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The Buzz

Morning briefing: 19 Apr 2013

by Executive Staff April 19, 2013
written by Executive Staff

Economics and Policy

Chevron, Exxon Mobil, Shell and Total are among the 46 international oil companies to prequalify to bid for offshore gas exploration contracts in Lebanon

More from Executive

 

Saudi crude exports rose to over 7.45 million barrels per day (bpd) in February, a rise of 363,000 from January, official figures from the Joint Oil Data Initiative (JODI) showed.

More from Reuters

 

Jordan said yesterday it was against military intervention in Syria, as more US troops head to Amman amid a warning by President Bashar al-Assad that the crisis could engulf the kingdom.

More from AFP

 

Clashes between protesters and security forces erupted in several villages across Bahrain yesterday as authorities vowed to ensure security at this weekend's Formula One Grand Prix.

More from The National

 
 

Lebanon successfully closed a $1.1 billion eurobond issue Thursday with 20 percent of the bond snapped up by foreign investors.

More from The Daily Star

 

Companies and business
 
International oil majors are continuing to hunt for deals in the Kurdistan region of Iraq, although merger and acquisition activity has slowed due to high asset prices and persistent political volatility.
 
More from Iraq Oil Report
 

Lebanese mobile operators Alfa and Touch will increase their 3G capacities at reduced rates as of May 1, Telecommunications Minister Nicolas Sehnaoui said Thursday.

More from The Daily Star

 
Bank Audi’s net profits in the first quarter of 2013 fell by 9.5 percent to $85.5 million, against $94.5 million in the first quarter of 2012, due to the launch of its Turkish banking subsidiary, a statement by the bank said Thursday.

More from The Daily Star

 

April 19, 2013 0 comments
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The Buzz

Moving towards an Iranian deal

by Benjamin Redd April 19, 2013
written by Benjamin Redd

After the latest round of talks over Iran’s nuclear program this month, Europe’s foreign policy chief Catherine Ashton struck a cautious tone. “For the first time that I’ve seen, [there has been] a real back and forward between” Iranian and international negotiators, she told the press following this month’s talks in Kazakhstan. But, she stressed, the parties “remain far apart.”

See also: The Iranian sanctions navigator

The talks were the second round this year to discuss world powers’ concerns over Iran’s nuclear program. While Tehran claims its program is solely for peaceful purposes, the United States and European Union fear that the Islamic Republic is pursuing nuclear weapons capabilities.

To stop the nuclear push, the US, EU and the United Nations have erected ever-stiffening economic sanctions in recent years. But there exists another layer of sanctions — primarily enacted by the US — with diverse aims: stopping alleged support for terrorism and generally containing Iran. So even if Tehran were to meet international demands on its nuclear program, experts say these other sanctions would likely remain on the books.

The result is talks with little hope of a deal as neither side has confidence in the other’s intentions. “No one trusts anyone with a spoon in this process,” says Rouzbeh Parsi, an Iran expert at the European Union Institute for Security Studies, a Paris-based think tank funded by the EU. Iranian business executive Bijan Khajehpour concurs — telling Executive that the fundamental obstacle to current negotiations is “the mutual distrust between the parties.”

A messy mélange

Sanctions against Iran are nothing new — in fact, they date back to the founding of the Islamic Republic in 1979. These first sanctions had nothing to do with nuclear weapons but were in response to 1979-1981 US embassy hostage crisis. More were added in the 1990s proscribing US development of Iran’s hydrocarbons and banning all forms of US investment and trade with Iran.

But a turning point came in 2005 when negotiations over Iran’s nuclear program failed. Tehran had been discovered secretly enriching uranium in 2002, and was not fully complying with the demands of the International Atomic Energy Agency (IAEA), the global nuclear inspector. The collapse of negotiations led to the current era of sanctions — squarely aimed at Iran’s nuclear program, and involving several nations as well as the UN and EU.

UN sanctions bar the export of nuclear material and know-how, as well as conventional arms to Iran and loans to the country. EU sanctions go much further, blacklisting many Iranian individuals and institutions, boycotting oil imports, barring certain technology exports and freezing central bank assets, among other measures. In March of last year, Brussels implemented financial sanctions that cut Iran from the Society for Worldwide International Financial Transfers, or SWIFT, a clearinghouse for bank transfers. The result was to prevent Iran from making or receiving normal payments through the banking system.

US unilateral sanctions are even tougher — with formidable restrictions on trade, investment, financial services and Iranian entities alleged to be contributing in some way to the nuclear program, money laundering or the broadly-defined ‘terrorism’.

Woven into this messy mélange of UN, EU and US sanctions are similar, coordinated measures by at least seven other nations. The result is a complicated web of overlapping restrictions and regulations that affect nearly every aspect of the Iranian economy.

The hammer drops

The effect of the sanctions is an issue of much debate, with scattered dispatches describing a faltering economy. Between 2011 and 2012, Iranian oil exports dropped from 2.5 million to 1.5 million barrels per day according to the International Energy Agency. Other reports indicate that bread prices have shot up, while chicken costs three times what it did in 2009. Indeed, last October some observers drew a link between the measues and the apparent collapse of the Iranian rial — an event that led to protests and a government crackdown.

However, such dire reports fail to tell the whole story. Through the end of last year, official figures from Iran’s central bank showed inflation of 38 percent, not much higher than the historical average and nowhere near the 59 percent peak during the hyperinflation of the mid 90s. Casting further doubt that inflation is a direct result of sanctions is Iran’s expansionary monetary policy. M1, a narrow measure of money supply that counts circulating currency and some bank deposits, more than quadrupled between 2007 and 2011.

And while oil exports have plummeted, high oil prices made 2012 the third best year in recent memory in terms of revenue. This is an important metric for Tehran, since oil exports account for some 70 percent of government revenues.

The economic problems — whatever their causes — are being addressed by the state, argues Khajehpour. The response has ranged from easing regulations, to postponing deeper reforms, to subsidies. Despite these moves, “none of them are designed around a softening of the Iranian tone in nuclear negotiations,” Khajehpour claims in a recent paper. Counter intuitively, he also suggests that sanctions have actually helped parts of the government in certain respects, as Tehran can hide behind them.

Parsi echoes this view, saying that when President Mahmoud Ahmadinejad enacted a partial subsidy reform in 2010, sanctions “made it politically easier, because [he] could blame all the problems that come with structural adjustment on the sanctions.”

Public opinion appears to corroborate these claims. A Gallup poll conducted in December of last year demonstrates a stark perception of sanctions: 83 percent of Iranians surveyed said sanctions were harming their personal livelihood. People largely blame the US (48 percent) as opposed to their own government (10 percent). Moreover, nearly two-thirds want the nuclear program to continue.

 

Not exactly Geneva

As such the Iranian government has some leeway in charting a course through sanctions and negotiations. But public attitudes also reinforce Tehran’s strategy at the negotiating table.

According to the latest IAEA report in February, Iran has enriched 280 kg of uranium to 20 percent — enough for a crude nuclear device if processed further.

“The size of Iran’s stockpile of 20 percent [highly enriched uranium] is worrisome because it is much easier to enrich 20 percent to 90 percent than five percent to 20 percent,” says Gregory Koblentz, a nuclear security expert at the Washington-based Council on Foreign Relations. “So if Iran decided to build a bomb, it would be able to do so much more quickly if it is sitting on a large quantity of 20 percent than five percent Uranium-235.”

These dynamics make uranium enrichment the focal point of negotiations for the West, and create divergent logics among negotiators. “The Iranians know we’re obsessed with the nuclear issue, so if they’re going to give up any goodies…the big things, in the beginning, they know that after that, it’s going to be a process of diminishing returns,” says Parsi. Essentially, Iran needs to get major concessions at the beginning of any deal where they are asked to make major initial sacrifices.

On the other side of the table, that logic is flipped. “[The EU’s] negotiating mentality is that the Iranians are trying to trick different entities within the P5+1,” says Parsi, referring to the five permanent members of the UN Security Council plus Germany, who are negotiating with Iran. “[The EU] thinks the only reason the Iranians are willing to listen and are forced to negotiate is that we have the pressure of sanctions on them. This logic dictates that sanctions relief cannot be a part of the beginning of the process.”

A lack of understanding is also at play at the negotiating table, according to Dina Esfandiary, a non-proliferation expert at the London-based International Institute for Strategic Studies. “The relief has to be proportional to what is being asked of Iran because until now, the West’s position in nuclear negotiations with Iran undervalues the importance of the nuclear program to the Islamic Republic.” Esfandiary points to the example of the Fordow enrichment facility as “a symbol of self-sufficiency and pride.” As such, sanctions relief for shutting it down “will have to be proportional to that — not just removing recent sanctions on gold, which was an idea that was being floated around.”

Despite these differences, finding a solution could be simple, according to Parsi. “Solving it on a technical level isn’t that difficult; it’s just a question of finding the sequencing. Basically what you have to do is say in the next three months, you will do x and y, we will do z. In three months from now, you will do this and we will do this.”

Koblentz sketches the broad outlines of such a framework: “Presumably, Iran and the P5+1 would have to work out a phased agreement where both sides take reciprocal steps to end the stand-off. Iran would have to agree to greater oversight by the IAEA [reinstating the Additional Protocol], resolve outstanding concerns [about weaponization and other issues] and perhaps accept limits on its future nuclear activities; the P5+1 would match these actions with the lifting of specific sanctions and perhaps additional positive inducements.”

But such a solution would be difficult to achieve politically. As a recent report from the International Crisis Group (ICG) argues, “the longer the standoff endures, the higher the price Tehran likely is to demand to justify any consequential policy reversal.” Similarly for the West, “beginning to undo the sanctions regime would threaten to unravel the painstakingly constructed multilateral consensus; and it would face important political obstacles in Washington but also in European capitals.”

Who do you trust?

Further complicating matters is the sprawling and interconnected nature of the sanctions themselves. Some US measures could be lifted by a stroke of the president’s pen, but many would require congressional action — and many US sanctions deal with matters other than the nuclear file. EU sanctions may give more room for maneuver, but repealing them would still require unanimity among the 27-nation bloc. And interactions between different sanctions complicates their removal: easing restrictions on, say, insurance for oil shipments would have little effect if Iran cannot access revenues blocked by financial sanctions. In total, the ICG argues, “the sanctions’ multi-purpose and multi-layered nature has confused their strategic purpose, while constraining Washington’s and Brussels’ ability to respond to positive actions” by Iran.

The prospect of a long, complex desanctioning process makes any deal harder to achieve. Even if Iran cooperates with the West, it faces this daunting process of winding down sanctions — a procedure that could take years. Against this backdrop, Iranian Supreme Leader Ali Khamenei rejected direct talks with the US earlier this year, saying, “The US is pointing a gun at Iran and wants us to talk to them.”

Ultimately underlying the obstacles to reaching a deal — and sometimes of even talking — is a dearth of basic trust. “Given the number of moving parts involved in the desanctioning Iran is right to be concerned about not getting what is promised to it,” cautions Koblentz. “On the other hand, [in the view of the US] Iran’s past history of deception gives ample reason to be concerned that Iran will pocket the sanctions relief and just start spinning more centrifuges.”

“You need to build some basic trust, and you can do that by taking small steps,” adds Parsi. “The reason why all of this is happening [is] the non-relationship between Iran and the United States. There doesn’t have to be a rapprochement, but there does have to be a common understanding. Because as long as it’s not there, we’re going to be suspecting that they’re trying to build a bomb, and they’re going to have incentive to be able to build a bomb…because they’re afraid someone is going to overthrow them.”

On this note, one small ray of hope appeared last month. In televised remarks, Khamenei indicated a reserved willingness to open bilateral talks with the US, saying, “I’m not optimistic about these talks, but I’m not opposed to [them] either.” A US official quickly responded that US President Barack Obama “was open” to them as well.

April 19, 2013 0 comments
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Business

Moroccan insurance spreads east

by Thomas Schellen April 18, 2013
written by Thomas Schellen

Casablanca-based Saham Finances is a virtually unknown entity in the Levant and Gulf insurance markets today, but the company is nothing if not ambitious. In June 2012 it acquired 81 percent in LIA, the Beirut-based insurance affiliate of Bank Audi Group, as an entry into the Lebanese market and, strategically, as a base for growing into the Gulf Cooperation Council (GCC).

“Our purpose is to use LIA as a platform to develop our activities in the whole Middle East region,” said Raymond Farhat, the chief executive of Saham Finances. Within the next five years, Saham Finances wants to amplify its premiums base in the GCC and Levant to $1 billion, from less than $100 million at the end of 2012, Farhat told Executive.  

The Lebanese insurance market has relatively higher maturity than other Arab markets and is definitely saturated: more than 50 providers share in a premiums pie of less than $1.2 billion per year. With slower premiums growth rates than Gulf markets, Lebanon has not been the top Arab market that foreign companies sought to expand to in recent years.

One exception was the 2010 acquisition of Compagnie Libanaise D’Assurances (CLA) by Zurich Financial Services Group, where the purchasing rationale was that CLA owned several branches in the GCC. While LIA has no GCC units or licenses, selecting it was not a difficult choice, Farhat said. “We knew the Lebanese market and that is why we did not search a lot [for an acquisition target]. We only had a few companies that we looked at, and LIA was one of these companies.”

A partner for life insurance

LIA, which released a gross premiums figure of $80.4 million for 2012, is in the top tier of profitability among Lebanese insurance companies. Such strong profitability has in recent years been common to insurance companies affiliated with leading retail banks such as Blom, Byblos and Audi, because these lenders successfully translated customer demand for their loan products into sales of life insurance policies. Loan takers are required to obtain life insurance to guarantee loan repayments in case of their death or disability, and buying these covers from bank-affiliate insurers is often the path they take or are            asked to take.

While many of the life insurance policies sold in this manner do not fall under the exact spirit of bancassurance, which is a low-cost distribution channel for marketing standardized insurance products to bank customers, it is clearly advantageous for an insurance group to collaborate with a bank in the areas of selling loan-accompanying life insurance and in the general marketing of bancassurance products. 

The bancassurance knowhow that Saham Finances found in Lebanon was an important factor in the decision to purchase LIA, said Farhat. “The partnership with Bank Audi is the most important element in this deal, and our aim is to continue to develop our relationship with them. That is why Bank Audi still is a participant in the capital, has a seat on the board, and is still the main client [of LIA].”

The Journey from Casablanca

The bancassurance knowhow augments Saham Finances in Morocco, where the group does about 50 percent of its business. “In Morocco, we are the first in non-life, but the life business is not strong because our partnership with banks there is not strong,” said Farhat.

Saham Finances is, in regional terms, a rare case of a conglomerate making its entry into the insurance market before looking at banking. The company is the holding of all of the insurance participations of privately-held Moroccan conglomerate Saham Group. The group entered the insurance field in 2005 with its first acquisition of a Moroccan insurer, CNIA, and in 2006 it acquired a second domestic company, Es Saada. “The two companies were merged in 2010 and listed on the Casablanca Stock Exchange the same year,” explained Mehdi Tazi, chief executive of Cnia Saada, the merged Moroccan insurance entity of Saham Finances. “The year after, Saham Group acquired another company, Colina, which had [a] presence in, at the time, 11 African countries besides Morocco.”

Farhat is a Liberia-born Lebanese insurance veteran with more than 30 years of experience in Africa, who built up Colina before it was acquired by Saham Group and he was appointed chief executive of Saham Finances. Further acquisitions in Africa followed with takeovers of insurers in Angola and Kenya under his leadership.

As result of its multiple acquisitions in the space of a few years, the company has the most extensive network on the African continent. “Except for South Africa, we are the first player in the insurance field in Africa,” Farhat said. Tazi added that, “our strategy is to become even bigger, and we are in the process of looking at other deals.”

Like the group’s massive thrust into Africa, the firm’s LIA acquisition represents the beginning of its aggressive expansion into the GCC. When asked if the group aims to grow LIA’s business into Levant markets such as Iraq and Jordan, Farhat said, “The answer is yes, we are looking at Iraq and Jordan but we are looking mainly at the GCC countries. We want to use LIA as platform to expand activities directly, or through LIA subsidiaries or other companies related to Saham Finances, but the aim is to be present throughout the entire region.”
In order to meet requirements for Sharia compliance in key Gulf markets, the group’s plan is to buy a Takaful insurance company next. In this context, the role intended for LIA becomes elucidated further, as Farhat confirmed, “We want to utilize Lebanon as a platform for human resources. We want to create a complementary platform of knowhow between the human resources that we can find here in Lebanon and an Islamic insurer that we are  planning to buy.”
With its rapid growth in Africa and plans for the Middle East, Saham Finances will have to increase its headcount, currently just under 100 LIA staff, by a factor seven or eight in the Gulf and the Levant.

Catering to Expats in Africa

Next to building upon the bancassurance experience of LIA and relying on Lebanon as source of human capital, which is the scarcest of all insurance resources in the Middle East, the group envisions that synergies and cost efficiencies on two levels will be created between LIA and other insurance companies under the Saham Finances umbrella. On the client side, Farhat sees much potential to serve the many Lebanese who made Africa their home and maintain business and family ties to Lebanon. The group wants to take on the task of offering these Lebanese a full range of insurance products in Africa and in Lebanon, from health insurance to retirement plans. “We can develop other synergies between Africa and Lebanon. We have many Lebanese and Moroccan investors in Africa and it makes sense for us to create products for them,” added Tazi.

A second layer of synergies will be in terms of reinsurance buying, where Saham Finances has invested in a Mauritius-based reinsurance unit and will use its size in negotiating with multinational reinsurance providers.
Also in deal flows, the group sees its position of strength in the African market opening opportunities to be a partner for multinational companies and insurers who seek correspondents for their global programs.

Challenges ahead

One of the barriers that the group will face in its regionalization is the dichotomous character of regulatory environments in the Middle East and North Africa. “We expect that it may improve in the coming years but it is a barrier. But we want to go to the market, and we will not wait until all these barriers are removed,” Farhat said.

Another challenge will be meeting mandates set by the three stockholders in Saham Finances. Besides majority owner Saham Group, there are the World Bank’s International Finance Corporation and Abraaj Group, the Dubai-headquartered investment firm. With IFC and Abraaj each owning 18.75 percent in Saham Finances beside Saham Group’s 62.5 percent, “our biggest challenge is sustaining the rhythm of the growth that is imposed by the management in all these acquisitions,” said Tazi.

Funding the aggressive growth agenda will not be the problem, according to the current perspective, Farhat said. “We don’t think about how much money we will invest in the Middle East but we think about what size we want to reach,” he explained. “We really want to be among the top players of the Middle East. This is our aim in five years and we will put in the money that we need to put.”

April 18, 2013 0 comments
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The Buzz

Morning briefing: 18 Apr 2013

by Executive Staff April 18, 2013
written by Executive Staff

Economics and Policy

Oil prices tumbled on Wednesday, with Brent crude falling below $98 per barrel, as rising US fuel supplies added to overall concern about global oil demand.

More from Reuters

 

Negotiations between Egypt and the International Monetary Fund have not failed, the president’s office said Wednesday after an IMF delegation left Cairo without agreement on a $4.8 billion loan.

More from Reuters

 

By 2030, Abu Dhabi aims to have all taps replaced with water-saving fixtures in a bid to cut current consumption by 52 per cent.

More from The National

 

Lebanon's public wage and related benefits expenditures increased year on year by LL708 billion ($470 million) in 2012, according to statistics released by the Finance Ministry.

More from The Daily Star

 

Companies and Business

Abu Dhabi telecom group Etisalat is set to sign an $8 billion loan facility next week with as many as 16 banks to help fund its Maroc Telecom stake bid, bankers said.

More from Reuters

 

Union National Bank, jointly owned by the governments of Abu Dhabi and Dubai, posted a 4.2 percent increase in first-quarter net profit on Wednesday, in line with analysts' forecasts, as operating income rose at the bank.

More from Reuters

 

United Arab Bank said on Wednesday its first-quarter net profit surged 60 per cent in 2013 due to expanding branch network and improved product offerings.

More from Khaleej Times

 

Dubai’s Tecom free zone has signed a memorandum of understanding with London’s Tech City to increase investment and business relations between the city’s technology-based companies.

More from Arabian Business

April 18, 2013 0 comments
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Business

Language beyond Lebanon

by Joe Dyke April 18, 2013
written by Joe Dyke

As Executive seeks to celebrate Lebanese successes across the globe in 2013, we will be travelling to hear their stories. But in a digital age when information can spread faster than ever, the Lebanese language can be a powerful tool for creating unity. Many second and third generation expats, however, have never learned the language of their forefathers. Hadi el-Khoury, founder of the Keefak app that aims to teach people the Lebanese Arabic dialect, plans to change that. Executive asked him how.

 

What made you start Keefak?

I have been living in France since 2000 and have been in contact with a lot of French Lebanese that have been living in the country for the last 20 or 30 years. They told me that their biggest regret is not being able to transmit the Lebanese dialect to their children. So the idea popped into my head that I could use new technologies to try to do something to change that.

You launched in January 2012. How big is the app right now and where is it most popular?

We have around 10,000 users worldwide, by this I mean 10,000 people that are regularly using the app. We have a large part in France and the US and with modest numbers in Latin America and Australia. But the communication and marketing has just started – in 2012 all growth was organic, by word of mouth.

If a student does the sixteen courses currently on the app, what level of Arabic would they reach?

It would be mainly conversational. We are in the middle of categorizing lessons between intermediate, beginner and advanced but I think that the sixteen courses that are already implemented in the app are something between beginner and intermediate.

How big do you think Keefak can be?

We would be glad if we can reach 100 downloads a day. We have noticed a clear correlation between marketing and download rates – it is something quite measurable. We have the benefit of having early adopters that have expressed nice reviews. We know the product is robust and fun, so we are convinced that our biggest challenge is our marketing and communication.

100 downloads a day would take you to around 3,000 a month, each at $5. Would that make you profitable?

If you look at Keefak as a technology startup it is a three-year cycle. The first year you test the product and have early adopters, the second year you start industrializing you processes – whether on a production or marketing level, and the third year you start being profitable. I think if we get to this download rate a day, we can start being profitable at the beginning of 2014.

What are you plans for expanding the app – do you plan to move into other dialects?

I have been asked to move the concept to some other dialects, including in Spain in the Basque region. We have been asked also to check if we can do it for Syrian dialect. We are open [to these ideas] – the skeleton is here, the functionality is here, we just need to find the appropriate content providers. So if we have a Syrian dialect professor willing to team up with us we can have an app for that.

Where do you see Keefak in five years time?

I would see Keefak as the main connector between the diaspora and Lebanon. I also plan to develop Keefak Junior for children between the ages of four and ten – a game-centric application with cartoon characters that they could relate to.

And even in Lebanon, what we are noticing is that because the Lebanese are very keen on teaching foreign languages to their children they are forgetting about Lebanese [Arabic]. When I go to Lebanon with my four-year-old child everyone speaks to her in French or English – I would be very pleased if they spoke to her in Lebanese.

April 18, 2013 0 comments
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The Buzz

Lebanon announces qualified oil and gas firms

by Executive Staff April 18, 2013
written by Executive Staff

Lebanon's Petroleum Administration (PA) and the Ministry of Energy and Water (MoEW) have announced the names of 46 companies who have successfully pre-qualified to enter the first licensing round for offshore oil and gas exploration. The bidding is set to begin on May 2.

52 companies from 25 countries submitted applications, 14 as operators, 37 as non-operators and one unspecified. Six companies were rejected — one operator, four non-operators, and the firm which had not specified. One firm, Cairn India, applied as an operator but qualified as a non-operator. “This is an unprecedented step towards entering the oil and gas producing world,” claimed Gebran Bassil, minister of energy and water.

The PA assessed the companies on a strict set of legal, financial, technical and Quality Environmental Health and Safety criteria. For example, operators had to evidence total assets of at least $10 billion and ownership of at least one petroleum development in water depths beyond 500 meters. Non-operators must have total assets of at least $500 million and an established petroleum production.

As the companies proceed into the licensing round there are two outstanding decrees that threaten to delay progress. The government still has to approve the ten exploration blocks that the companies will bid for and sign off on the model production sharing agreement that will form the basis of the contracts that the international oil companies (IOCs) will sign.

With the resignation of former Prime Minister Nijab Mikati the caretaker cabinet cannot pass these decrees. Elections are due to take place this summer, but there are fears they may be delayed.

Minister Bassil deflected questions on how they could proceed under these circumstances deferring an answer until a later press conference to be held on April 30.

Speaking on the sidelines of the conference a senior member of the ministry explained that they had “some leeway” until September. The ministry has already delineated the blocks and drafted the agreements and in the short term the PA, ministry and IOCs can proceed on this basis.

However, bid evaluation is scheduled to begin in November and contracts awarded by February 2014. If this timetable is to be stuck to then Lebanon will need a new cabinet to have signed off on the decrees by the coming fall.

 

The full list of firms that were qualified and disqualified can be found below:

 

Disqualified

The five companies that were disqualified are:

CNOOCIG (China)

National Iranian Drilling Company (Iran)

Circle Oil PLC (Ireland)

MOISSS (UAE)

Ophir (UK)

Levantine Exploration (USA)

 

Operators

In total 12 of the 14 companies that had bidded to be operators, meaning they lead the three-member consortiums, were qualified.

Brazil

Petrobras

Denmark

Maersk

France

Total

Italy

ENI International

Japan

INPEX

Malaysia

Petronas

Netherlands

Shell E&P

Norway

Statoil

Spain

Repsol

USA

Anadarko

Chevron

Exxon Mobile

 

Non-operators

In total 34 companies were pre-qualified as non-operators

Australia

Santos

Austria

OMV

Canada

Suncor

Croatia

INA

France

GDF Suez

Hungary

MOL Group E&P

India

Cairn India

ONGC

Ireland

Petroceltic

Italy

Edison International

Japan

JAPEX

JX Nippon

Mitsui

Kuwait

KUFPEC

Lebanon

CC Energy

Russia

Lukoil

Novatec/GPB Global Resources

Rosneft

South Korea

KNOC

KOGAS

Thailand

PTT

Turkey

TPAO Turkish Petroleum

UAE

Crescent/Apex Gas

Crescent Petroleum

Dana Gas

Dragon Oil

Mubadala

UK

Cairn Energy

Dana Petroleum

Genel Energy

Heritage Oil

SOCO

USA

GeoPark/Petroleb

Marathon

April 18, 2013 0 comments
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Real Estate

Lebanon’s renaissance man

by Thomas Schellen April 17, 2013
written by Thomas Schellen

The enterprise of the Zard Abou Jaoude family is a self-declared attempt at renaissance, as per the very name of its cornerstone property development company, Renaissance Holding. It is a venture that aims to prosper through rebirthing the Lebanese village.

At the heart of the tale is Georges Zard Abou Jaoude, an architect-banker and real estate tycoon whose life can be taken as case study to disprove the theory of homo oeconomicus — that man puts profit and self-interests above all else in making rational assessments.

“I never think about business. You cannot but think business when you go into cash flows, profitability, return on equity, but what drove me during my whole life was passion. I function like this, it is how I deal,” says Abou Jaoude. “It’s not the best way to do [business], but when you are built like I am, you cannot change. Sometimes you go wrong, but most of the time it helped me that I think with my heart.”

On the operational level, he is now working on estate projects in the Metn region with aspirations to expand from there, both in Lebanon and abroad. Structurally and internally, it is the story of a trans-generational family business which is organized into two privately held real estate development companies — Zardman and Renaissance Holding — plus side investments of passion in enterprises such as Virgin Radio and Lotus Cars.

Zardman will carry the majority of the projects going forward, Abu Jaoude explains in his home in Jal El Dib. It has built up a portfolio of some $200 million in projects under construction over the past four years and the company is now in a phase of consolidation after this period of furious growth.

A Modern Lebanese Village

Renaissance Holding is best known for developing BeitMisk, a master-planned community of 1,800 units located between the Metn Expressway and the Antelias-Bikfaya highway in the hills above Beirut’s northern suburbia. The BeitMisk project is progressing in line with its plan, albeit the costs of construction have gone up by 20 percent, Abou Jaoude says. This means that the total value proposition of BeitMisk is pointing today to somewhere north of the billion-dollar line. Numbers he gives Executive — namely averages of $2,500 per square meter and 300 square meters as size per unit — would put a theoretical standard unit at $750,000 and result in a total project value of $1.35 billion.

That number is likely to be the top-end assumption, with some possibility of variance since the value range per unit spans from $200,000 apartments to villas going at $3.5 million. But whether BeitMisk is a billion-dollar village or a billion-plus one, the more exciting question is if it can deliver on Abou Jaoude’s expressed aim to save the charm and magic of the Lebanese village, a vision that he sought to imprint on the project from its conception.

An even more open-ended question is if BeitMisk, as a modern, connected village, can provide its residents with social as well as financial returns on their investments. Can it engender so much human energy generation that it will grow into a profit center in the provision of social and economic equity?

This dimension, of reinventing community spirit and sustainable profitability as the aim of the new villages, is a familiar driver of utopian approaches to urban development and is palpable in the thinking behind BeitMisk. But irrespective of the intangibility embedded in this sort of concept, the project has successfully enticed some very potent commitments.

Banque Libano-Francaise (BLF) came aboard early on as main lender for the land purchase and development of BeitMisk, and Emaar Properties says on the website of subsidiary Emaar Lebanon that this unit was incorporated with one of its aims being “to contribute to the development of the BeitMisk project”. According to Abou Jaoude, Emaar is a stakeholder under an agreement signed with Renaissance Holding but not a shareholder.

From banking to building

An important factor in Abou Jaoude’s story is his move from his first love, architecture, into banking and how ­— after charges of money laundering and terrorism financing leveled by the United States forced the closure of  Lebanese Canadian Bank — he is again focused mainly on the real estate side of Lebanon.

Both are crucial constituents of the Lebanese economy but when Abou Jaoude says that “banking is the heart of the economy” while real estate “is very important”, it is clear between the lines that his exit from banking was not at all planned in the form in which it played out.

He is still mystified by the chain of events and says it is not the time to talk about what transpired and instead wants to focus on going forward. This includes plans to institute a more formal structure for the development of Renaissance Holding and Zardman, Abou Jaoude says. “Growth was quite fast in the last three years, so we need a period of consolidation. Now, our main concern is to have all the procedures in place, all charts in place and get people to understand how we tackle all the problems. Parallel to this, we will be keeping up our growth. We have a lot of dreams [on] how to diversify. We have the Virgin Radio and a lot of different small activities. The sky is the limit, as far as you grow in a very healthy way.”

Surveying beyond lebanon

Projects on the Zardman books include its first international venture — a large development in Erbil, Iraq. According to Abou Jaoude, it has been revised to no longer include a shopping mall, but instead is going to be “a beautiful project”, one that has just seen the start of excavations and is set to be complete in three to four years. Internationally, the family group is looking at partnering for an even bigger project than Erbil with a Lebanese group in Lagos, Nigeria, and Abou Jaoude toys with the concept of a second African project, which he describes as something “risky, in a remote country”.He adds that he is not yet in a position to reveal details on either project. 

As for the institutional structure of family holdings, some things still appear to be under consideration. “We are going into a family office, and God knows where we are going from there. All this is a little early to plan in detail,” says Abou Jaoude. “After my old experience, I wish not to go into other money projects — we hopefully will develop our own wealth slowly but surely.”

Closing some old chapters will likely help with the next steps in succession planning for the family holding, but one thing is clear, says Abou Jaoude: “Zardman [is for] the kids and son-in-laws, and Renaissance is me. In a later stage we will see what is best; the guys should sweat their asse[t]s and I should use my boat much more often.”
 

 

The aspiration to create a magically wholesome and sane Lebanon undeniably shines through when one sits and discusses property development with Georges Zard Abou Jaoude. He shared his views with Executive on Lebanon, green priorities and community building.

Do you agree that we face a gap between public sector infrastructure and planning on the one hand and the quality of the private sector developments on the other?

Whatever goes into public sector is lousy in Lebanon. Since 20 years I keep saying [that] to save Lebanon, you have to shrink the public sector.

When you embarked on the project, you needed a lot of infrastructure and access roads. As a private sector developer, how do you manage the need to develop infrastructure that otherwise would be provided at the municipal and national levels?

I’m not asking the government to execute the infrastructure for the private projects, but when you build the infrastructure [yourself], you have to give it back to the government. In this case, because of the lack of a lot of things on the public level, the maintenance of this [infrastructure] is going to be quite expensive. 

What infrastructures are you developing privately in BeitMisk?

We are doing the sewage, water, electricity, the Internet, cables, fiber optics and we are cleaning the wastewater to use this water for the plantation. This is very costly.

What does this mean for the residents?

We are collecting maintenance fees from the residents and then they have to pay a little bit of money to the municipality, which almost makes it double. This is the cost of wellbeing in a very beautiful environment.

One aspect that you claim to be exemplary in BeitMisk is “green community”. How does that go together with the idea of property development in a previously  undeveloped area? 

Greenery for me, on a personal level, is something very important.  Something like 10 or 12 years ago, we were the first institution [as Lebanese Canadian Bank] to ask people to join us in going green. For BeitMisk, I had to do roads. And some people criticized that, saying ‘How could you make roads and kill some trees?’ I made this promise to the community: I would plant 200,000 trees all over, even though I don’t think we took out more than 200 trees.

Is greenery something that you see as a necessary cost as a developer?

As far as our projects are concerned, greenery does pay. People think that planting of greenery does not get a direct return — it’s not true. You grow a beautiful environment, and you could get 10, 20, or 30 percent more in the pricing when you sell the properties. The least we can do for this country is to envelop it with greenery.

Is maintenance of the infrastructure and greenery something that people commit to when they buy a home and become residents of BeitMisk?

Yes, this is a commitment [coming] from ourselves. Even in electricity generation, we have installed a central power plant with large generators in one place instead of having one generator in each small area of BeitMisk. This costs us a lot of money because we transport electricity at high voltage and reduce the voltage for distribution to homes. We also still face many problems in [linkage with outside infrastructures]. There have been good steps to improve the legal frameworks but I wish for more practical solutions.

Is it part of the concept to incorporate BeitMisk as a township?

No, we don’t go into this. We deal with the municipalities that exist already. They’re helping us and at least at the level [where we are today], I’m happy with the two municipalities that I’m working with. 

When you pass through any area of Lebanon’s hills, you want nature to be preserved. On the other hand, we face immense pressure to accommodate the need for more homes that the population needs. How do you attempt to strike this balance?

Let us try to not show a lot of concrete. If each one near his building grew three to four trees, then we could hide a lot of the constructions we have. This is what we are trying to do in BeitMisk.

April 17, 2013 0 comments
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The Buzz

Morning briefing:17 Apr 2013

by Executive Staff April 17, 2013
written by Executive Staff

Economics and Policy

Tunisia's government has cut its economic growth forecast for this year to 4 percent, down from a previous forecast of 4.5 percent due to events at home and in Europe.

More from Reuters

 

Cyprus is expected to remove the restrictions on the withdrawal of nonresidents’ deposits from the island in a move that would induce depositors to withdraw most of their money, Lebanese banking sources said Tuesday.

More from The Daily Star

 

Iran's economy should emerge from a recession caused by international sanctions over its disputed nuclear programme, but not until 2014, a year later than previously forecast, according to the IMF.

More from Reuters

 

Elsewhere in Iran, the huge earthquake that hit the southern part of the country on Tuesday did not cause damage to nuclear plants, government officials have said.

More from The National
 

Egypt and the IMF failed to agree on terms for a $4.8 billion loan that could ease a worsening economic crisis in the country

More from Reuters
 

Companies and Business

Saudi Arabia's King Abdullah has ordered government ministries to facilitate a 250 billion riyal ($66.7 billion) housing construction programme that he originally announced in 2011, state news agency SPA reported on Tuesday.

More from Reuters

 

Electricite du Liban said on Tuesday it had stopped 317 cases of electricity theft across Lebanon and vowed to step up its crackdown launched earlier this month.

More from The Daily Star

 

EFG-Hermes, the Middle East's largest investment bank, has said it has not received notification from Egypt's financial regulator of clearance for its merger with QInvest of Qatar.

More from Reuters

April 17, 2013 0 comments
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Finance

Save thousands sending money home

by Joe Dyke April 17, 2013
written by Joe Dyke

Taavet Hinrikus is perhaps being generous when he compares his home country Estonia to Lebanon. While he may be right that both countries are small with a lot of expatriates, if Beirut’s newly developing entrepreneurial community can have anything like the successes of those in Tallinn in recent years then the country is due for a boom. The small Baltic nation has seen a series of huge hits, with Skype being the most famous but Erply and ZeroTurnaround also proving popular. Now Hinrikus, himself the first employee of Skype, has a product that could ultimately improve the lives of millions in the Middle East and across the globe.

Lebanon is, as has been well documented, an economy heavily dependent on remittances from the country’s diaspora. In total, around $7.5 billion dollars a year is sent to Lebanon from around the world — incredibly representing almost 20 percent of the country’s entire gross-domestic product. Millions of dollars, however, are paid to banks and firms like Western Union to transfer that money from across the globe.

Hinrikus’ TransferWise targets these payments and aims to make them up to 20 times cheaper. “If you are sending 1000 British pounds [$1530] in a bank you would pay around 20 pound [$30] for a transaction and in addition we would pay around 3 percent for the currency conversion,” he says. “So this ends up being about 50 pounds ($76), whereas with TransferWise it would cost you 5 ($7.60).”

The mechanics

How does TransferWise do this? Hinrikus explains the system through its formation, when himself and co-founder Kristo Käärmann worked a way around the banks. “We are both from Estonia. I was working for Skype in London, but I was still getting paid in Estonia and was transferring 1,000 euros ($1,317) from Estonia to London every month. But a lot less money arrived than I thought should have. At the time I met Kristo he was working in London but had to send money back to Estonia to pay for an apartment he has there, also paying big fees.”

Taavet Hinrikus (left) with TransferWise co-founder Kristo Käärmann

“We met and said ‘bloody hell, we are both being screwed by the banks’. So what we started doing was I would transfer money from my account in Estonia to his account in Estonia, and he transferred money from his account in London to mine. Very soon we had saved thousands of pounds in bank fees.”

Turn the principle of that transaction into a company and the result is TransferWise. The system the two men designed skips banks altogether by finding people making reverse transfers and effectively swapping their money. As transactions are then in country, no fees are paid, while the market exchange rate is taken for the transaction. Moreover, the two transfers need not be made at the same time – by crowdsourcing trades the company creates enough traffic to guarantee all transfers.

Related articles: How Lebanon could raise $1 billion a year

PayPal: A breakthrough for Lebanese e-commerce?

One problem with this system, however, is a lack of reciprocity. For example, in the UK (where the company is now based), a lot of money is sent to Poland but less is sent back. This, Hinrikus says, can be dealt with. “We have built our technology in a way that we can deal with an imbalance so we go and find external sources that can help us. Of course if we are talking about smaller corridors there will be imbalances but if you talk about the bigger picture then we think it is fairly balanced,” he says.

“In Poland, for example, there are lots of individuals sending money to Poland, but we can always find some larger corporate peers that are sending money out of Poland. So we have built our system in a way that it balances automatically.”

With average growth rates of more than 25 percent per month, and backing from some of the elite of the online entrepreneur world, the company has made a positive start in the past eighteen months. In total over $60 million was transferred via the system in 2012 and Hinrikus hopes to increase that number exponentially in 2013 – particularly as they are embarking on their first major advertising campaign in the coming months.

The company has ambitious targets — Hinrikus names his three biggest rivals as Lloyds, Barclays and Natwest — but the potential market is massive. “Remittances are about 500 billion British pounds ($767 billion) a year, and that is defined as transfers from the first world to the developing world. If we add to that transfers from first world to first world we are speaking about a market which is a few tens of trillions of dollars a year. Whichever way you segment that market, you have enough room to have a few very large companies,” he says. “We are seeing more and more demand on the consumer side and as we are building up more awareness there are more people coming to us.”

Sadly, the Middle East lags

For Lebanon and the Middle East, however, customers will have to wait a little while longer before they can start saving. The service primarily remains a European one, with eight currencies currently offered, including the dollar. And Hinrikus admits that the legal and regulatory frameworks of countries outside the EU are a little more challenging and therefore may take some time.

“We are looking at where we have consumer demand. So clearly the Middle East is on our radar,” he says. Asked if we were talking months, years or decades, Hinrikus remains coy: “It is definitely not tens of years, but there is nothing specific I can tell you. Just to say it is coming.”

April 17, 2013 0 comments
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Real estate

A privilege to live here

by Executive Editors April 16, 2013
written by Executive Editors

Beirut is in the global top 10 when it comes to upscale expatriate rental costs and in the top third for the cost of offices, according to survey results cited last month by Byblos Bank’s “Lebanon This Week” (LTW). EuroCost International, a French consulting firm that surveys expatriate living costs in some 170 locations worldwide and has been doing this survey for five years, declared Beirut to be the eighth most-pricey place to rent an apartment of all the cities listed in its annual survey of house rental costs for 2012, as reported by the LTW. Better-known real estate firm Cushman & Wakefield ranked Lebanon’s capital as the 24th priciest office market of 63 monitored cities — both surveys showed Beirut as the Middle East’s most expensive locale. Cushman & Wakefield bases its assessment of Beirut on office prices in the Beirut central district. EuroCost said it zooms in only on high-end units in areas frequented by expatriates.

Need for Alignment

According to an international body of chartered surveyors, real estate valuations are among the core investment assessment tools and the time is ripe for global standards. This message was well received last month at MIPIM, a leading global real estate event held in Cannes, with 20,000 attendees. Investors and real estate professionals at the event showed very strong interest in the growing role of chartered surveyors, reported the Royal Institution of Chartered Surveyors (RICS). The organization is promoting the alignment of standards that will minimize the risk for investors in land, property and construction in volatile global environments. The real estate industry has a lot of catching up to do in standardizing of valuations and in the management of rapidly increasing data, says RICS, which operates globally. It has a head office for the Middle East and Africa in Dubai and is regionally represented in Lebanon, Bahrain, Oman and Qatar besides the United Arab Emirates.

Cheap Dubai rents? Nice while they lasted

Tenants aching under Lebanon’s rising rents can take some small solace in knowing that for Lebanese expatriates working in Dubai, the recent period of property bargains is coming to an end. This trend of increasing prices in the once-again booming emirate was confirmed last month by the Real Estate Regulatory Agency (RERA) in an update to its rental index. Unsurprisingly, top dollars are demanded in the Downtown Dubai and Dubai International Financial Center areas. According to REEA, a two-bedroom flat in Downtown Dubai could be rented for $30,000 to $38,000 annually, an increase of 16 percent from the previous rental index published in the second half in the 2012. Small units in International City, a development on the eastside of the urban area, are shown to be among the most affordable in the latest RERA index, at AED 20,000 to 25,000 ($5,400 to $6,800) for a studio per year, but have increased one third in price when compared with six months ago, reported the Emirates 24/7 news site. In the fancier and better-connected areas of Dubai Marina and Jumeirah Lake Towers, apartment prices in premium addresses have increased by 8 to 10 percent and by 3 to 5 percent in second-tier towers in the past six months, said a report by real estate agency Hamptons MENA, citing figures by the Dubai Land Department. 

To build a people’s kingdom

Affordable housing developments and home finance took center stage in the Cityscape Jeddah real estate show in Saudi Arabia’s main commercial city last month. Top projects exhibited at the show included a pair of residential communities by Ewaan Global Residential Company, a Saudi developer established at the end of 2007. The conjoined Al Fareeda and newly announced Al Mayaar projects, respectively covering 1 million and 330,000 square-meter territories, are located north of Jeddah and the Al Fareeda project will cost at least SAR 1.2 billion ($320 million), a figure quoted by Ewaan. No investment value was provided for an even larger suburban project in Jeddah, the 2.5 million sqm, 8,000-unit residential and mixed-use Al Raeda development by Rayadah Investment Company, a firm under the umbrella of the Saudi Public Pension Agency.

April 16, 2013 0 comments
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Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

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