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Banking

For your information

by Executive Staff October 2, 2009
written by Executive Staff

UAE Public Debt Unit formed

On September 7, the UAE announced the creation of a public debt unit in order to manage the country’s debt. In February, Bank of America Merrill Lynch estimated the UAE’s total debt at some $142 billion — $80 billion of which is foreign owned — while also estimating that $24 billion of the total debt is due by the end of 2009. The public debt unit is one of three parts of the Public Debt Management Office, which will answer to the finance minister. The unit will be responsible for strategizing, planning and implementing plans to solve the emirates’ finance problems, which may eventually lead to formal debt and risk-management policies, including a cap on public debt.

Dubai recovery not until after 2010

A recent JP Morgan Chase study says that economic recovery will be impossible for the UAE in 2010 because of slow private credit growth. “The unfolding of the liquidity crisis will be key to the economic recovery.  However, the rapid concentration of risk factors and the sharp increase in loan-to-deposit ratios will likely keep the adjustment relatively slow through 2010,” the report says. GDP growth is predicted to slow to 0.3 percent by the end of 2009, but may increase to 2.9 percent in 2010, largely thanks to the hydrocarbon sector. According to the report, banks will first have to adjust their foreign liabilities before they can expect any turnaround in credit growth.

ABL warns profits decline if interest rates do not increase

The Association of Banks in Lebanon warned in September that if Lebanese banks do not lower interest rates on all deposits, they will see profits decline and risk losses. Global interest rates are low and holding steady while Lebanese banks hold their rates close to the London Inter-bank Offering Rate. Rates of return in both Eurobonds and Treasury bills have declined. And despite the Central Bank’s freeze on issuing certificates of deposit and the decrease in T-bills being issued from the treasury, banks are still paying high interest rates on existing deposits in Lebanese Lira. The ABL added that banks should base their interest rates on the local markets because of the potential for drastic change in global interest rates.

Lebanon 16th in regional creditworthiness

Last month Lebanon moved up 12 places globally in terms of credit worthiness according to the Institutional Investor magazine’s semi-annual creditworthiness survey. Nonetheless, the country is still three spots lower than it was in September 2008. The survey uses a scale of 0 to 100 to rank countries based on the likelihood of them defaulting on their debt as well as information collected from economists, sovereign risk analysts and securities firms. Lebanon received a score of 29.4 placing it just behind Syria with a score of 29.5 and ahead of Yemen with a score of 28.1. Ranked first in the region was Qatar followed by the UAE and Kuwait. Switzerland held its spot as the least likely to default while Somalia remained at the bottom of the rankings in 178th place. Lebanon currently holds a debt to GDP ratio of around 164 percent. The country’s credit rating was upgraded from B- to B in July by the global credit ratings agency Capital Intelligence.

Syria falls 16 places in Competitiveness ranking

The World Economic Forum’s Global Competitiveness Index ranked Syria 94 out of 133 countries for 2009-2010, falling from 78th place in the previous survey. The annual survey uses technological advancement, foreign direct investment and macro-economic stability to gauge a country’s overall business competitiveness. Syria came in last out of the 13 Middle East and North Africa countries assessed. According to the survey, the low ranking is due to inefficient government bureaucracy, restrictive labor regulations, an inadequately educated labor force, low access to finance and inadequate infrastructure. Conversely Qatar, the UAE, Saudi Arabia, Bahrain, Kuwait and Tunisia all ranked in the top third overall.

Lebanese debt at $47.9 billion

The $47.9 billion in gross public debt marks a 7.3 percent increase from the end of July 2008, reports Byblos Bank. Domestic debt increased 14.9 percent to $26.6 billion and external debt increased 0.9 percent to $21.3 billion from this time last year. The percentage of local currency debt has increased from last year with 55.5 percent of gross public debt currently in local currency, up from 51.8 percent at the end of July 2008. This leaves 44.5 percent of current debt in foreign currency. Commercial banks comprise 57.1 percent of local public debt followed by the Central Bank with 26.1 percent, and then public agencies, financial institutions and the general public, which together make up 16.8 percent. The external debt is comprised mostly of Eurobond holders, foreign currency T-bills and private sector loans, which total 85.9 percent. The remainder of the external debt is made up of multilateral institutions with 7.3 percent, foreign governments with 4.7 percent and Paris II loans with 2.1 percent.

Algosaibi/Saad update

The scandal between the once renowned Saad Group and Algosaibi & Brothers continues to worsen. According to Zawya Dow Jones, the Saudi conglomerates owe more than $20 billion to some 120 local and international lenders.

Muhammad al-Jasser, governor of the Saudi Arabian Monetary Agency (SAMA), said last month that the companies are not the responsibility of the kingdom, noting that “These family companies are not banks and are not regulated by the monetary agency or by the Capital Markets Authority.” However, the Saudi government has created a specific council to investigate the companies. Jasser added that, “Within the kingdom, we have not noticed any financial irregularities. We are not responsible for what happens outside the kingdom.”

The governor insisted there would be no bailout for Saudi bank losses, claiming the idea was “absolutely unthinkable.” However, in late September, Maan Al-Sanea — chairman of Saad Group — came to an agreement with local Saudi banks for a reported $2.6 billion in outstanding loans. Earlier in the month chairman of the Samba Financial Group, Saud bin Abdul Aziz Algosaibi, stepped down from his position following several lawsuits filed in international courts. In July, Mashreq Bank pursued legal action against Algosaibi in New York, claiming $225 million was owed to the bank. On September 16, Mashreq reported its full exposure to the company at $400 million.

Also last month, Abu Dhabi Commercial Bank filed a $30 million claim in Britain’s High Court against Saad Group unit Saad Trading, Contracting & Financial Services Company.

Lebanese consumer confidence drops in August

Largely due to the public’s belief that a cabinet will not soon be formed, consumer confidence is down in Lebanon for the second month in a row. The August consumer confidence level matches that from March 2009 at 165 points, down 11 percent from the previous month. The expected personal income index fell by 13 percent, while the durable goods consumption index dropped the most, by 80 points. This was attributed to consumers not making large product purchases. The areas of Beirut and South Lebanon saw the biggest decline, with the former decreasing by 20 percent and the latter by 18 percent. Despite the decrease, the index is up from the consumer confidence rating of August 2008, which was 123 points.

October 2, 2009 0 comments
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Executive Insights

Surviving the downturn with intelligent branding

by Joe Ayoub October 2, 2009
written by Joe Ayoub

With the global financial downturn impacting on all markets, everyday business challenges have become compounded by reduced customer spending power, budget constraints and more cautious investor confidence. Companies may be turning to downsizing, or outsourcing to meet these challenges yet their biggest asset — their brand — cannot be approached in the same way. True, they can choose to stop spending on their brand, but in a time of crisis, there is actually no better time to leverage their brand assets to produce greater value.

Not just a name

First, it is important to understand what exactly is a brand. With branding still a fledgling topic in terms of awareness among local businesses, many mistakenly believe it means having a strong name in the market. Companies in Lebanon often think, “I have a famous name and it is selling well so this is a brand.” But often it’s selling because there is no real competition, or the product or service is cheap. When a serious competitor appears, they lose market share. In fact, a brand is a total experience: it’s the name plus the logo plus the brand promise and the delivery of that promise — brand equals trust.

Winners and losers

Competition can quickly sort the winning brands from the losers, but a crisis is another force to reckon with. In an economic downturn, consumer spending falls and purchasing shifts away from those brands which lack a strong bond with their customers. Many Gulf real estate developers have already learned this lesson, having spent lavishly on logos and communications but overlooking the need to bond with consumers. Thus, at the first sign of economic pressure, they began to suffer as investors sold their shares.

The new market reality is that consumers are not only spending less, they are  re-examining every single purchasing decision. One global trend also emerging in Lebanon is for strong brands to reach out to consumers in a way that takes advantage of the economic climate but avoids diluting the brand value. These brands are opening new stores, often referred to as outlets, where customers have access to discounted luxury goods. This drives sales for the known brand but by using an alternative name for the outlet, it avoids diminishing the perception of the brand.

This trend is a prime example of well-positioned brands creating value by driving demand. What all successful brands require is a deep understanding of brand mechanics, how their brands influence customer behavior and choice. Understanding the process of brand value creation is vital not only to drive demand but also to improve decision-making and budget spending.

Digging for value

A successful brand strategy consists of determining the brand essence — which is what the brand stands for — and the brand promise, which is what the customer expects to be delivered when they buy the product or service. The branding process starts with an internal brand audit. Working with the company’s management, the audit sets out to discover the core strengths and fundamentals of the brand, what makes it unique and how it reached its current status. Once this is identified, strategies are devised around the brand foundations.

The corporate strategy starts with a vision, a mission, a set of beliefs and the corporate attitude or personality of the company. Once these are set they should first be shared and believed by all employees working in the company so they can deliver in their daily work.

But branding doesn’t stop there; brand management is essential for it to be effective. If you have a car, you change the oil, maintain and clean it so that it always performs. A brand is the same; you manage its image, its performance, and you keep on improving the service or product formula, so that it consistently delivers on its promise.

Sending the right message

All of these are essential before a company should think about advertising. Companies suffering from ineffective advertising shouldn’t blame the ad agency but look internally and see if they have a clear message, brand promise, employee and customer satisfaction. Only once these are really well covered should they consider advertising.

So, in times of crisis, instead of focusing purely on where and how to cut costs, companies should use the period of uncertainty to look at their brand value and strategy, look internally and question everything they have been doing: At the brand level, are your customer touch points well structured? Are your employees motivated and happy? Do they believe in your brand and your company? Then look outward at the customer: are they having a positive experience with your brand? What should you improve?

With companies increasingly focused on the bottom line, the good news is that branding drives up the brand value; the more positive a connection with customers, the more customers will remain attached to the brand and be prepared to spend money on it. Many companies may be looking to outside investors to inject funds into their business, and with a good brand strategy, they can sell at a premium. Even for companies not looking for outside investment, branding done correctly is one way to ensure that once the crisis eases, not only will they still be standing but they will also be among the first to reap the rewards.

Joe Ayoub is CEO of BrandCell

October 2, 2009 0 comments
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Executive Insights

Campaign innovation in the public’s interest

by Dima Itani & Ramsay G. Najjar October 2, 2009
written by Dima Itani & Ramsay G. Najjar

Consider this: it is a sunny summer day and you are enjoying a swim in the pool when you are startled out of your senses at the sight of a drowned boy at the bottom of the pool. It takes you a few seconds to realize that it is actually only a perfect high-resolution 3D image with the question: “Where is your child?”

This was actually part of a campaign entitled “Watch Around Water” aimed at promoting and encouraging proper supervision of children while in and around water. Regardless of whether or not one agrees with this attention- grabbing approach, also called “shockvertising,” many argue that the use of such disturbing images and blunt slogans is necessary to break through the media clutter in order to raise awareness and stimulate action on a public interest cause. The fact is, eliciting shock remains only one approach for what is called public interest or service communication, which plays an increasingly prominent role in the world today.

Public service communication serves the public interest, with campaigns that typically run as a part of a collaborative effort and that aim at educating and raising awareness of social issues in an effort to shape attitudes and behaviors.

Stimulating positive social change can range from urging drivers to fasten seat belts and discouraging smoking, to highlighting social injustices such as poverty and child labor, and drumming up national unity and cohesiveness.

Influencing the agendas of decision-makers, contributing to a healthier, more vibrant democratic society, educating the public about serious problems and effective solutions, providing a platform for expression and exchange of opinions; these are all attainable objectives of public interest communication, and are all direly needed in this part of the world. Some would argue that we do get our share of public service campaigns that mirror and shape some of the most important social issues facing our region: from “don’t drink and drive” campaigns in Bahrain, to tributes to the unsung heroes who rebuilt Oman after a devastating natural disaster, to environment protection and water saving campaigns across the region, to the many industrious campaigns calling for national unity and peaceful conflict resolution in Lebanon.

The truth is, most notably when it comes to Lebanon, many of these campaigns end up falling on deaf ears, regardless of their noble cause or message, as they are launched either by the government, by entities that are aligned with certain political parties, or by non-governmental organizations (NGOs) that are often unfairly perceived as having a biased agenda. In light of the extremely polarized public scene, not only does the message not resonate with its audiences, it sometimes even backfires.

In such a situation, public interest campaigns launched by the private sector may have even more impact than the historically proven impact of government or NGO-initiated ones. This only further highlights the critical importance of “policy innovation” in modern times, the so-called “public-private partnership,” especially in many of the countries in the Middle East where government purses are strained, and where the private sector’s vast resources make it an irresistible ‘partner’ for public interest initiatives.

After all, this can only be a win-win situation, as the company reaps the benefits of a positive reputation and goodwill it can bank on, while the government advances its goals of positive and lasting social change.

So the sponsor or entity behind a public interest campaign plays a major role in determining its effectiveness, but so does the actual message being sent out, as well as the communication vehicles and channels used to convey it.

Messages can be as non-controversial as urging people to give up dangerous or unhealthy behaviors and to obey the law, or they can ask people to think and act differently about divisive social issues and change long-entrenched cultural behaviors and norms.

Whatever the message is, it should be a unifying one that steers clear of political land mines or controversy that only serve to undermine its impact. For example, rather than stir passions about unfulfilled promises by elected officials, the message should aim at creating a more educated voter who values and enforces accountability instead of irking the public by underlining their apathetic attitude and sense of entitlement. The message should aim at highlighting the benefits of a more involved citizenry, and rather than raising the ire of government by pointing fingers at corrupt practices, the message should focus on more responsive and responsible governance at all levels.

A powerful example of a unifying public interest campaign was launched in the United States in the wake of the September 11 attacks. Entitled “I am an American,” the campaign carried the first motto of the US, “e pluribus unum” or “out of many, one.” The campaign contributed to reinvigorating Americans’ sense of pride while reminding them of their plurality and pro-actively containing any xenophobic reactions against others because of their looks, religion, accent, or ethnicity.

When it comes to the creative channels and executions used in public interest campaigns, shocking images and words can do the trick, although many would consider these as treading the easy path.

Capturing the attention of the public and inspiring a change in attitude and behavior can be done with a multitude of other creative vehicles. A notable example that continues to be engaging even after six decades is the US “Smokey the Bear” campaign aimed at protecting forests against fire, which started with the creation of an icon that soon ranked alongside Santa Claus and Mickey Mouse as one of the most recognizable icons.

The longest running public service campaign in US history with $1 billion in donated media over the last three decades, Smokey spurred Americans to think twice before throwing a match in the woods or leaving a smoking campfire, thus reducing forest lost annually to fire from 22 million to four million acres.

This example only reinforces the power of creative channels, which can range from TV and billboards to a created icon featured on posters, related literature, and comic books. It can even have its own website, licensed costume, school lesson plans, historical poster collection, licensed product line and even postage stamp, going as far as giving awards to individuals who help further the cause in question.

Studying these two examples is all the more pertinent to us Lebanese when we reflect on how an attack can unite Americans but only entrench our division, and how they took action to protect their environment, whereas we stand indifferent and helpless in the face of ravaging fires that are quickly depleting what is left of our scant forests. This only underlines the critical importance of public service communication that can send out the much needed message of personal responsibility and inspire us to come together as a nation and to take better care of our country.

Dima Itani & Ramsay G. Najjar S2C

October 2, 2009 0 comments
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Executive Insights

The future of print

by Gabriel Chahine October 2, 2009
written by Gabriel Chahine

Although print media is virtually on life support in other parts of the world, it is remarkably healthy in the Middle East. Until the global economic downturn, advertising at pan-Arab magazines was expected to grow at about 21 percent annually through 2015. Newspapers in vibrant United Arab Emirates and Saudi Arabian markets were projected to enjoy year-over-year gains in ad revenue of roughly 17 percent through 2012. These numbers, coming at a time when publishers in North America and Europe are hemorrhaging ad pages, are all the more remarkable stacked up against Middle Eastern profit margins of as much as 20 percent for magazines and 40 percent for newspapers.

As elsewhere, advertising in the Middle East has slowed, so these ad projections are now being revised downward. But a series of cultural and political factors that distinguish the Middle East from the West nonetheless ensure the potential for continued steady growth for Gulf Cooperation Council (GCC) publishers. Among these factors are a large and growing population of people under 25, high leisure and entertainment consumption, greater demand for media than in most developed countries, ongoing social reforms and a growing thirst for political content, a strong emphasis on real estate development, and new telecommunications networks and travel. All of these factors generate jobs and advertising and the development of knowledge and information-based economies.

Yet, while enjoying clear advantages over their counterparts in the West, Middle Eastern print publishers face the same critical challenge: finding the appropriate strategy for dealing with the increasing popularity of the Internet and other digital media. Or, put another way, publishers face the task of increasing revenue, readership and advertising on the Web without cannibalizing the profitability of the print publication. In this quest, Middle Eastern media companies are in a propitious position. Local content on the Internet is still relatively immature and digital advertising and purchases on a broad scale have yet to develop, leaving the field wide open for Middle Eastern print publishers that are sufficiently nimble to take advantage of these opportunities.

To implement a profitable Web presence, four strategies are available for the innovative Middle Eastern media company of the future:

1. Build deeper relationships: Media companies should imitate marketers of consumer goods, cars and beauty items, who already recognize the power of digital media to start conversations with consumers. Publishers could offer branded online environments targeted toward interest areas that are valuable for advertisers. Print media have a privileged relationship with their readers, who trust the publication’s content and make buying decisions based upon it. In many categories, such as bridal, fashion and people, the ads are valuable consumer content in their own right. Newspapers are also divided into interest areas, such as entertainment, technology, auto, food and travel. Premium online environments, built on rich, exclusive content and applications, can enable print players to develop a still more intimate relationship with their readers. As consumers become more engaged by content they are more willing to register and share personal data that can be used to target them with tailor-made ads. Targeted content that is tagged and contextually relevant can capture a 20 to 30 percent premium over run-of-site advertising for a media company’s Web site.

2. Tap new revenue streams: In print, media companies strike a balance between readers paying for content directly and marketers subsidizing access to it. They should pursue both sources of revenue in the digital arena as well. Charging for content online is increasingly difficult as free information is so widely available; only specialized business publications such as The Wall Street Journal, The Financial Times, and The Economist are successfully charging for their content online. Most general-interest publications that have experimented with paid content models have failed, including The New York Times. But there are other sales opportunities that print publishers should consider as well. Perhaps the most obvious is to develop a portal. Unlike in Western countries, there are no dominant local online portals in the Middle East. This is a perfect opportunity for a media company to use its editing, production and presentation expertise to offer a single site with interactive applications, digital brands and aggregated content to generate high Internet traffic for potential marketing revenue and transaction fees. Other possible new online revenue streams include selling reprints and repackaged content, and establishing community-driven hubs that perhaps allow people to join for free but charge for relevant perks, such as archived material or clues to solve games or puzzles.

3. Reinvent the content model: Print media companies need to dramatically lower their costs by changing the way they approach content development and focus resources on their “profitable core,” the set of print and digital content that most drives audience engagement around well-defined interest areas. Recently, the number of magazines in the Middle East proliferated wildly, cluttering the marketplace with newly launched specialized titles — for example, about boating, automobiles, and real estate — that were generally lacking in quality.

Publishers should prepare for forays on the Web by strengthening their print portfolios, disposing of unprofitable magazines while acquiring international licenses from companies like Condé Nast, Lagardère and Hearst for strong brands in lucrative content areas like golf, women’s and children’s interest, computing and games. It is only with such distinctive content assets that a media company can build a “right to win,” competing for attention against marketers, user-generated content, and other media companies. Also necessary is better sharing of content across “sister” publications and the development of more centralized, outsourced or offshore editorial capabilities (for example, production for magazines and analytic tasks for newspapers). Other ways to lessen disruptive options while continuing to produce sizable savings include negotiating lower costs with outside vendors, using more stock photos and video footage and leveraging production technology.

4. Innovate with new products and pricing: When a significant share of consumers carry smart phones or other Web-enabled devices, they will expect new and more convenient delivery and formatting of content. Print publishers should experiment with new digital editions as well as premium offerings delivered as e-newsletters, alert services and downloadable content. And they should explore new ways to leverage digital distribution, like providing print-on-demand options that provide alternative formatting and customization. Among these areas of innovation, digital video is increasingly important in large part because of advertiser preference for video as part of brand-building investments.

The strategies that will make Middle Eastern print publishers successful in the coming years will require new capabilities, such as tracking and research to gain deeper insights into audience interests, informatics (the systemic study of information and the ways information is used by and affects people individually and socially) to manage and direct Web traffic, database management, custom content and applications development, and the ability to manage a network of partnerships. With aggressive action today to foster innovation and more aggressive cost management, GCC media companies can position themselves for an even brighter future than they already have.

Gabriel Chahine is a partner at Booz & Company

October 2, 2009 0 comments
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Five tests of Obama’s mettle

by Claude Salhani October 2, 2009
written by Claude Salhani

Labor Day in the United States marks an important juncture in the political calendar. It is the time of the year when US lawmakers roll up their sleeves and get down to serious business now that the summer break is over. Yet as eager as President Barack Obama might be to go back to work and get things rolling, he will be faced with at least five major issues, four of which are in the Middle East.

The American president’s first major challenge, however, will be a domestic issue and very likely the one to give him greater hassles than the Middle East dossiers he will have to tackle.

On the US front, Obama will be kept busy with his plan to convince his fellow Americans that it is time to enact into law a universal health care coverage plan. Indeed, it is hard to believe that the US remains the only country in the developed world that does not have universal health care, when there are 40 million Americans living under the poverty line and some 45 million Americans without health coverage.

Obama’s plan, though thinned somewhat down so as not to face too stiff a resistance from the Republicans, and even some Democrats who worry that they may upset their constituents, is still facing opposition from many quarters.

Billions upon billions of dollars are at stake and the anti-health care reform groups are taking no prisoners. Fear, once again, is being used to conscript people against the project. You may recall that fear was used very successfully by the Bush administration after the September 11, 2001 terrorist attacks on New York and Washington, DC, to allow the Bush team to enact a number of laws and get away with decisions which under normal circumstances they would have never been able to.

The health care industry is the holy cow of Capitol Hill, where legions of highly paid and very influential lobbyists will do what it takes to keep any changes away. Some have tried to spread the message that universal health care coverage is the first step to socialism. And many Americans are falling for that.

Now in the Middle East, Obama’s problems stem from a) the war in Iraq; b) the war in Afghanistan; c) the stalled peace talks between Israel and the Palestinians, and d) Iran’s nuclear ambitions.

In Iraq, violence is on the rise once again and relations with Syria have reached an all-time low after a spate of suicide attacks claimed the lives of hundreds of victims. Indeed, Iraqi Prime Minister Nouri al-Malaki wasted no time in pointing the finger at Syria, where just days earlier he had met with President Bashar al-Assad. Malaki accused the regime in Damascus of abetting those responsible for the August 19, “Black Wednesday” attacks that left more than 100 people dead. Baghdad is demanding that Damascus hand over two suspects to face justice in Iraq.

In Afghanistan, the level of violence is increasing and raising concerns among allied forces backing up US and NATO troops fighting the Taliban. Eight years after the US invasion the Taliban, who were to have been destroyed by now, are still a force to be reckoned with. Support for the war effort among US allies is waning. In Germany, for example, the government is facing increasing pressure from the public to bring their troops home.

In regards to Israel and Palestine, Obama’s other problem comes from the more “traditional” Middle East conflict and, more precisely, from Israel where Prime Minister Benjamin Netanyahu, in defiance of Obama’s request and world public opinion, has given the green light for 500 new housing units to be built on land belonging to the Palestinians.

Obama had hoped to bring the Arabs and Israelis together and to finalize a peace deal that would see the end of the 61-year conflict that spurred five wars in as many decades. Obama had hoped to see the creation of a Palestinian state that would normalize relations between Israel and the Arab world. However, following Israel’s latest announcement, the Palestinians said they would suspend all negotiations with Israel.

And last but by no means least, is the Iranian nuclear dossier, an issue which remains as hot as the spent uranium rods from Iran’s facilities. The challenge for Iran will be to hold the West off until Washington goes into re-election mode. But will they be able to?

Claude Salhani is editor of the Middle East Times and a political analyst in Washington

October 2, 2009 0 comments
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Banks bothered but buoyed

by Riad Al-Khouri October 2, 2009
written by Riad Al-Khouri

A year after the global financial crisis erupted, is it business as usual for banks in the Middle East? Their counterparts in the West have been battered and otherwise have gone through a lot. As Western bankers marked the first anniversary of the collapse of investment bank Lehman Brothers in September 2008, which triggered the crisis and bank failures around America continue. At the same time, the authorities in the US warn that in some cases the bad old ways that led to major problems are still there. A recent twist in the changed Western financial scene is the seeming tilt in attitudes away from banking secrecy, with the Swiss financial giant UBS turning over client records to the American government. More such changes are no doubt on the way; otherwise, we may be in for another unpleasant greed-driven episode of financial collapse a few years down the road.

So are there nasty surprises still in store for the region’s banking sector? The answer seems to be that while there have certainly been problems in the region’s financial sector, the worst is over. With the United Arab Emirates issuing $20 billion in bonds to boost banks’ liquidity last year, the Saudis injecting cash into their financial system and the Qatari government buying loan portfolios in each of the country’s banks, the banking system has largely stabilized in Gulf Cooperation Council countries. The exception seems to be Kuwait, where the government has already stepped in and taken over two banks, with other financial firms currently waiting on a $5 billion rescue package from the state to counter the effects of the crisis.

Effectively, the reason the Gulf banking sector has not been decimated in the wake of the global financial crisis is because the governments have used their petro-dollar surpluses to keep the sector afloat. Though proportionally, liquidity injections into Western banks compared to the regional ones were lower, the GCC region’s cash-rich governments have helped cushion the magnitude of the downturn in the Gulf.

A particular bright spot has been Islamic banks, which as a whole have managed to expand in a turbulent year. Assets held by the world’s 100 largest Islamic banks increased 66 percent in 2008 from the previous twelve months despite the global financial turmoil. The top 100 Islamic financial institutions — mostly in Asia, the GCC states and Iran — held assets totaling $580 billion last year, up from $350 billion in 2007. In the same period, the 300 largest Asian banks of all types saw their assets rise by a much lower 13 percent. The blot in this picture came from Islamic banks in the UAE that were heavily exposed to the property market which, especially in Dubai, had crashed. Islamic banks in the Gulf have also been exposed to the sub-prime mortgage meltdown in the US, but due to lack of transparency, it is difficult to determine the extent of total losses.

Iranian banks were the biggest players in the global Islamic banking sector, with seven out of the largest ten such institutions headquartered in Tehran, but Saudi Arabian Islamic lenders were generally more profitable. Not that the Saudi financial sector hasn’t had its share of problems in the past few months, as banks in the kingdom cope with the fallout from debt restructuring at two family-owned Saudi conglomerates — Saad Group and Ahmad Hamad Algosaibi & Brothers. These problems came to light in May when the Saudi Arabian Monetary Agency, the kingdom’s central bank, froze the accounts of the chairman of Saad Group.

Banks in the UAE also have significant exposure to the faltering groups: Mashreqbank is suing the Algosaibi organization, and the Abu Dhabi Commercial Bank is suing a unit of the Saad group. In July, the UAE central bank directed banks to take provisions of 50 to 75 percent of their exposure to the troubled conglomerates. In fact, the problem transcends the region, as several regional and international banks, including Citigroup and BNP-Paribas, are also exposed.

At the same time, Middle East banks are profiting from business associated with large government-driven infrastructure projects. In Saudi Arabia, the locomotive that spurs the GCC economy, as it does with the rest of the region, the 2009 budget projects a 16% increase in spending to reach a record $126 billion equivalent. Several projects, in areas including power generation, desalination and transport will provide good business for Saudi banks that have cut back on lending to the private sector. The bottom line is that, unlike the West, banking in Saudi Arabia and much of the rest of the region looks to remain strong due to adequate liquidity to cover for the hits taken so far.

RIAD EL-KHOURI is the senior associate consultant at the William Davidson Institute of the University of Michigan in Ann Arbor, and dean of the business school at the Lebanese French University in Erbil.

October 2, 2009 0 comments
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How politicians stymie Lebanon

by Sami Halabi October 2, 2009
written by Sami Halabi

There’s a popular quip that speakers love to use at press conferences in Lebanon. An orator will typically begin by chastising the government for its lack of efficiency, then point to the several hundred railway workers the government employs despite there being no rail network in the country since the 1970s.

While Lebanon’s pontificators may disagree on the exact number of railway employees (estimates range between 200 and 900), the fact that this situation has been allowed to perpetuate is emblematic of the nonchalance of the country’s politicians when it comes to implementing reform.

Lebanon’s latest political debacle renders the lethargy of the country’s public figures ever more palpable.

The divvying up of cabinet seats in Lebanon has always been a game for the numerous political and commercial interests of international players, who kick Lebanon around the proverbial stadium until they get what they deem is rightfully theirs. Whichever unlucky soul is assigned the task of balancing these interests ends up in the firing line and the debate over who should get what duly turns into a political crisis.

Cabinets come and go, but no one seems to ask the obvious question of why politicians actually deserve to have control over basic public services, besides having curried favor with one of the powerful political parties in the country.

The current political quandary facing Lebanon is no different. But this crisis could be resolved if the politicians were willing to address the issues that will build the foundations of a functioning state instead of a banana republic.

Instead of being interested in Israeli microwave signals providing the Lebanese public with much-needed Internet capacity, the next prime minister could steer the debate over the next telecom minister toward the creation of the non-existent and legally mandated company, Liban Telecom, that will begin to reform the sector. If, as stated, telecommunications privatization is the ultimate goal of the ruling coalition, a plan contrary to the one proposed by the current minister needs to be articulated. That may be a wiser course of action than to nominate a candidate for the post whose party has come out against privatization of the sector.

Given the lack of political interest in reform, it is not surprising that there is also little debate over who will be burdened with becoming the next energy minister — in charge of the state-run electricity company that continues to drain the government’s coffers year after year.

Instead of pawning this ministry off, the next minister could be nominated on the basis of implementing a law that would facilitate offshore oil and gas exploration at a time when energy companies are licking their chops in anticipation of a bidding round. That may be a good option, considering that Israel has already found a large deposit of natural gas off its northern coastline next to the Lebanese border. Implementing the electricity law that would create an independent regulatory authority would also be a good first step. 

Perhaps the 28 percent of the country’s population that lives under the poverty line would appreciate it if the next minister of social affairs spearheaded a plan to allow microfinance organizations to practice financial intermediation and increase their outreach. That might be a better alternative to politicians giving the poor handouts come election time, then ignoring them for four years until the next time their votes are needed.

The gridlocked commuters on Beirut’s crowded streets may find it useful if their roads were widened through a policy to create more parking in the city. The post of transport minister could be awarded to a nominee based on a solid plan to decrease congestion, instead of wasting government funds on traffic lights in areas where they are unnecessary and redundant, given that there is often also a police officer directing traffic instead of fining drivers for running red lights.

Another way to start may be by opening up the unused Charles Helou parking lot that has stood eerily vacant for years to alleviate the parking problem around the Gemmayze district. Perhaps the next minister could also have a degree in civil engineering or urban planning instead of physics. Getting rid of those railway workers might help as well.

It is natural that after a civil war as devastating as Lebanon’s the country needed time to put the pieces together. But after almost two decades there is no excuse for the current state of affairs, let alone a cabinet that is disinterested in implementing reforms. Unless the next cabinet has a real intention to truly begin working on reforming the public sector, there seems little point in appointing them in the first place since their presence will be just as relevant as their absence.

Sami Halabi is a Deputy Editor at Executive Magazine

October 2, 2009 0 comments
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Lockerbie’s cloak and dagger

by Paul Cochrane October 2, 2009
written by Paul Cochrane

Last month, Libyan leader Muammar al-Qaddafi’s son, Saif al-Islam al-Qaddafi, said the case of the Libyan convicted by a Scottish court for the bombing of PanAm Flight 103 over Lockerbie in 1988 “is over for good.”

It would seem to be over for the convicted bomber, Abdelbaset al-Megrahi, who is terminally ill with cancer and was returned to Libya in August on compassionate grounds after serving eight years in prison. But the Lockerbie issue, in which 270 people were murdered, is far from over.

On an almost weekly basis, certain British publications have been running articles that something was amiss in both the decision to free Megrahi and the investigation into the bombing.

The first major story was that oil giant BP signed major oil deals with Libya in the week following Megrahi’s release. It could be coincidence, but the timing is certainly fishy. The British government of course claimed nothing of the sort. There could be no “trade for terrorists.”

BP then came out and scuppered that whole premise, saying it had lobbied the British government in late 2007 that a delay in concluding a prisoner-transfer agreement with the Libyan government could hurt a $900 million deal it had inked with Tripoli.

Then it was revealed that the new international mediator on the bloc, Qatar, had put its oar in, with the Minister for International Cooperation, Khalid bin Mohammed al-Attiyah, pressing Scottish First Minister Alex Salmond over Megrahi in June. Scotland is in talks with Qatar to fund a $3.4 billion road bridge, major subsea electricity cables and other projects.

So, this seems to be yet another case of the sleazy troika of money, oil and dirty politics coming together — but that appears to have been the case from the start. When Libya was accused of being the mastermind behind the bombing, Tripoli eventually paid out compensation to families of the murdered passengers as part of a deal to lift economic sanctions. While Tripoli paid up, it refused to accept guilt. “We thought that it was easier for us to buy peace,” said Libyan Prime Minister Shukri Ghanem in a 2004 interview with the BBC.

Adding to this curiosity was the mainstream Western media’s silence on why the Libyans were so jubilant when Megrahi touched down in Tripoli. It was seen as callous and miscalculated. Prime Minister Gordon Brown was “repulsed,” and Barack Obama “outraged;” but Libyans, publicly and privately, consider Megrahi to be innocent.

Yet if the mainstream media reported this, it would imply a cover up at worst, and a miscarriage of justice at best. Explaining all the ins and outs of a stitch-up would have been too much for a report on the 10

o’clock news. Indeed, there are a reported 600 pages of new and deliberately suppressed evidence that would have cleared Megrahi’s name if the case had continued, and if Megrahi had not been pressured by the British government to drop his appeal in exchange for immediate release. Even the Scottish judges admitted there was a “mass of conflicting evidence.”

Let’s look at a few puzzling parts of the investigation. A “key secret witness” at the original trial, who claimed to have seen Megrahi putting the bomb on to the plane in Frankfurt, was exposed by the defense as a CIA informer that would have been paid up to $4 million if Megrahi were convicted. Then there is the circuit board and bomb timer “found” around Lockerbie which a forensic scientist proved had no trace of explosives on them. But the crucial, damning evidence that put Megrahi away was the clothes found in the wreckage of the plane. A Maltese store owner claimed he sold Megrahi the clothes, yet he gave a false description of Megrahi in 19 separate statements and couldn’t even recognize him in the courtroom.

The whole saga of the actual bombing, the reasons behind it and the trial itself — held in Holland without a jury — would make for a good Hollywood thriller. The Lockerbie bombing is a story of double crosses, bribed and dodgy witnesses, government corruption, CIA rogue agents, drugs-for-hostages deals in Lebanon, and tampered evidence. It is also a story about the ongoing ‘war on terror,’ and how geopolitical strategic interests get in the way of real justice.

Qaddafi junior saying that the issue is over is somewhat true for Libya. The country has successfully come in from the cold and is now part of the club again; Megrahi is home, guilty in the eyes of the Scottish courts and much of the West but considered innocent in Libya. As for finding the culprit, the Lockerbie case is yet another file in that ever growing pile of unsolved, politically charged cases of murder and mayhem.

PAUL COCHRANE is the Middle East correspondent for the International News Service

October 2, 2009 0 comments
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The long road to Damascus

by Nicholas Blanford October 2, 2009
written by Nicholas Blanford

During a recent meeting in Damascus with a senior Syrian official, an American diplomat relayed a request from Washington concerning a human rights issue in Syria. The Syrian official paused a moment and then replied that if the appeal had been raised in say, six months, it would not be received well, but it would still be considered. Now, however, while the official would pass on the request, it would stand no chance of being fulfilled because Syria and the United States have not yet established the “basis of a relationship.”

That anecdote illustrates the achingly slow progress made since the Obama administration began its cautious re-engagement with Syria, and how much farther both sides have to go before the fruits of their labor can be harvested.

Recent signals emanating from Washington suggest that the Obama administration may be losing hope that a breakthrough can be achieved with the Damascus. Both sides acknowledge that they are still groping for the seemingly elusive basis of a relationship upon which outstanding grievances can be aired and resolved.

As far as the US is concerned, Iraq’s security is the testing ground for improved relations with Syria, while other areas of mutual interest, such as resuming peace talks with Israel and stabilizing Lebanon, can wait their turn.

For now, George Mitchell is focused on the Israeli-Palestinian track, though the Israelis themselves are showing little inclination to resume even the indirect talks with Syria brokered by Turkey. Lebanon, in which the Bush administration invested so much diplomatic energy, is even further down Obama’s list of priorities.

In June, General Ray Odierno, the top US commander in Iraq, acknowledged that there had been a significant decrease in the number of militants entering Iraq from Syria. But US officials remain concerned that Syria is not doing all it can to stem the flow.

In August, a delegation from US Central Command visited Damascus and hammered out a tripartite agreement in which security along the joint frontier would be coordinated on the ground by US, Syrian and Iraqi forces. The agreement was seen in Washington as the first concrete positive move from Syria since the engagement process began earlier in the year. That soon went sour.

Nouri al-Maliki, the Iraqi prime minister, was piqued at being left out of the talks between the US and Syria and traveled to Damascus for his own discussions on border security issues. Negotiations were promising according to respective spokesmen in Baghdad and Damascus.

The next day, Baghdad was struck by simultaneous truck bombs and mortar barrages killing almost 100 people in the worst bout of violence in Iraq for months. A furious Maliki blamed Syria for harboring Baathist militants, and Iraqi television aired alleged confessions from an arrested Baathist and an Al Qaeda militant.

The bombs that struck Baghdad also blew up the tentative border security arrangement and the Americans found themselves back at square one with the Syrians. Even if the border agreement had proceeded, US officials still maintain that Damascus must clamp down on its homegrown militants and deny entry to other Arab militants. Securing the border should be the last resort, not the sole means of blocking militants from entering Iraq, they say.

So far the outreach between Washington and Damascus appears distinctly one-sided. Obama has dispatched more than half a dozen high profile visitors to Syria, lifted the ban on spare parts for Syrian Air’s fleet of ageing Boeing airliners, and announced that an ambassador will return to Damascus after a near five-year absence.

Although the announcement was made in late May, a new US ambassador has yet to be appointed, let alone returned to the embassy in Damascus. The delay has prompted speculation that the Obama administration may have decided to hold off on naming a new ambassador until further progress is made with Damascus. However, a US official told me recently that the delay is only administrative and due to nothing more than the logistical difficulties of finding a diplomat willing to take up the job.

According to the official, the Bush administration made a mistake in recalling the ambassador in February 2005, describing it as a “unilateral diplomatic freeze” that only prolonged the hostile climate between the two countries.

The collapse of the tripartite border security agreement has dampened hopes of an imminent breakthrough with the Syrians and US State Department officials appear to possess a dogged realism about the chances of successful rapprochement with Damascus.

Given the snail-like pace of progress so far, perhaps the Syrian official was being overly optimistic in suggesting that it would take only six months for Damascus to grow more receptive to US demarches on human rights issues.

Nicholas Blanford is the Beirut-based correspondent for The Christian Science Monitor and The Times of London

October 2, 2009 0 comments
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Editorial

Unregulated resistance

by Yasser Akkaoui October 2, 2009
written by Yasser Akkaoui

The curious and terrible case of Salah Ezzedine — Lebanon’s Bernie Madoff — is only the latest example of the dangers of having Hezbollah’s state operating within, but off limits to, the state of Lebanon.

The political party that has segregated its followers from the rest of Lebanese society, and from legal oversight, allowed a con man to befriend its most senior officials and use his connections to lure people into trusting him with their savings and investments. Ezzedine capitalized on Hezbollah’s secrecy and its closed system, which kept his activities hidden from the regulatory framework of the state. No one could see into the con man’s bubble until it had already burst. Hezbollah’s massive stock pile of weapons, and reputation for honesty, couldn’t help protect the party’s supporters against the financial devastation some in the south compare to the 2006 war with Israel.

Had Ezzedine’s $500 million venture (the lowest estimate) been registered with the central bank, red flags would have almost certainly gone up sooner. The central bank has been guarding investors since 1989 and helped them weather such disasters as the Al Madina and BLC scandals.

The scandal is also an example of how Hezbollah’s one party system limits its supporters’ potential. Despite Hezbollah’s claim to having a majority of the population behind them, the community that Hezbollah claims to protect owns not one of Lebanon’s top 10 banks or manufacturing plants.

But we do know that Hezbollah’s grassroots support base has hundreds of millions, if not billions, to invest with people like Salah Ezzedine. We know the people of South Lebanon and the Bekaa have traveled to all corners of the world to become successful businessmen and entrepreneurs and industrialists.

This community should take its rightful place in the institutions of Lebanon’s banks, industries and business community. Bringing the protection of the rule of law into areas that Hezbollah treats as its sovereign territory would benefit the community and reunite them with the broader Lebanese nation; this in turn would go a long way toward building a strong and solid republic.

Meanwhile, in the fields of the Bekaa valley, 95 percent of this year’s best hashish crop was cut and burnt by the Lebanese state. Perhaps if the government were to embrace and regulate this crop instead of demonizing it, Lebanon’s farmers would be much better off. The regulated sale of the crop to countries where it’s legalized, not to mention decriminalizing its use in Lebanon, could improve the country’s balance of trade.

For now, hashish can only help to forgive and forget.

October 2, 2009 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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