
GFH REPORTS AN INCREASE OF 11.05% IN NET PROFIT ATTRIBUTABLE TO SHAREHOLDERS FOR THE FIRST QUARTER OF 2025 TOTALING US$30.14 MILLION
GFH Financial Group B.S.C (GFH) (Bahrain Bourse: GFH) today announced its financial results for the first quarter ('the quarter') of the period ended 31 March 2025. Net profit attributable to shareholders was US$30.14 million for the first quarter of 2025 compared to US$27.14 million in the same period last year, an increase of 11.05%. The increase is mainly attributed to contributions from the Group's investment banking, commercial banking and sale of proprietary investments. Earnings per share for the quarter was US cents 0.85 compared with US cents 0.77 in the first quarter of 2024. Total income attributable to shareholders was US$170.94 million for the first quarter of the year compared with US$162.97 million in the first quarter of 2024, an increase of 4.89%. Consolidated net profit for the first quarter attributable to shareholders was US$30.69 million compared with US$30.34 million in the first quarter of 2024, an increase of 1.15%. Total expenses for the quarter were US$89.44 million compared with US$89.18 million in the prior-year period, an increase of 0.30% Total equity attributable to shareholders was US$936.59 million at 31 March 2025 compared with US$980.93 million at 31 December 2024, a decrease of 4.52%, primarily due to dividend declaration for 2024. Total assets of the Group were US$11.59 billion at 31 March 2025 compared with US$11.03 billion at 31 December 2024, an increase of 5.06%. Currently, GFH manages over US$22.48 billion of assets and funds including a global portfolio of investments in logistics, healthcare, education and technology in the MENA region, Europe and North America.
The Group's financial results in full can be found at https://www.bahrainbourse.com/. Shares of GFH are traded under the ticker 'GFH' on the Abu Dhabi Securities Exchange, Bahrain Bourse, Boursa Kuwait and Dubai Financial Market.
Mr. Abdulmohsen Rashed Al Rashed
Chairman, GFH Financial Group
'We are pleased to report another quarter of positive performance for GFH Financial Group, underscoring the resilience and adaptability of our business model amid dynamic market conditions. Our achievements this quarter are a testament to the dedication of our team, the strength of our diversified portfolio, and our ability to capitalise on new opportunities across key sectors and markets. We remain committed to executing our strategic vision, focusing on sustainable growth and prudent management to deliver value for our shareholders. As we continue our journey through 2025, we are optimistic about our capacity to build on this momentum, further broaden our global reach, and contribute meaningfully to the economic progress of the regions in which we operate.'
Hisham Alrayes
CEO and Board Member, GFH Financial Group
'We are delighted to deliver another quarter of robust growth for GFH Financial Group, reflecting the strength and resilience of our diversified operating model. Our performance this quarter has been driven by strong deal execution within our investment banking platform, alongside a healthy contribution from our well-positioned treasury portfolio, resulting in an increase of 11.05% in net profit. The Group's ability to consistently generate income from strategic sales of proprietary investments and to benefit from a growing share of profits across our subsidiaries, including Khaleeji Bank, GFH Partners and GFH Capital SA, demonstrates the effectiveness of our integrated approach.
We have maintained a disciplined risk management framework, ensuring that provisions and expected credit losses remain well within targeted levels, which speaks to the quality of our underlying assets and the prudent strategies we employ in both origination and portfolio management. Our focus on optimising capital allocation and liquidity across business lines has enabled us to capture profitable opportunities in the market, while enhancing the resilience of our balance sheet. This is further supported by our continued efforts to diversify income streams, both geographically and across sectors, which has proven instrumental in safeguarding shareholder value during periods of volatility.
Looking ahead, we remain fully committed to driving operational excellence and digital transformation across the Group, leveraging technology to enhance efficiency and support scalable growth. We have made tangible efforts in this area by launching the latest version of the GFH Investment App, powered by AI, which was very well received during the first three months of the year and continues to attract more clients and investors. This is part of our commitment to enhancing digital transformation, keeping pace with global tech advancements in the sector and redefining the concept of accessing investment opportunities. Meanwhile, we strive to continue achieving sustained value creation for our shareholders by relying on the foundation laid this quarter, and underpinned by promising contributions from our subsidiaries and strong income generation from key business areas.'
Business Unit Highlights –
The Group continued to deliver sound performance and contributions from across its core business lines during the first quarter of 2025.
Investment Management: • During the first quarter, the Group's investment banking activities generated US$47.0 million in income through various deals across the region and beyond. • GFH Partners invested up to US$200 million in a diversified US portfolio of strategically located industrial and transportation logistics assets, offering both core and value-add opportunities across sectors such as e-commerce, automotive and manufacturing.
• GFH Partners upsized its US Student Housing Portfolio IV, an investment into student housing near universities, to US$120 million, reflecting strong investor demand.
Commercial Banking:
• The Group's commercial banking business, Khaleeji Bank, contributed US$41.54 million in income during the first quarter.
Treasury & Proprietary Investments: • Contributions from the Group's treasury and proprietary investment activities is US$62.62 million.
• Income from proprietary investments amounted to US$22.93 million, which was the result of exit proceeds from MENA real estate.
ESG and Digital Transformation Highlights • The Group launched the new version of the GFH Investment App, powered by AI technology, which has contributed to accelerating the onboarding of clients and facilitating access to a wider range of investment opportunities in the Gulf region.
• In Q1 of 2025, GFH Financial Group continued to demonstrate a strong commitment to Environmental, Social, and Governance (ESG) principles through a series of impactful initiatives. One of the key highlights was GFH's role in promoting social inclusion by partnering with Bahrain Road Runners for the 'Ocean of Hope: Blue Colour Run', a community event dedicated to autism awareness. This initiative emphasised GFH's commitment to creating inclusive communities and supporting mental health awareness.
Hashtags

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


Daily Tribune
10 hours ago
- Daily Tribune
Stocks slide as Trump, Xi speak amid trade tensions
Stocks markets slid yesterday after US President Donald Trump and Chinese leader Xi Jinping spoke amid their trade war, while the European Central Bank signalled an end to its rate-cut cycle. Wall Street's major indices rose modestly as trading got underway, but had trouble holding onto the gains and soon slid into the red. Chinese state media reported that Xi had held a widely anticipated call with Trump, with investors hoping it could ease trade tensions -- but no details were provided. The call follows officials from the world's two biggest economies accusing each other of jeopardising a trade war truce agreed last month in Geneva. 'The stock market has traded more timidly of late... mindful that there are a number of loose ends out there on the tariff front, not the least of which is the direction the US-China trade relationship is headed,' said analyst Patrick O'Hare. After his return to the White House Trump launched a tariffs blitz, introducing a 10 percent minimum tariff and higher rates on many countries, with China subject to the highest rates. Some of the higher rates have been suspended as negotiations are underway. European stock markets were also in the red even though the ECB cut its key deposit rate a quarter point to two percent, as expected. It was its eighth reduction since June last year when it began lowering borrowing costs. But ECB President Christine Lagarde stated the central bank is 'getting to the end' of the rate cutting cycle, as inflation has largely dropped to its two percent target in the 20-nation currency bloc. That sent the euro surging against the dollar and European stocks gave up gains. The ECB's series of cuts stands in contrast to the US Federal Reserve, which has kept rates on hold recently amid fears that Trump's levies could stoke inflation in the world's top economy. Investors are now looking to the release on Friday of US non-farm payrolls data, which the Fed uses to help shape monetary policy. Other data released this week has been mixed. April jobs openings data beat expectations, but according to payroll firm ADP private-sector jobs rose by only 37,000 last month. This was a sharp slowdown from April's 60,000 and less than a third of the amount forecast in a Bloomberg survey. Another survey showed activity in the US services sector contracted in May for the first time since June last year.


Gulf Insider
2 days ago
- Gulf Insider
Is A New Oil Price War Between The West And OPEC About To Break Out?
Saudi Arabia's past oil price wars in 2014–2016 and 2020 backfired, as U.S. shale producers became leaner and more efficient. Riyadh drained hundreds of billions in reserves and faced rising fiscal deficits without achieving its goal of crippling U.S. shale. The low breakeven cost resilience of the U.S. shale sector is not quite the same as it was before. It is highly unlikely that anyone with even a modicum of intelligence has lost money in the past ten years or so by trading against the predictable thinking of those in charge of Saudi Arabia's oil policy. Quite the reverse, in fact, with enormous profits available from the failures of the enormously well-flagged and exceptionally predictable strategy of the 2014-2016 and 2020 Oil Price Wars — launched by the Kingdom with the intention of destroying or disabling the U.S. shale oil sector, as analysed in full in my latest book on the new global oil market order. As OPEC members and their toxic companion in the OPEC+ formation, Russia, mull keeping oil production on the high side of recent historical averages, the key question for the oil markets is — surely they are not going to launch another oil price war using the same strategy as failed twice before? It is apposite here to recall the reasons for the failure of the two previous oil price wars since 2014. The first (2014-2016) was based on Saudi Arabia's belief – shared by many in the oil market at the time, it must be said — that U.S. shale oil producers had a breakeven price point of US$70 per barrel (pb) of for the West Texas Intermediate benchmark. Therefore, the Saudis reasoned, if the price of oil was pushed below that level for long enough — by it and its fellow OPEC members dramatically increasing production while demand in the global market was predicted to remain around the same level for some time — then many of the new U.S. shale oil producers would go bankrupt. Any others would have to cease production at such uneconomic price levels and shelve future investment plans aimed at boosting their production even more. So confident was Saudi Arabia of the success of its strategy that shortly after the onset of the 2014-2016 Oil Price War, senior figures in its government and oil ministry it held a series of private meetings in New York to tell them in detail about the strategy it was to use and how well it would go, as also detailed in full in my latest book. At these meetings, the Saudis revealed that, far from looking to keep prices high – as had also been the usual inclination of OPEC for many years to boost the prosperity of member states – it was willing to tolerate 'much lower' Brent prices 'of between USD80-90 pb for a period of one to two years or even lower prices if necessary'. According to several sources at the New York meeting exclusively spoken to by at the time, the Saudis made it clear that it aside from destroying the then-nascent U.S. shale sector, the Oil Price War also aimed to re-impose a degree of supply discipline on other OPEC members. In terms of the first objective, the initial signs augured well for a Saudi victory. The U.S. oil rig count in January/February 2015 saw its biggest period-on-period fall since 1991, and the gas rig count fell substantially at that time as well. According to industry figures as at the end of the first quarter of 2015, around one third of the 800 oil and gas projects (worth US$500 billion and totalling nearly 60 billion barrels of oil equivalent) scheduled for final investment decisions in that year were unconventional and were subject to possible postponement or cancellation. Over the year as a whole, output from the U.S. shale producers typically fell by by around 50%, forcing them to cut investment to approximately US$60 billion over the year, compared to the US$100 billion or so spent in 2014. Crucially, though, from around that point the U.S. shale sector reorganised into a meaner, leaner, lower-cost production machine that could – at that time – broadly survive and profit at WTI prices above around US$35 pb from above US$70 pb previously. They managed to achieve this mainly through the advancement of technology that enabled them to drill longer laterals, manage the fracking stages closer and maintain the fracks with higher, finer sand to allow for increased recovery for the wells drilled, in conjunction with faster drill times, as industry experts old back then. These operations gained further cost benefits from multi-pad drilling and well spacing theory and practice. During this period, Saudi Arabia had moved from a budget surplus to a then-record high deficit in 2015 of US$98 billion and it had spent at least US$250 billion of its precious foreign exchange reserves over that period that even senior Saudis said was lost forever. Moreover, according to International Energy Agency estimates, OPEC member states collectively at least US$450 billion in revenues during the 2014-2016 Oil Price War. The 2020 Oil Price War – using exactly the same overproduction strategy as before — failed less through the long-term effects of misjudging the effectiveness of the U.S. shale producers and more through the direct political intervention of its then first-term President Domald Trump. Given the potentially disastrous economic and political consequences for the U.S. and its sitting president of sharp and sustained rises in oil – and crucially, gasoline – prices, as also analysed in full in my latest book, Trump began by warning Saudi Arabia repeatedly that the U.S. would not tolerate any sustained threat to its shale oil sector (and, by extension, to its economy and its domestic political landscape) – in speeches and tweets and in the increasingly close-run legislative passage of the 'NOPEC Bill'. He also directly warned Saudi Arabia's King Salman bin Abdulaziz Al Saud that the U.S. might withdraw U.S. military support for the Al Sauds, and by extension to Saudi Arabia, with the additional observation that: 'He [King Salman] would not last in power for two weeks without the backing of the U.S. military.' With no sign by the end of March 2020 that the Saudis were going to cease the war, Trump clearly and specifically told de facto Saudi ruler Crown Prince Mohammed bin Salman over the telephone on 2 April that unless OPEC started cutting oil production – so allowing oil prices to rise above the danger zone for U.S. shale oil producers – that he would be powerless to stop lawmakers from passing legislation to withdraw U.S. troops from the Kingdom, according to a very senior source in the White House exclusively spoken to by a the time. Oil production consequently came back down again, and the 2020 war had ended. As of now, the low breakeven cost resilience of the U.S. shale sector is not quite the same as it was before. The recent Dallas Fed Energy Survey suggests that it is around US$65 pb for new wells drilled, although for existing wells it is significantly lower. It is also true that the lifting cost of oil in Saudi Arabia has also risen since 2014 from around US$1-2 pb, but it is still only about US$3-5 pb now. However, the Kingdom's 2025 fiscal breakeven price per barrel of the Brent crude benchmark is a minimum of US$90.9, according to IMF figures. Consequently, it can no better afford a major, sustained fall in oil prices now than it could in either 2014-2016 or in 2020. With Trump back in the White House, it is also no better off politically either. Indeed, with Republicans majorities in both houses, it is worse positioned to deal with the likely threats and actions that Trump would use against it if it went head-to-head with the U.S. again. Instead, according to a senior energy source who works closely with the U.S. Presidential Administration, Washington believes the Saudis will take a modulated approach to further oil production increases, in tandem with the U.S. 'Oil prices at the lower end of recent historical averages suit the U.S. from an inflationary perspective, as long as they don't go too low, and Washington has made this clear to the Saudis,' he said. In fact, these conversations were part of the dialogue that U.S. officials had with their Saudi counterparts during Trump's visit to Saudi Arabia on 13 May to sign a broad-based economic agreement between the two countries. 'There are longer-term financial and security benefits for the Saudis in taking this softer approach, even if oil is below the number they want for their budget in the shorter-term, and to bridge the gap they will have no problem in borrowing more in the capital markets,' he concluded.


Daily Tribune
4 days ago
- Daily Tribune
Al Baraka posts strong quarterly turnaround
TDT | Manama Al Baraka Group has reported a strong financial turnaround in the first quarter of 2025, reversing last year's losses and delivering a 19% rise in net income attributable to shareholders. The Group registered USD 34 million in total comprehensive income during the quarter, a sharp contrast to a USD 60 million loss in the same period of 2024. Earnings rebound The Group's net income attributable to the parent company's shareholders rose to USD 46 million in Q1 2025, up from USD 39 million last year. Total net income also saw a 19% increase, reaching USD 91 million. Executives credited the gains to rising financing volumes, expanded activity in key markets including Turkey, Jordan, and Egypt, and lower foreign currency translation losses. Basic earnings per share improved to 3.84 US cents, compared to 3.23 US cents in Q1 2024. Strengthening capital Al Baraka's total equity attributable to shareholders and sukuk holders rose 2% to reach USD 1.28 billion, while total equity grew to USD 2.03 billion by the end of March. The Group also recorded a 4% increase in total assets, which stood at USD 27.24 billion, driven by stronger customer deposits and business growth in core markets. Chairman Sheikh Abdullah Saleh Kamel said the Group's performance was anchored in its commitment to strategic expansion, disciplined risk oversight, and continued support for the communities it serves. Innovation focus Group CEO Houssem Ben Haj Amor highlighted the Group's resilience in the face of global uncertainty, citing its focus on long-term financial sustainability, investment returns, and digital banking innovations. Recent initiatives such as the 'Trade Finance Platform' and 'Borderless Banking' are part of the Group's drive to enhance competitiveness across its international network. With operations in 13 countries and over 600 branches, Al Baraka continues to position itself as a key Islamic financial player committed to growth and innovation in a changing global environment.