Global Investing

The headline in the Gulf News English language daily reads 'UAE tops world on per capita carbon footprint'.

For a place so reliably bathed in sunlight, the Dubai property explosion seems to have generated enough construction noise to drown out the environmental debate raging elsewhere in the world.

For the first-time visitor, the scale of the global construction superlatives - The Palm, made from reclaimed land jutting out defiantly into the Gulf, the skyscrapers built in a region where there is no shortage of space - is staggering.

The amount of environmentally 'sinfull' concrete poured over the last decade is ncalculable. Billboards lauding the benefits of solar power look like a bit of an after thought.

Climate change was just beginning to take hold as an issue for property developers when the economic downturn struck and put paid to nascent environmental ambitions.  "Green is not cheap," says Markus Giebel, chief executive of Dubai property group Deyaar Development. "Dubai was on the right track, but there's no money now. People are thinking about survival."

Starting Monday, Reuters is inviting  business leaders from various sectors in Dubai, Riyadh and Cairo to discuss key challenges facing them in the aftermath of the global financial crisis and the lessons they have learnt.

Is the downturn over or are we set for a double-dip? Will buyers flock back to Dubai's property bonanza or will they stay away for the foreseeable future? Will the oil-reliant economies of the Gulf manage to diversify as they had hoped at the start of the boom in 2002 or will they continue to rest on their barrels of crude? Read this for a preview.

    Buying ABN AMRO may have bankrupted Royal Bank of Scotland and Fortis, but it has proved another coup for Spain's Santander whose chairman Emilio Botin has shown his eye for a bargain.
    After flipping Italy's Banca Antonveneta for an impressive profit before the ink was even dry on the contract to take it over from ABN, Botin is now looking to float Banco Santander Brasil, including another former ABN asset, Banco Real, once part of the Dutch bank's Latin American empire.
    With Brazilian valuations riding high and the IPO market flourishing, Citigroup reckons BSB could be worth as much as $30 billion. If so, the partial sale would again demonstrate Botin's ability to spot a good deal.
    Brazil is far too important to Santander -- it accounted for 18 percent of the bank's first half profits of 4.5 billion euros -- for Botin to give up control. But a flotation of 15 percent of the Brazilian bank could raise $4.5 billion of scarce capital while giving Botin another currency for shopping in South America. lt is already Brazil's third-largest bank by assets.
    Santander has been able to keep buying through the financial crisis, becoming the biggest bank in the euro zone as a result. Botin has also picked up Sovereign Bancorp in the U.S. and Alliance & Leicester, along with the remains of failed former building society Bradford & Bingley, in Britain.
    Floating the Brazilian business would crystallise its value. It might also boost Santander's own share price, but risks investors taking the view that a global roll-out of the bank's name and brand means the parent is becoming a conglomerate rather than an integrated group.
    The possibility of attracting a conglomerate discount won't have escaped Botin, whose family still owns nearly 2.5 percent of the $115 billion bank.
    Unlike his colleagues in the banks which have failed, Botin has his family fortune tied up in the business he runs. This, surely, is a powerful reason why Santander has avoided plunging into areas where the risk was far greater than the executives knew or cared. The bank has the strength to take advantage of the fashion for things Brazilian, and he can reflect that the acquisition which sunk RBS has done him no harm at all.

  A cynic might say they had seen it all before: New CEO of a big oil company, which is under pressure from shareholders, announces a wide-ranging restructuring that will make the company look like the much-admired industry leader.

Tony Hayward did it at BP in 2007 and Peter Voser, due to step up to the top job at Royal Dutch Shell Plc on July 1, did it on Wednesday.

http://uk.reuters.com/article/rbssEnergyNews/idUKLR94627920090527?sp=true

Perhaps fearing that restructurings, like jokes, don’t amuse as much on the retelling, Shell went one further than BP. While the London-based oil major said it would adopt Exxon’s approach of standardising procedures across its businesses, Shell said it would redraw its business units in the mould of Exxon’s.