VIDEO: Islamic investment deals in UAE hit $1.53bln
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Uganda's government will sell a 25-year bond for the first time next week, its longest-dated debt instrument yet, as it seeks to extend the maturity of its debt portfolio and limit cash flow pressures, a senior central bank official said on Monday. Currently the lengthiest government bond on sale has a maturity of 20 years. "Borrowing long-term has an advantage that the cash pressure is reduced but also the costs tend to be lower compared to the short-term," Jimmy Apaa, director for financial markets at the East African country's central bank, told Reuters. "When government borrows short-term then it will experience cash flow pressure," Apaa said, adding that the first sale of the 25-year bond would be on August 6. Uganda is following in the footsteps of neighbouring Kenya, which has also sought to lengthen the maturity of its debt to manage financing pressures. (Reporting by Elias Biryabarema; Editing by Alexander Winning and Ros Russell)
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New Bain & Company analysis details how buyers can unlock full value from carved-out businesses
Middle East – Bain & Company's latest insights, You've Decided to Buy a Carved-Out Business. Now What?, examine how acquirers can harness the full potential of divested businesses, while avoiding the common pitfalls that jeopardize success. Buying a divested business can be a strategic way to reshape your portfolio and jump-start growth. Whether the objective is to expand into new markets, fill gaps in a product portfolio, or gain quick access to revenue, customers, operational capacity, and talent, carve-outs can create significant value for acquirers. But too many buyers focus only on getting to Day 1 and overlook the need for a solid integration thesis linked to the deal thesis and key value drivers. Bain's M&A Practitioners 2025 Outlook Survey reveals that cultural differences and process and technology issues are the biggest challenges in integrating carve-outs—followed by negotiating transition service agreements (TSAs), talent issues, and defining the carve-out perimeter. These issues must be proactively addressed from the outset. The most successful carve-out acquisitions start with due diligence that identifies both the carve-out-specific elements and the value creation plan required to underwrite the deal. They develop a solid integration thesis linked to essential value drivers and carve-out components. Here's Bain's advice for buyers to address these issues: Use cutting-edge diligence to assess the carve-out situation (e.g., perimeter, entanglements, standalone costs) and its impact on value creation. It's essential to dig deep into people, systems, and assets—including contracts and IP—and identify areas where TSAs or a build-out/integration plan are needed for Day 1. Diligence should also highlight commercial implications, such as distributor gaps or risk from comingled contracts. Accelerate process and systems decisions. In a carve-out, critical interactions such as invoicing customers, paying employees, and ensuring product availability must continue seamlessly on Day 1. This requires early decisions on cross-functional processes and systems to be kept, cloned, built, integrated, or retired. Plan and utilize TSAs strategically. While TSAs are an important mechanism for continuity on Day 1, buyers and sellers have different motivations for a TSA's scope and duration. Instead of operating on general rules of thumb like, 'We need longer TSAs' or 'We need to negotiate the best possible service,' buyers should look at TSAs as a bridge to achieve the integration priorities. Set the tone on people and culture. Buyers often has limited visibility into the talent and the capabilities needed to operate. In addition, carve-out employees may feel undervalued, and sellers may be reluctant to let the buyer interact with acquirers work with the seller early to identify key talent, define talent movement metrics, and establish a compelling future vision. They activate leadership to ensure employees feel valued and aligned. Plan for and execute Day 1 in a way that mitigates risk and prepares for the future state. While many acquirers see a smooth Day 1 as a win, the best carve-out acquirers prepare for cutovers at TSA exits with detailed plans to deliver synergies and future growth. Carve-outs can be attractive acquisitions that represent unique growth opportunities. But unlike full company acquisitions, carve-outs can break on Day 1 if things are not planned and managed well. -Ends- To arrange an interview or for further information, please contact: Christine Abi Assi – christine@ About Bain & Company Bain & Company is a global consultancy that helps the world's most ambitious change makers define the future. Across 65 cities in 40 countries, we work alongside our clients as one team with a shared ambition to achieve extraordinary results, outperform the competition, and redefine industries. We complement our tailored, integrated expertise with a vibrant ecosystem of digital innovators to deliver better, faster, and more enduring outcomes. Our 10-year commitment to invest more than $1 billion in pro bono services brings our talent, expertise, and insight to organizations tackling today's urgent challenges in education, racial equity, social justice, economic development, and the environment. We earned a platinum rating from EcoVadis, the leading platform for environmental, social, and ethical performance ratings for global supply chains, putting us in the top 1% of all companies. Since our founding in 1973, we have measured our success by the success of our clients, and we proudly maintain the highest level of client advocacy in the industry.
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Abu Dhabi real estate market surges 39% in H1 2025, driven by investor confidence and strong FDI
Image: Getty Images Abu Dhabi's real estate sector posted a robust performance in the first half of 2025, recording a 39 per cent surge in total transaction value year-on-year. According to figures released by the Abu Dhabi Real Estate Centre (ADREC), transaction value rose to Dhs51.72bn, up from Dhs37.2bn during the same period in 2024. The market witnessed a 12 per cent rise in the number of transactions, reaching 14,167 deals—driven by increased activity in sales, purchases, and mortgages. The value of sales and purchase deals grew 32 per cent to Dhs32.69bn across 7,964 transactions. Meanwhile, mortgage transactions saw an even stronger growth of 52 per cent, totaling Dhs19.03bn across 6,204 deals. The period also saw a notable uptick in international investor activity. Foreign Direct Investment (FDI) transactions climbed to 890, with a total value of Dhs3.38bn—a 3.3 per cent increase from H1 2024. ADREC reported that the number of nationalities investing in the capital's property market reached 85, marking a 10 per cent year-on-year increase and reinforcing Abu Dhabi's global appeal. Demand Strong demand came from investors in countries such as Russia, China, the United Kingdom, France, Kazakhstan, and the United States, further establishing the emirate as a reliable and attractive global investment destination. In terms of geographic distribution, Saadiyat Island led the market with Dhs9.1bn in transaction value, followed by Yas Island (Dhs5.86bn) and Al Bahia (Dhs3.98bn). Other high-performing areas included Mohammed Bin Zayed City, Al Reem Island, Al Riyadh City, and Khalifa City, highlighting widespread investor interest across Abu Dhabi. Read: Commenting on the performance, Eng Rashed Al Omaira, acting director General of ADREC, said: 'The first-half performance reflects the growing confidence in Abu Dhabi's real estate market, from both global and national investors, reflected in the sustained growth in transaction values and continued increase in foreign investment. 'The recent launch of high-quality projects has further energised the market and opened doors to attractive investment opportunities, reinforcing Abu Dhabi's attractiveness as a leading destination for sustainable real estate investment. Additionally, the initiatives ADREC recently launched and the facilitations it offered, including automation of a large number of processes and services, had a pivotal role in reaching this achievement, through streamlining the investor's journey, accelerating transactions and enhancing transparency.' ADREC continues to advance its regulatory framework and improve the customer experience, aligning its services with Abu Dhabi's broader economic development goals and supporting the emirate's competitiveness on the regional and international stage.
