Beyon AGM approves BD53.9M cash dividend
Beyon held its Annual General Meeting (AGM) yesterday for the twelvemonths which ended on 31 December 2024 at the Beyon campus in Hamala, Bahrain.
The meeting was attended by Beyon's Chairman, board members, executive management and Beyon's external auditor, KPMG Fakhro. Representatives from Central Bank of Bahrain, the Ministry of Industry & Commerce, Bahrain Bourse and shareholders were also present.
Shareholders approved the recommendation of the Board of Directors for a full year cash dividend of BD53.9M (US$143.0M), which includes a dividend of 32.5 fils per share. The 2024 interim dividend of 13.5 fils per share was already paid during the second quarter of 2024 with the remaining dividend of 19.0 fils announced during the meeting to be paid on 21 April 2025.
Beyon Chairman Shaikh Abdulla bin Khalifa Al Khalifa commented, 'Beyon's solid performance in 2024 reflects our commitment to delivering value to our shareholders. Our results highlight the success of our digital transformation journey and our commitment to implementing our strategic growth plans, which enable us to generate positive returns on shareholder investment, in line with expectations.'
Concluding his remarks, Shaikh Abdulla expressed his gratitude to the shareholders, Board of Directors, executive management, and all team members for their invaluable contributions toward Beyon's success in 2024.
During the AGM, Beyon CEO, Andrew Kvaalseth, presented an overview of the key achievements accomplished throughout 2024, highlighting the solid financial performance and operational milestones. The CEO also outlined ambitious strategic growth plans for 2025 with a focus on the development of the company's core business segments in telecommunications, connectivity and digital growth.
'We ended 2024 with strong momentum across the business, delivering growth in our core telecom operations and significant gains across our digital ventures,' said Mr. Kvaalseth. 'Our digital companies are scaling rapidly and establishing meaningful market presence across the region.' Adding, 'Looking ahead, our plans include doubling down on innovation, intelligent digital infrastructure and customer-centric solutions that support consumer experiences in an increasingly connected world.''The success of the past year was made possible by the collective efforts of our global teams, and we look forward to building on this success with their support, to ensure another year of growth and significant accomplishments,' Mr. Kvaalseth concluded.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Gulf Insider
4 hours 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
2 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.
Trade Arabia
2 days ago
- Trade Arabia
LATAM Airlines to host next IATA AGM in Rio de Janeiro
The 82nd IATA Annual General Meeting (AGM) will be held in Rio de Janeiro, Brazil in June 2026, hosted by LATAM Airlines Group, International Air Transport Association (IATA) has announced. 'We are excited to accept LATAM's offer to host IATA's 82nd AGM in Rio de Janeiro. The last time the IATA AGM was in South America was in 1999, also in Rio. It will be a great opportunity to take stock of changes over two decades of development that have seen strengthening air connectivity successfully support major world events like the FIFA World Cup and the Olympics. By meeting in the largest aviation market in South America, the AGM will highlight the great potential for aviation to be an even more powerful strategic force driving social and economic prosperity,' said Willie Walsh, IATA's Director General. 'LATAM is proud to host the IATA AGM in Brazil in 2026, the main market for our airline group connecting South America to the world. In addition to facilitating a successful gathering of our industry leaders, we look forward to showcasing the contributions and enormous potential for aviation in Brazil and throughout South America. We are confident that Rio de Janeiro, one of the most spectacular cities in the world with its unparalleled hospitality and beauty, will ensure a warm welcome and a memorable experience for all attendees,' said Roberto Alvo, CEO of LATAM Airlines Group. LATAM Airlines Group connects people and cultures across South America and beyond with 153 destinations across 27 countries. In 2024, LATAM transported a record 82 million passengers and achieved significant milestones in fleet modernization and environmental sustainability. Hosting the IATA AGM in Rio de Janeiro reflects Brazil's rich history in aviation, dating back to the pioneering efforts of Alberto Santos-Dumont, who is celebrated as one of the fathers of aviation. His historic flight in 1906 marked a significant milestone in the development of powered flight, not only in Latin America but also the entire globe, a statement said. Previous IATA AGMs held in Brazil were in Petropolis (1947) and Rio de Janeiro (1999). NEW CHAIRMAN Meanwhile, Luis Gallego, CEO of International Airlines Group (IAG), has assumed his duties as Chair of the IATA Board. His one-year term began at the conclusion of the 81st IATA Annual General Meeting in New Delhi, India. Gallego is the 83rd Chair of the IATA Board on which he has served since 2018. Gallego succeeds IndiGo CEO Pieter Elbers, who will continue to serve on the Board. 'I am honoured to be taking up the position of Chair of the IATA Board. The airline industry faces significant challenges—accelerating environmental action, managing geopolitical shifts and supply chain issues, and dealing with concerns over infrastructure capacity and costs. At the same time, the industry has incredible strengths to call on— most of all the quality of the people that strive to make aviation a safe, secure and rewarding experience for millions of travelers every day. IATA has a vital role in harnessing these human and technical resources to deliver leadership and innovation. I look forward to playing my part in steering IATA in its long mission for a strong and successful airline industry,' said Gallego. Gallego has nearly 30 years of broad experience in the aviation industry. He became IAG's chief executive in September 2020, joining from Iberia, where he was chairman and chief executive from January 2014. During his tenure at Iberia, he turned the airline around and improved its efficiency, customer service and brand. Before that, Gallego launched Iberia Express, as chief executive from January 2012, making the new Iberia subsidiary one of the most efficient and punctual airlines in Europe. Gallego joined Iberia Express from Vueling where he was chief operating officer from 2009, when the airline merged with the low-cost carrier Clickair which he co-founded in 2006. He held various posts at Spanish regional airline Air Nostrum between 1997 and 2006. 'I look forward to working with Luis to deliver an agenda of IATA activities that are critical to the current and future success of our member airlines. Luis has a long and deep involvement with the complex issues which are top priorities for our Association—facilitating net zero carbon emissions by 2050, achieving a smart approach to regulation and ensuring a capacity and cost structure that can meet the growing demands for air connectivity. I also want to thank Pieter Elbers for his strong support and leadership over the past year, and in particular for his hosting of a spectacular and invigorating AGM in India,' said Willie Walsh, IATA's Director General.
