sharjah, and is continuing to pursue its local philosophy on banking

Above: HH Dr. Sheikh Sultan Bin Mohammed Al Qasimi, Ruler of Sharjah, at an Invest Bank pavillion

Invest Bank is one of the leading banks in the emirate of Sharjah, and is continuing to pursue its local philosophy on banking

Since its launch in 1975, Invest Bank, in the United Arab Emirate of Sharjah, continues to make steady progress on all fronts. Starting with financial resources of less than $3m, capital has increased to almost $350m, with shareholders’ funds exceeding half a billion dollars. The bank’s asset base has equally witnessed impressive growth. Invest Bank has grown from a small financial institution to a diversified full-service bank, providing a wide range of corporate and commercial banking services.

Initially established as ‘Investment Bank for Trade and Finance’, a change in the bank’s name to Invest Bank has not altered its focal activities; that is, project and trade finance.

Nor has it changed the bank’s commitment to customer service and lasting partnerships with its customers and international partners.

Sami Rached Farhat, Invest Bank’s General Manager, proudly notes that the bank’s operational strategy, which has been developed over many years with a dedication to personalised customer service, has contributed to its recognition as the fourth-best performing bank in the entire GCC region, in a survey of 70 commercial banks conducted by Darien Middle East, a financial consultancy based in London.

Local market knowledge
Invest Bank has branches in every major business centre in the UAE, as well as an array of correspondent banking relationships with major local and international banks and financial institutions. Farhat points out that a key to Invest Bank’s continuing growth is its local expertise and knowledge of the UAE market.

A major strength of Invest Bank is its highly personalised client services, which cater to business people, investors and VIPs, among others. Farhat explains: “We strongly believe that our future rests on the fact that we are more of a ‘boutique bank’. We listen and offer quality products and services in order to build a long-term relationship with our clients.

Our motto is to ‘build value for our customers, shareholders and employees’, and offer tailor-made solutions to make Invest Bank their bank of choice. We want to be their lead bank, but not necessarily the sole banker.”

Another cornerstone of the bank’s success is to recruit what Farhat describes as “the cream of the crop” in the local financial sector. Invest Bank is proud to provide exceptional training opportunities to its employees, both UAE nationals and expatriates.

He adds that Invest Bank has managed the economic downturn reasonably well, despite the fact that, in late 2008, ratings agencies downgraded the credit ratings of a number of banks in the country because of their own problems. Invest Bank’s ratings remained unchanged through this period, and it showed a good deal of resilience to global, regional and local developments.

In terms of financial performance, Farhat notes that the bank has continued to maintain a high level of capital; indeed, its capital adequacy ratios are some of the best in the UAE banking sector, averaging 24.68 percent in the last four years, with an average tier-1 ratio of 20.61 percent. On the liquidity front, Invest Bank has been a lender in the market for over two decades, with an average liquid assets ratio throughout the global liquidity crunch (beginning 2008) of over 23 percent, while in the same period its average loan-to-deposit ratio has been 97 percent. With an average income-to-revenue ratio of 20.45 percent and average return on assets of 2.25 percent, Invest Bank has delivered value to its shareholders. Average return on capital stands at 19.73 percent, while return on total equity is at 11.43 percent.

Transparency and enterprise
Invest Bank also experienced fewer asset quality problems than many of its peers, who saw significantly increased delinquencies in the banking sector while Invest Bank’s asset quality ratios actually strengthened. Farhat says: “Over the years, we have made conscious efforts with additional provisions and better risk management to enhance coverage ratio.”

Key profitability ratios remained strong; the bank’s return on average assets (ROAA) has been consistently above its peer group average for several years.

Farhat also says that policies adopted by the UAE Central Bank have allowed the banking sector to continue making sound progress, withstanding regional and international turbulences at the same time. His quest for driving ‘Emiratisation’ through ‘Kiyada’ (a leadership programme for UAE Nationals), as well as the organisation’s determination to exist as a sustainable enterprise, are being rewarded with recognition in the financial industry, including World Finance’s award for Best Commercial Bank in the UAE (2012).

Farhat receives strong support from the board and its management team in pursuit of the bank’s philosophy of ethical banking, which gives the bank credibility while it expands its credit assets. He takes a holistic perspective of all markets in an attempt to understand regional impacts, and to allow instantaneous re-alignment of strategies. Farhat has a strong belief in values and complements Invest Bank’s team with a positive attitude to change and a pro-active approach in achieving the company’s goals.

Farhat considers Invest Bank’s transparency in its dealings with customers, regulators and auditors, as well as in its fiscal management, to be one of the company’s core strengths.

For some years, Invest Bank has been the first to finalise and submit its quarterly and annual financial statements to the Emirates Securities and Commodities Authority. For this achievement, Invest Bank has been formally recognised by the Abu Dubai Securities Exchange on its Diamond List. Invest Bank has been the first bank in the last five years to distribute dividends to its shareholders.

Community partner
Invest Bank’s solid track record in the UAE – thanks to its customised solutions and dedication to customer service – makes the bank an ideal partner for businesses. The bank strongly believes in partnerships with its key stakeholders, creating strong shareholder value, and promotes trust and comfort with all of its regulators, while at the same time remaining loyal to its nation’s heritage and contributing to the overall development of Sharjah and the UAE.

Invest Bank is responsive to local, regional and international developments, but remains steadfast in principles and commitments. In recognition of its contribution to economic development, Invest Bank has been honoured at the Sharjah Chamber of Commerce’s Economic Excellence Awards on more than one occasion.

Farhat adds that “Invest Bank is a responsible community partner and maintains active involvement in social, sports, cultural and charitable activities. The bank is a regular financial supporter of various charitable and social welfare organisations and community development projects and has been a recipient of awards in recognition of its involvement.

Sharjah Civil Defense, Sharjah Police, Sharjah Expo Centre and Sharjah Equestrian and Racing Club are some of the organisations that have formally recognised the bank’s contribution and efforts. Sharjah City for Humanitarian Services celebrated the silver jubilee of the bank’s charitable activities, and HH Dr. Sheikh Sultan Bin Mihammed Al Qasim, the Ruler of Sharjah, acknowledged the bank’s long-lasting financial support to such a great humanitarian cause. Recently, it has endorsed Médecins Sans Frontières (MSF) initiatives and is proud to be associated with the 10th anniversary event of Vertical Marathon.”

Invest Bank is also a regular participant in the careers fairs organised by the Emirates Institute for Banking and Financial Studies to promote career opportunities for UAE nationals in the banking sector. As a key sponsor, Invest Bank has proudly supported events such as the Hawala Conference, which is organised by the Central Bank with participation from IMF, worldwide financial regulators and police agencies, as well as international banking conferences, to foster better understanding and promote dialogue between local and regional banks.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.