
UK billionaire declares ‘Britain has gone to hell,' lists $337m London estate on sale and moves to Dubai
TL;DR
UK billionaire
John Fredriksen
is leaving Britain due to the Labour government's abolition of non-dom tax status.
He's putting his £250 million
Chelsea
estate, The Old Rectory, up for sale.
Fredriksen
is relocating his business operations and residence to Dubai, UAE.
His departure follows the closure of his London firm Seatankers and reflects rising billionaire exits triggered by UK tax reforms.
A £13.7 Billion Departure: Why John Fredriksen Left London Behind
The United Kingdom is losing millionaires and billionaires at a record pace, and now, one of its most high-profile residents has joined the exodus.
J
ohn Fredriksen, once the UK's ninth-richest man, has left London, shut down key business operations, and put his prized Chelsea mansion,
The Old Rectory,
up for sale for a staggering £250 million ($337 million).
The trigger? A sweeping overhaul of Britain's tax policy targeting the global elite.
In a blunt interview earlier this month with Norwegian business outlet
E24
, Fredriksen did not mince words:
'Britain has gone to hell, like Norway,' he said. 'The entire Western world is on its way down.'
Who Is John Fredriksen?
At 81, John Fredriksen is one of the world's most influential shipping magnates. Born in Oslo and now a Cypriot national, he built his vast empire in oil tankers during the Iran-Iraq War of the 1980s.
Over the decades, he expanded into offshore drilling, LNG shipping, dry bulk, gas, and aquaculture.
Fredriksen first left Norway in 1978 over its aggressive tax regime and settled in the UK, where he was long seen as a quiet but formidable presence in London's business circles.
In 2001, he purchased
The Old Rectory
, a 30,000-square-foot Georgian manor in Chelsea, for £37 million. The estate, which includes 10 bedrooms, a ballroom, and two acres of private gardens, has become one of the most valuable homes in Britain.
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
Use an AI Writing Tool That Actually Understands Your Voice
Grammarly
Install Now
Undo
He famously turned down a £100 million offer from Roman Abramovich in 2004.
According to
Forbes
, Fredriksen was recently ranked the 136th-richest person in the world, with an estimated net worth of $17.3 billion.
Why He's Leaving: The End of the 'Non-Dom' Era
Fredriksen's exit was set in motion earlier this year, when the UK's Labour government abolished the non-domicile (non-dom) tax status, a historic tax arrangement dating back to 1799. The policy had long allowed wealthy foreigners living in the UK to pay tax only on their British income, shielding offshore earnings.
But in April 2025, under Chancellor Rachel Reeves, the non-dom policy was scrapped. Alongside that came other tax hikes:
Higher National Insurance contributions for employers
Tighter inheritance tax rules
A 15% VAT on private school fees
For global billionaires with complex financial footprints like Fredriksen, this marked a turning point.
'[The UK is] starting to remind me more and more of Norway,' Fredriksen told E24. 'People should get up and work even more, and go to the office instead of having a home office.'
Soon after, he closed the London headquarters of Seatankers Management, one of his private shipping firms. Reports in
Forbes
noted that more than a dozen domestic staff were let go from his Chelsea estate.
The Mansion: Putting a £250 Million Landmark on the Market
Fredriksen's property,
The Old Rectory,
is not just any home. Built in the 1720s, it once belonged to the rector of Chelsea parish church. After a full refurbishment in the 1990s, it was bought in 1995 by Greek shipping magnate Theodore Angelopoulos for £22 million. Fredriksen acquired it six years later for £37 million.
Now, two decades on, it's being quietly shopped to ultra-wealthy buyers with an asking price of £250 million.
If sold at that value, it would be one of the most expensive private residential sales in UK history.
He's Not Alone: The Wealth Drain from the UK
Fredriksen's move is not an isolated case. According to Henley & Partners, a global citizenship advisory firm:
The UK lost 10,800 millionaires in 2024, a 157% rise from the year before.
In 2025, it's projected to lose 16,500 millionaires, more than any other country globally.
These individuals are expected to take £66 billion in investable wealth with them.
According to The Telegraph, other billionaires who have already left, or are preparing to, include:
Richard Gnodde
, Goldman Sachs vice-chairman
Lakshmi Mittal, steel magnate
Ian and
Richard Livingstone
, property tycoons
Christian Angermayer and Nassef Sawiris, owner of
Aston Villa
(The Telegraph, Forbes)
According to the Sunday Times Rich List, Britain now has 156 billionaires, down from 165 in 2024, the sharpest drop in the list's 37-year history.
Why the UAE? A New Magnet for Global Wealth
Fredriksen's new base, the United Arab Emirates, is more than just a tax-friendly destination. It's now one of the world's fastest-growing wealth hubs.
According to Henley & Partners:
The UAE is set to receive 9,800 new millionaires in 2025, more than any country in the world.
These new residents will bring in an estimated $63 billion in wealth.
Over the last decade, the UAE has seen a 98% increase in its millionaire population.
That growth is second only to Montenegro, whose millionaire population rose by 124%, followed by Malta (87%), the United States (87%), and China (74%).
Why are so many choosing Dubai and Abu Dhabi?
Zero income and capital gains taxes
Stable political climate and pro-business regulation
World-class infrastructure for aviation, banking, logistics, and technology
Attractive Golden Visa programs and flexible residency schemes
Strong networks for family offices, private equity, and shipping
For billionaires like Fredriksen, Dubai offers a full-service platform to run a global enterprise with fewer political and regulatory hurdles.
And socially, the city is now home to a thriving ecosystem of financiers, tech founders, luxury developers, and shipping magnates.
Fredriksen, who is now spending most of his time in the UAE, is reportedly preparing to hand over greater control of his empire to his twin daughters, Cecilie and Kathrine Fredriksen, both of whom already serve on boards of several family companies.
Whether this transition marks a new chapter for the Fredriksen empire or a broader rewriting of elite capital flows, one thing is clear: Dubai is rising, and London is watching.
FAQs:
Q. Why is John Fredriksen leaving the UK?
Because of the end of non-dom tax status and new tax burdens introduced by the Labour government.
Q. Where is he moving to?
To Dubai, in the United Arab Emirates, where he plans to oversee his global business empire.
Q. What's happening to his UK property?
He's selling The Old Rectory in Chelsea for £250 million, one of Britain's most expensive homes.
Q. Why did he choose Dubai?
Dubai offers zero income tax, investor-friendly policies, and a fast-growing hub for global wealth and business.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Time of India
9 minutes ago
- Time of India
Govt launches SOAR initiative to equip school students with AI skills, featuring 15-hour modules for grades 6-12: Check all details here
The Indian government has rolled out the SOAR (Skilling for AI Readiness) programme, marking a significant step towards integrating artificial intelligence education into school curricula. This new initiative targets students from classes 6 to 12 and introduces three structured 15-hour modules to build AI literacy amongst young learners. The announcement came during the Bharat SkillNxt 2025 event held in New Delhi, which celebrated a decade of the Skill India Mission. Minister of State (Independent Charge) for Skill Development and Entrepreneurship, Shri Jayant Chaudhary, spoke to an audience of policymakers, educators, and industry representatives about the programme's importance. According to details about the programme published in the Press Information Bureau (PIB), he noted that India's school-going population, the world's largest, would soon demonstrate how students can not only learn about AI but actually use it in their everyday activities. Three key modules for student AI education The SOAR programme takes a phased approach to teaching AI concepts through three distinct 15-hour modules: AI to be aware serves as the introductory module, covering fundamental AI concepts and showing students how AI technologies already exist in their daily lives. Students will learn about different types of AI and gain basic understanding of the field. AI to acquire moves students beyond awareness into practical application. This second module focuses on AI programming basics and gives students direct experience with development tools commonly used in AI projects. AI to aspire completes the student journey by examining AI's ethical considerations, its effects on employment and society, and potential career paths in the sector. Teachers will receive their own dedicated training through AI for educators, a comprehensive 45-hour module that prepares them to deliver AI education effectively to their students. Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like An engineer reveals: One simple trick to get internet without a subscription Techno Mag Learn More Undo by Taboola by Taboola Bridging the digital divide The SOAR initiative specifically aims to provide equal access to AI education across India's varied geographical regions. By introducing AI concepts early in students' academic journey, the programme seeks to create opportunities for all learners, especially those from rural areas or communities with limited resources. This approach gives these students the knowledge and skills needed to succeed in an increasingly digital world. The integration of AI into school education reflects the government's broader strategy to develop a workforce ready for future challenges and capable of competing internationally. Dr. Sukanta Majumdar, Minister of State for Education, explained that this initiative supports the National Education Policy 2020, which prioritises skill development and vocational training as essential elements of India's educational approach. Global collaborations for a robust ecosystem The government has established several key partnerships to strengthen the SOAR initiative's impact. A notable memorandum of understanding has been signed between India's Ministry of Skill Development and Entrepreneurship (MSDE) and the Government of the French Republic. This collaboration will support joint curriculum development, talent exchange programmes, and innovation-focused training to ensure India's AI education framework meets international standards. Shri Jitin Prasada, Minister of State for Commerce and Industry, quoted by PIB, described these partnerships as crucial for India's development as a global technology and skills leader. "This initiative will empower our youth to compete, contribute, and lead, not just in India, but globally. We are investing in skills that change lives'. Empowering students and teachers alike The SOAR programme addresses both student learning and teacher preparation. The dedicated educator module ensures teachers have the necessary tools and knowledge to guide students through this rapidly evolving field. The initiative also emphasises inclusivity and diversity. As Dr. Majumdar highlighted, the programme is structured to benefit all students, with particular attention to encouraging girls' participation in STEM subjects. This aligns with the government's goal of creating better gender balance and representation in India's digital and technology sectors. A bold step toward "Viksit Bharat" The SOAR initiative goes beyond simply preparing students for AI-related careers—it aims to develop an entire generation that feels confident and capable of using technology to solve real problems. Introducing AI skills at the school level demonstrates India's commitment to becoming a developed nation with a workforce that can both meet job market demands and drive innovation in the global digital economy. As the SOAR initiative begins implementation, it is expected to establish India as home to the world's largest AI-ready school population. This positions the country to take a leading role in the technological transformation currently reshaping industries across the globe. Ready to navigate global policies? Secure your overseas future. Get expert guidance now!


Time of India
14 minutes ago
- Time of India
New rules in Saudi Arabia aim to elevate fine dining experience
Saudi Arabia introduces fine dining regulations that prioritise elegance, service, and exclusivity under Vision 2030/Representative Image TL;DR: Saudi Arabia launches new rules for fine dining restaurants under Vision 2030. Regulations focus on service quality, dress codes, ambience, and hospitality standards. Only one branch per restaurant chain is allowed per city under the fine dining category Initiative aims to align local hospitality with international luxury standards. In a bid to elevate its culinary and hospitality standards, Saudi Arabia has introduced a new set of guidelines for fine dining establishments. The Ministry of Municipal and Rural Affairs and Housing (MOMRAH) unveiled the regulatory framework on Monday, with a clear focus on enhancing customer experience and aligning with global fine dining norms. The initiative is part of the broader Vision 2030 objectives aimed at developing lifestyle sectors, supporting the tourism industry, and promoting private-sector excellence in service delivery. What's Changing for Fine Dining? Under the new classification system as mentioned in Saudi Gazette, fine dining restaurants must now adhere to a defined set of operational and visual standards. These include: High-End Service Standards: Trained staff must be available to provide tailored, attentive service to patrons. Atmosphere and Design: The interiors should reflect elegance, sophistication, and comfort — with curated lighting, well-planned layouts, and distinct branding. Dress Code and Etiquette: Both customers and staff are expected to maintain a refined appearance. Restaurants are allowed to enforce specific dress codes, provided they are clearly communicated. Music and Entertainment Policy: Any background music or entertainment should maintain a classy, low-volume ambience suited to the theme and atmosphere of fine dining. Exclusive Licensing: Only one branch per restaurant chain is permitted per city under the fine dining classification, preventing oversaturation and preserving exclusivity. The ministry clarified that these measures are designed to ensure a consistent and premium dining experience while supporting Saudi Arabia's hospitality competitiveness on the global stage. Purpose: Supporting Lifestyle and Tourism Goals According to the Ministry, the regulation aims to develop the classification of food establishments and support the Kingdom's growing role as a hub for gastronomy and upscale leisure. Saudi Arabia has seen a surge in high-end restaurant openings in cities like Riyadh, Jeddah, and AlUla in recent years. This regulatory step ensures that such venues maintain international-level standards while preserving cultural expectations and local identity. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like American Investor Warren Buffett Recommends: 5 Books For Turning Your Life Around Blinkist: Warren Buffett's Reading List Undo The guidelines also support the tourism ecosystem by standardizing the quality of visitor experiences, a key objective under Vision 2030. Impact on Business and Patrons Fine dining operators will need to meet these criteria to either maintain or obtain their "fine dining" classification. The ministry may issue formal recognitions or classifications to establishments that fulfil the required conditions, potentially impacting licensing, marketing, and eligibility for future hospitality partnerships. For diners, the guidelines will make expectations clearer, especially for international visitors used to a consistent luxury dining standard. These rules are applicable only to establishments voluntarily classified or aspiring to be recognized as fine dining and not to casual eateries or cafes. Ongoing Oversight and Compliance The Ministry has not yet released penalties or enforcement mechanisms but stated that the classification will involve assessment visits and performance evaluations over time. Restaurant owners are encouraged to review the published guidelines and adapt accordingly. This is not the first step in raising hospitality benchmarks. Saudi Arabia has previously introduced regulations around hygiene, ingredient sourcing, and customer transparency across food-related sectors. The current update builds on those foundations to address the premium segment. Saudi Arabia's new fine dining regulations mark another step in its push to become a global hospitality destination. By setting clear standards around design, etiquette, and service, the Kingdom is positioning itself to attract discerning customers and international culinary brands while supporting local entrepreneurship. As Vision 2030 progresses, such policies are likely to become more common across other lifestyle sectors, shaping the cultural and commercial landscape for years to come.


Time of India
15 minutes ago
- Time of India
IBC helped resolve bad loans of over Rs 12 lakh crore in 9 years, but resolution time doubled: CRISIL
The Insolvency and Bankruptcy Code (IBC), introduced nine years ago, has played a crucial role in resolving stressed debt in India. According to an analysis by CRISIL Market Intelligence, the IBC has directly resolved about Rs 12 lakh crore worth of debt through nearly 1,200 cases of stressed borrowers. Explore courses from Top Institutes in Please select course: Select a Course Category CXO Product Management Operations Management Public Policy Design Thinking Leadership Data Science Data Analytics Finance others Degree MBA PGDM Others Technology Project Management healthcare Cybersecurity MCA Management Artificial Intelligence Data Science Digital Marketing Healthcare Skills you'll gain: Digital Strategy Development Expertise Emerging Technologies & Digital Trends Data-driven Decision Making Leadership in the Digital Age Duration: 40 Weeks Indian School of Business ISB Chief Digital Officer Starts on Jun 30, 2024 Get Details Skills you'll gain: Customer-Centricity & Brand Strategy Product Marketing, Distribution, & Analytics Digital Strategies & Innovation Skills Leadership Insights & AI Integration Expertise Duration: 10 Months IIM Kozhikode IIMK Chief Marketing and Growth Officer Starts on Apr 7, 2024 Get Details Skills you'll gain: Operations Strategy for Business Excellence Organizational Transformation Corporate Communication & Crisis Management Capstone Project Presentation Duration: 11 Months IIM Lucknow Chief Operations Officer Programme Starts on Jun 30, 2024 Get Details Skills you'll gain: Technology Strategy & Innovation Emerging Technologies & Digital Transformation Leadership in Technology Management Cybersecurity & Risk Management Duration: 24 Weeks Indian School of Business ISB Chief Technology Officer Starts on Jun 28, 2024 Get Details It stated "Insolvency and Bankruptcy Code (IBC) nine years ago has enabled the direct resolution of approximately Rs 12 lakh crore of debt." by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Even Beautiful Women Have Their 'Oops' Moments Read More Undo The report highlighted that the impact of IBC goes beyond just the cases admitted by the National Company Law Tribunal (NCLT). In addition to resolution under IBC, the report pointed out that nearly 30,000 cases involving around Rs 14 lakh crore of debt were settled even before formal admission to the NCLT. Live Events This showed that the IBC has acted as a strong deterrent, pushing borrowers to settle dues early to avoid insolvency proceedings. The IBC has brought a major shift in the approach to debt resolution in India, moving from a debtor-in-control system to a creditor-in-control framework. This distinguishes it from earlier systems like the Debt Recovery Tribunal (DRT), Lok Adalat, and the SARFAESI Act. Since 2016, total resolved debt through various mechanisms has touched Rs 48 lakh crore. Of this, the IBC has shown the highest recovery rate of around 30-35 per cent, compared to 22 per cent for SARFAESI, 7 per cent for DRT, and 3 per cent for Lok Adalat. The flexibility under IBC to change management and restructure debt has also helped, especially in reviving viable businesses. In the past three years alone, about 60 per cent of resolution approvals were completed, although they accounted for only 40 per cent of total debt. However, the report also noted some challenges, particularly the delay in resolution timelines. The average time to resolve a case under IBC has increased to 713 days, more than double the prescribed 330 day limit. The delay is mostly due to procedural bottlenecks and cross-litigations. To improve this, the Insolvency and Bankruptcy Board of India (IBBI) has increased NCLT bench strength, allowed online submissions, and permitted part-wise resolution of debt. Overall, while IBC has become India's primary tool for resolving stressed debt, the report believed the real test will be how effective the recent amendments are in ensuring faster and more efficient outcomes in the future.