TREASURY PDAS SAEED DISCUSSES SOVEREIGN WEALTH FUNDS WITH

C O N F I D E N T I A L DUBAI 000661

C O R R E C T E D COPY - CHANGING CLASSIFICATION AND
PARAGRAPH MARKINGS

SIPDIS

DEPT NEA/ARPI FOR BAGWELL; TREASURY FOR SAEED, KAPROTH, TURNER

E.O. 12958: DECL: 12/9/2017
TAGS: ECON EFIN EINV TC AE
SUBJECT: TREASURY PDAS SAEED DISCUSSES SOVEREIGN WEALTH FUNDS WITH
DUBAI EXECUTIVES

Ref: None

CLASSIFIED BY: Paul Sutphin, Consul General, Consulate Dubai,
DOS.
REASON: 1.4 (b),(d)


1. (C) Summary. Department of the Treasury Principal Deputy
Assistant Secretary Ahmed Saeed met with senior executives from
the Dubai-based Sovereign Wealth funds (SWFs) and financial
institutions including Dubai International Financial Centre
Authority (DIFC),Dubai International Capital, Dubai Investment
Group and Dubai World on September 20 in Dubai. While
encouraging the executives to continue investing in the US,
Saeed also proposed that SWFs work collaboratively with the
International Monetary Fund (IMF) and World Bank to develop a
set of SWF best practices for governance, risk management,
accountability and transparency. Dubai executives generally
expressed concern about a perceived rise in investment
protectionism (including Committee for Foreign Investments in
the US (CFIUS) review procedures),but either indicated general
support for or a willingness to discuss further details of the
best practices proposal. End Summary.


2. (U) PDAS Saeed's delegation included Treasury International
Monetary Policy Director Robert Kaproth, Economist Matthew
Turner and Attachi Matthew Epstein. Consul General Paul Sutphin
and note taker were also present. They met with Nasser Al
Shaali, the Chief Executive Officer (CEO) of Dubai International
Financial Centre Authority (DIFC); Sameer Al Ansari (Executive
Chairman and CEO) and Anand Krishnan (Chief Operating Officer)
of Dubai International Capital (DIC); Thomas Volpe (Group CEO)
of Dubai Investment Group (DIG); and Jamal Majid Bin Thaniah
(Vice Chairman of Dubai World),along with Mohammed Sharaf (CEO)
and George Dalton (General Counsel) of Dubai World subsidiary DP
World.

SWF Best Practices Proposal

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3. (U) Referencing Treasury Assistant Secretary Clay Lowery's
June 21 speech at the San Francisco Federal Reserve Bank and
President Bush's May 10 statement on trade and investment,
Kaproth and Saeed emphasized the United States' firm commitment
to maintaining an open foreign investment climate. Kaproth also
noted that the rapid increase in the sheer number and size of
SWF assets over the past five years has resulted in an important
structural shift in the global economy. The underlying
implication of this shift is that while many SWFs typically
pursue long-term investment strategies (complimented by low
leverage rates and invulnerability to forced investor
withdrawals),these funds also represent large, concentrated
positions and are not always transparent to the market. The
lack of transparency and potential for fund mismanagement is
driving increased public scrutiny and potentially contributing
to protectionist sentiments in OECD countries.


4. (C) To head off the risk of growing protectionism, Saeed
proposed that SWFs work with the International Monetary Fund
(IMF) and World Bank to develop a set of best practices for
SWFs. The best practices could focus on institutional
arrangements including governance, transparency and
accountability, internal controls, and risk management, but
should not dictate how funds actually invest their money.
Kaproth suggested the best practices would provide guidance to
new funds on how to structure themselves, allow funds to
differentiate among themselves, thereby limiting reputational
risk, and demonstrate to critics that SWFs can be responsible,
constructive participants in the international financial system.


Sovereign Wealth Fund definition questioned

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5. (C) Responding to Saeed and Kaproth's proposal, Shaali (CEO,
DIFC) suggested that there is a public misperception about SWFs
and that the name, in fact, is actually a misnomer. While the
funds are ultimately owned by a "sovereign" entity, the funds
operate independently on the open market, with a traditional
profit and loss responsibility and a mission to generate cash,
like any other investment fund. Historically, he commented, the
track record of SWFs in developed markets has shown that fund
actions are market-determined, not political.


6. (C) While acknowledging the potential value of a tool to


distinguish among SWFs, Ansari (CEO, Dubai International
Capital) argued strongly that Dubai International Capital (DIC)
is not a SWF. "We are not owned, structured or guided by the
government. Our owner (Sheik Mohammed bin Rashid, Ruler of
Dubai, Prime Minister and Vice President of the UAE) is
registered in a private capacity and we are a private company,
which we can prove in a court of law. However public perception
is that we are a SWF, and we need to deal on the basis of that
perception." Ansari elaborated that DIC's goal is to be
comprised, eventually, of 90% non-government funds. He was
clear that DIC "wants to get away from being seen as a SWF."
(Note. He did not elaborate on what percentage of current funds
are either governmental or personal funds of MbR. End note)

Guidelines and Reviews-Increased protectionism?

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7. (C) Responding to Saeed's proposal that best practices would
provide a structured tool for differentiating between SWFs and
vetting whether some funds are supporting foreign policy
objectives rather than pursuing a return on investment, several
of the Dubai executives expressed concerns that the "tool" could
evolve into increased protectionism and thus add to already high
costs of doing business in the US. Shaali noted that while
guidelines are, in principle, "aligned with the intent to create
transparency", they are unfortunately "often the prelude to
protectionism itself." Dalton (Legal Advisor, Dubai World) went
a step further, speculating that the guidelines might be a "move
towards a more regulatory environment in the US" adding that
CFIUS review already "feels like it is moving towards a mandated
process." He asked, with genuine concern, "Is this another such
process?" Saeed responded that while there can be no guarantees,
best practices would be voluntary, and actually serve the common
interest of avoiding protectionism.


8. (C) All of the Dubai executives brought up the higher
relative difficulty and costs of doing deals in the US in
comparison with almost any other market, but admitted, that with
a good communication strategy, they still can and do get deals
done in the US. They pointed to the challenge and costs of
complying with CFIUS reviews and, perhaps more important, the
political risks even when CFIUS OKs a transaction - with the
(unsurprising) example of the DP World's 2006 problems still
fresh in their minds. Krishnan (COO, Dubai International
Capital) equated the new guidelines with the current CFIUS
process, noting "Every time we do invest in the US, we have to
go through CFIUS process and we wonder about the outcome."
Thomas Volpe, (Group CEO, Dubai Group, an investment arm of
Dubai Holdings) complained that the structuring of the current
Borse Dubai/ NASDAQ deal hinged on keeping "off Congress's radar
screen" and submitting to an "unnecessary" CFIUS review. Dalton
noted, with some exasperation, that Dubai World has even decided
to submit its recent purchase agreement for a 25 percent stake
in MGM Mirage and Las Vegas Center City operations to a CFIUS
review. He commented "I'm not sure why --there is no security
need, but we decided to take the safer, conservative route.
It's seen as safer to file than not to file."


9. (C) The underlying sentiment was best expressed by Krishnan
"Sellers [of US assets] want certainty of outcome. They worry
about CFIUS when dealing with us. It's about financial returns.
The global market is open to us-if the US is not open, OK,
we'll go elsewhere. But we want to be in the US."

Comment: We are willing to work with you, in principle

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10 (C) Comment: Despite complaints about the excess cost and
extended time requirements of doing business in the US, all
Dubai executives either welcomed the proposal for SWF best
practices or expressed a willingness to consider further details
of the proposal. While Shaali (whose role is more focused on
managing the DIFC than any particular SWF money) would only
agree "in principle we are aligned with the intent to create
transparency," Volpe (an experienced American fund manager)
volunteered that Dubai Holding Chairman Mohammed Gergawi would
be "really willing and able, I can assure you 100%, . . .to help
you." Ansari (who also works for Gergawi as part of Dubai
Holding) stated his support for best practices as helpful for
everyone, even while insisting DIC is not a SWF and such
guidelines might then not apply to it. End comment.

Background:


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11. (C) Two of the key parastatal companies that make up "Dubai
Inc" are Dubai World and Dubai Holding, both fully owned by UAE
Vice President, Prime Minister and Dubai Ruler Sheikh Mohammed
bin Rashid al Maktoum (MbR). The leaders of these organizations
are two of the most powerful men in Dubai and close confidantes
and advisors to MbR. Mohammed Abdullah al Gergawi also is a
full federal minister in the UAE (Cabinet Affairs),as well as
President of MbR's Executive Office (roughly equivalent to White
House Chief of Staff) in addition to his role as Executive
chairman of Dubai Holding. Sultan Ahmed bin Sulayem, Chairman
of Dubai World (with 50,000 employees, 30,000 of whom work for
subsidiary DP World) focuses on expanding Dubai World's growth
internationally through its ports operations, and at home, with
its flagship Palm Island and Dubai World Central freight/airport
developments.


12. (U) In addition to DP World, other significant companies
falling under the Dubai World umbrella include Palm Islands
developer Nakheel; JAFZA/Jebel Ali Free Zone Authority (which
runs the vitally important port and free zone of Jebel Ali, and
is looking to expand its operations overseas),and Istithmar (a
private equity firm that recently purchased retailer Barneys New
York). The Dubai Holding group includes Tatweer, a leisure
(Dubailand, Dubai Universal theme park) and knowledge industry
developer (Dubai Healthcare City); Dubai Group (private equity
and portfolio management across sectors, owns the Essex House
hotel in NYC); Dubai International Capital (international
investment management, recently acquired Doncasters and the
Tussauds Group); and the Jumeirah Group (hotels and leisure
properties, including the Burj al Arab Hotel and management for
the Essex House).


13. (U) This cable has been cleared by A/S Saeed's delegation.
SUTPHIN