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GCC

Q&A: Louis Hakim

by Soraya Darghous April 3, 2009
written by Soraya Darghous

Louis Hakim joined Philips in 1998 and is currently the chairman of Philips Middle East and vice president of Royal Philips Electronics. Executive recently sat down with him for a candid chat about environmental issues facing the United Arab Emirates today. Philips has worked with private and public institutions across the globe to help them go green and in 2010 launched its ‘livable cities’ campaign.

E  A recent report revealed that the United Arab Emirates has the largest environmental footprint in the world. How can the country be more environmentally conscious?

The UAE is taking positive steps to reduce its carbon footprint; you see it in several of their activities. The metro is one of them — initially the metro began as a project to address the congestion in Dubai. Now 120,000 passengers per day take the metro.

Each emirate is looking at ways to address the issue of power consumption. This can work well in their favor, but there are definitely more low hanging fruits that could be addressed by the authorities. For example, legislation — there is no clear legislation that forces people to use any standardized energy efficient approach in construction. Secondly, there are no incentives to make people opt for greener solutions. Day to day, water boilers — my favorite topic — consume the most energy at home. We live in a country where we have 365 days of sun! If you change them to solar water boilers, you automatically save a lot of energy. But now if you ask people to go and do it, it’s a major investment for an average person.

Lebanon took a bold step a few weeks ago, granting people zero interest loans over a period of five years if they change their water boilers.

For buildings to go green, the incentive could be a deduction or percentage discount on their power bills. What we’ve been doing so far is penalizing people for consuming more — but what did we do to push them to save more? I think there needs to be a change of mindset.

I know that Abu Dhabi is investing a serious amount in reducing their carbon footprint. They’re testing converting street lighting to LED lighting. They have several smart initiatives on the table. Masdar is another major project in that respect. We need to be fair: while the consumption is high, there is a lot that is happening in the background as well. Remember, during the growth period, you could not avoid such a high carbon footprint because it was a construction site 24 hours a day.

We have pollution as well. We have too many cars on the roads and there is also the issue of the flight frequency out of the UAE. Water consumption is also very high. It’s really the same topics as most countries.

E  Is there a lack of awareness here about environmental issues?

Two years ago I would have said ‘yes’, but today I don’t think it’s the case. The people are aware, but no one knows how to go about [solving the problem]. Have we introduced smart meters in the country? No we have not. Have we pushed people or encouraged people to go into energy efficient lighting? No we did not. We really need major plans or initiatives in those respects.

E  What about using private-public partnerships (PPPs) to provide incentives for going green?

You need a regulatory framework that does not exist in the Arab world — except in Jordan and Saudi — to do PPP projects. The benefit of PPPs is that they take pressure off the government and allow the private sector to contribute, be it financially or be it through the expertise and the solutions they have. PPPs also create jobs immediately. At the same time, it benefits the environment so it’s sort of a triple win for everybody. But still it doesn’t seem to be on anybody’s agenda. This still keeps us puzzled although we advocate and keep on preaching PPP everywhere we go.

E  What does Philips do, internally, to show its commitment to the environment? How are you socially responsible from within?

Most recently we told our employees to bring in all their light bulbs and we gave them energy efficient home light bulbs for free. We recycled their old bulbs immediately. An energy efficient lamp consumes one-fifth of an incandescent lamp. A 100-watt incandescent lamp generates around 90 percent heat and 10 percent light. These are energy burners and heat generators. Go to any hotel lobby or office today, you see these spotlights. This technology is pre-1970. It’s a shame that we still use it. It should be banned. The heat that is generated by these lamps makes your air conditioning work 30 percent more!

Several months back we decided to no longer use regular paper, and now only use recycled paper. We did the cost analysis and the difference was minimal, so we moved ahead. We’ve been looking at the numbers, and I think we’ve managed to save something like 20 kilograms of CO2 (carbon dioxide) emissions and 200 trees during that period. We are changing our offices all around the world to green lighting — you won’t see any Philips offices that are not 100 percent compliant.

There is an ongoing engagement campaign to keep people aware. The most recent was the lamps. We’re talking about 80 percent savings on energy bills in a domestic environment.

E  What are your green advocacy plans for the UAE?

What we’re trying to push for as much as possible is making organizations aware of the benefits of energy efficiency and again, the triple win benefit of PPPs. Personally I’m a true believer that without any PPP structure, neither the government can do it alone, nor the private sector can do it alone and the people definitely won’t. So the two of us have to sit together and try to find solutions.

A good example — the Intercontinental Hotel in Festival City. A year ago we engaged in a discussion with the Dubai Tourism Board. They decided that by 2012, hotels need to be at least 20 percent more energy efficient. One of the first projects we worked on was that hotel. They had conventional lighting inside the hotel — 35,000 light points, that’s a huge number. We changed, in less than six months, all the indoor and outdoor lighting of the hotel. They saved around 40 to 50 percent in energy consumption. Today, they not only benefit from the savings but also from the improved image of being a good corporate citizen themselves.

E  What advice do you have for companies in the UAE that are trying to ‘go green’?

Any organization that doesn’t have any cash flow issues should not think twice about going green because they benefit immediately. Who does not want to save? The only thing they need to do is realize that they could save beyond their expectations.

E  You mentioned that at the time of its economic surge, the UAE’s footprint could not have been any less than it was. Why do you think developers were not using green materials a few years ago?

To be honest with you… going green has been on the table for about 20 years. Everybody knew about it and that we needed to do something about the environment. The momentum did not pick up until the last 18 months; it coincided with the crisis.

Now is the time, under the current circumstances to say ‘from now on this is how we’re going to address construction’ — it needs to be green, energy efficient and follow certain protocols. If you don’t follow certain protocols and we get a third party to come and certify that you didn’t, then you don’t get your license, for example.

Another problem is the people who build the buildings are not the people who live in them. If I were an owner, I would look at the marketing benefit and the premium that I could rent or sell a building if it’s totally green.

Being green can happen in stages. Pre-construction, you need proper insulation – glass or wall insulation. You need to use screens. Lighting is another big thing. Also, solar water heaters. Make sure that your windows are airtight. The construction needs to be very high quality.

April 3, 2009 0 comments
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Big swing with a small ball

by Norbert Schiller April 3, 2009
written by Norbert Schiller

It is amazing how the oil-rich countries of the Persian Gulf have this ability to zoom in on the most insignificant detail about their country and transform it into something of historical significance.

Take Qatar for example. In the mid-1990s I was invited by the government to attend the first tourism festival in the country. I accepted the all expense paid junket almost as a joke to find out what Qatar had to offer as a tourism destination. My early recollection of Qatar in the 1980s was wide empty spaces and open roads punctuated with a few modern buildings, including the only five-star hotel in the country. Upon arriving at the airport, I was whisked away from the other passengers then taken into a small VIP hall and treated with all the usual amenities given to visiting dignitaries. The next morning, when I went down to join the other guests at breakfast, I was pleasantly surprised to find about half a dozen gorgeous women seated at the table marked “tourism festival guests.” I parked myself next to a tall stunning blond and proceeded to make conversation only to be told that she did not speak English. I then attempted the same with a brunette on the other side and got pretty much the same response. Feeling a bit embarrassed by my frugal attempts at making small talk, I turned my attention to something more pressing and proceeded to devour my breakfast. As I was about to take my first bite, a woman seated across from me asked, half jokingly, if I was there to “attend the festival or here to meet the Polish models flown in for the fashion show.” I later found out that this woman was one of the event organizers.

After breakfast, our group of around a dozen guests, which included tour operators, travel journalists, and of course the models, was taken to a small conference room and given a briefing about our first destination, al Zubara fort on the northern tip of the Qatari peninsula. After hearing in great detail about the history of the fort, its significance and the government’s grandiose plans to turn it into a first class tourist destination, I expected to find something right out of Walt Disney’s animated film Aladdin. After an hour of traveling over barren landscape, we arrived at the fortress. At first glance I was a bit taken aback as it was nothing like the Acraba that I had envisioned during the presentation. In fact, if this fort were to be located in any other country, for example Egypt, Jordan or Syria, it would hardly be noticeable among all the other forts, castles and historic sites of antiquity. In short, the Qataris were devoting a great deal of energy to build up what little they had and to earn historic credibility in the Gulf region.

More recently, while covering the Dubai Tennis Championships in February, I received a packet which is given out to visiting journalists as a welcome gesture. The packet included a book entitled, Fly Buy Dubai, The Remarkable 25 Year Journey of Dubai Duty Free. Understandably, Dubai Duty Free is interested in promoting its achievements over the last quarter century. As a sponsor of a number of prestigious events, including the annual tennis tournament, it was only natural that the company wanted to showcase its accomplishments.

I can see publishing a pamphlet or even a small book for the occasion, but I was shocked upon seeing the 500 plus page book. Out of curiosity, I actually began reading the book to see how one could write so much about a duty free shop. Interestingly, the book begins by looking at the origins of the duty free experience at Ireland’s Shannon Airport in 1947 and examining how the concept spread from there to the rest of the globe.

It’s funny though how the book reaches to include Dubai from the very beginning. It attempts to draw a parallel between the father of the duty free concept, Irish entrepreneur Brendan O’Regan, and Sheikh Hasher bin Maktoum Al Maktoum, the great-grandfather of Dubai’s present ruler Sheikh Mohamed bin Rashid Al Maktoum. Sheikh Hasher is credited with establishing Dubai as a tax-free haven at the end of the 19th century to attract businesses to the then obscure emirate. As impressive as the move was at the time, it can hardly be compared to the duty free revolution that Brendan O’Regan embarked on.
The historical section of the book is quite informative. The most interesting tidbit was how the name Irish Coffee was coined in the 1940s by the head chef at the Shannon airport restaurant, Joseph Sheridon. On a very cold night, he decided to add a drop of whiskey to a pot of coffee he made for a group of transiting Americans. When one of the passengers asked, “is this Brazilian coffee?” Sheridon replied, “No, Irish Coffee!” The rest of the book goes into every detail about the company and draws on many anecdotes from Colm McLoughlin, the Dubai Duty Free managing director and one of the original consultants sent from Ireland to set up the duty free in 1983. The book has its interesting moments but, by all accounts, it is way too long.

In short, Qatar’s tourism festival, the hype surrounding its al Zubara fort and the 500-page book commemorating the 25-year anniversary of Dubai Duty Free, are examples of how big money is spent in this part of the world to procure a place in history. Then there is the other side of the coin, countries with considerable history but with no money to preserve it.

Norbert schiller is a Dubai-based photo-journalist and writer

April 3, 2009 0 comments
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GCC

Private equity – The party is over

by Executive Staff April 3, 2009
written by Executive Staff

If there is one thing everyone in the regional private equity (PE) game agrees on, it’s that the party is officially over, albeit after a long and fruitful period of money making. Despite the economic downturn and the immaturity of PE in the region, regional PE firms managed to raise a total of more than $6.4 billion in 2008, according to research conducted by Zawya Private Equity Monitor (ZPEM) and the Gulf Venture Capital Association (GVCA). When one considers that in 2005 PE firms raised a total of $2.9 billion, the compound annual growth rate (CAGR) in the region over the past three years had registered at 30 percent, according to the GVCA. Ergo it’s no surprise that, until around October of 2008, the region was being heralded by many in the global PE industry as the next global PE hub.

The financial bulldozer

Inevitably, the financial disaster that emanated from Wall Street has dampened the promise of PE in the region, at least for the time being. The Middle East is still reeling from the effects of the crisis and even the most reliable analysts and commentators are reluctant to give an answer as to when the region will see the bottom of this downturn. The funding frenzy that has typified the regional PE market over the past few years has come to a grinding halt and those seeking to raise funds in the region face a challenging task.

“Fundraising in 2009 will be a small fraction of what was raised in 2008,” says Hisham El Khazindar, managing director and co-founder of Citadel Capital. “If we see $1 billion raised in 2009 it would be fantastic,” he adds. That sentiment is echoed across the industry, whether it comes to the funds themselves or the disposition of limited partners (LPs).

“All the PE shops that I know who were scheduled to do fund raises in the first half of this year have postponed them because the appetite just isn’t there,” says Yahya Jalil, senior executive officer and head of private equity at The National Investor in Dubai.

That said, comparatively speaking PE firms are still in a better position than many other financial institutions in the region. For one, PE firms in the region were not heavily involved in the kind of investments that got the world into its financial mess to begin with and by nature they are committed to longer spreads and lockups whose longevity may well ride out the current financial conundrum.

“The typical PE investment cycle is around four years, which means that investments made now will not ‘mature’ until 2013,” says James Tanner, head of placement and relationship management at Investcorp. “By that time, it is expected that the current downturn will have passed and we expect the region to have returned to its long-term growth trajectory.”

Lenders licking wounds

Many of the traditional financing and exit avenues for PE firms have become unattractive as banks look inward — as well as to their governments — to repair their balance sheets. Furthermore, the immaturity of PE and leveraged buy-outs (LBOs) in the region largely shielded the industry from the effects of widespread and complex leveraging prevalent in many developed PE markets.
“LBOs only covered around 25 percent of the [regional] PE market,” says Imad Ghandour, executive director of Gulf Capital.

Tamer Bazzari, deputy CEO of Rasmala, adds that “immaturity did result in limited exposure to LBOs in the Middle East market compared to the West. This immaturity was not because of the immaturity of the PE firms, which are capable of structuring these deals, but to the inability of the banks to support such transactions in the region.”

Perhaps the most important and advantageous aspect of the regional PE market, however, is the fact that PE firms in the region are still sitting on vast amounts of “dry powder” — capital called or committed that is yet to be deployed. This has placed regional PE firms in a position where they will have first dibs on opportunities once there is some kind of consensus on when the bottom has truly been reached.

“You don’t get any accolades for picking the bottom and the risk of thinking you are at the bottom when you are not is quite substantial,” says Jurgen Heppe, managing director of direct investment at Istithmar World. “I think it’s what’s holding people back, because there is a lot more comfort in investing into an uptrend then trying to pick the bottom.”

All things considered, the near term state of the regional PE industry will be one of reticence and reflection. PE firms have had a good run of luck — now they are being called upon by their LPs and the companies they invest in to show their worth by preserving the value of their portfolios in the face of an economic whirlwind the likes of which this region has never seen. The hunting season is on, except now the guns are pointed in the other direction.

April 3, 2009 0 comments
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Editorial

A bane unto ourselves

by Yasser Akkaoui April 3, 2009
written by Yasser Akkaoui

Why is it that we Lebanese fall into the same trap every time our instincts take control?

Since 2005 and the outrageous assassination of former Prime Minister Rafiq Hariri, we have seen Lebanon’s hard won equity eroded by political killings, instability, full- scale war, economic decline and civil unrest. During this period, Lebanon has lost a dozen brave reformers and national servants as well as — and here is where the really shocking figures kick in — 1,400 civilians lost to a war in 2006 that also saw the displacement of nearly one million people and the economy ripped to shreds. Today, we are still picking up the suffering, especially when one considers the subsequent deaths from unexploded cluster bombs that continue to litter South Lebanon.

And for what? All we do is pander to the same leaders whose performance, if judged in the boardroom rather than the street, would be dismissed quicker than you can say Lehman Brothers.

You see, it’s the same old story: Lebanon fights and suffers at everyone else’s expense. Now we witness presidents Barack Obama and Bashar Al Assad, not to mention the royal family of the Kingdom of Saudi Arabia, burying the hatchet. It is only at moments like this that we realize we have been taken for a very long and expensive ride. We negotiate for others but not for ourselves.

But that’s only half the joke. There are elections slated for June in Lebanon. With the decreased level of political tension in recent weeks and all the kiss-and- make-up that we witnessed in the news, one can only wonder how campaigns will look in the absence of all the hatred we are accustomed to. There will be no hatred campaigns, there will be no slogans, as our politicians know only one thing — how to segregate.

With our politicians clueless in economics, we will be back to square one with another set of dumb strategies that will take us nowhere.

In the meantime, in the rest of the region, Dubai, Iran and Iraq — yes even Iraq — are all getting their acts together. Dubai in particular, despite all the rumors of bankruptcy and recession, is still showing signs of life. New companies are not shying away. Why? Because the private sector has the experience and the nerve to look long term and to have confidence in the role of the state.

The rest of the world — our so-called allies, be they Iran, Syria, Saudi Arabia and even America — know that at the end of the day regional maneuvering should not affect national growth and internal development.

Only Lebanon believes that it can still take international posturing and bluster at face value and attach it to a national agenda.

April 3, 2009 0 comments
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GCC

Private equity – Fat times thin quick

by Executive Staff April 3, 2009
written by Executive Staff

Unlike buying a few shares in a public company, private equity (PE) investment is a commitment that cannot be taken lightly. That is perhaps why most experts believe some two-thirds of institutional PE investors are on the sidelines waiting for better days. Who can blame them? Just like any other asset class in the region, PE is still licking its wounds after the beating that it took from the public markets, not to mention the de-leveraging costs that PE firms and portfolio companies across the region continue to shoulder as they brace themselves for a dismal year to come. Accordingly, it’s little wonder that most institutional investors who are willing to deploy money would rather consider more liquid investment options than further investment in PE, even at current market valuations.

“The nature of the private equity funds, reputed for their long term investment horizon, is not an attractive attribute for today’s investors who value liquidity,” says Rami Bazzi, senior executive officer at Injazat Capital.

The ensuing atmosphere in the region has become one of understanding between firms and limited partners (LPs) about capital commitments that were expected to be called over the past six months or in the foreseeable future.

“We told our LPs in November [2008] ‘be comfortable and relax… we are not going to be making any capital calls before we talk to you first because we don’t want to put you in an embarrassing situation of making a capital call that you can’t meet,’” says Ammar Al Khudairy, managing director & CEO of Amwal Al Khaleej Investment Co. Ironically, much of the stress on PE firms to make capital calls and on LPs to meet them has been lifted due to the systemic effects of the economic downturn.

“LPs would have defaulted initially [had capital been called], but deal making has reduced considerably considering the situation with LPs. At the same time, PE funds would not want to be at risk of signing a deal for which the funding may not come through thus jeopardizing the entire fund itself,” says Tamer Bazzari, deputy CEO of Rasmala.

To call or not to call

Nonetheless, it has already been around six months since this ‘period of understanding’ began. Since then, most PE firms have managed to hold off on making capital calls, but others have had no choice but to make that untimely call.

“At least one group has told us in January that they had frozen investment and made a capital call and only came up with 90 percent of the call. With regards to the other 10 percent, the investor just said ‘we can’t do it,’” says Benjamin Newland, partner at King and Spalding, a multinational law firm that consults in the regional PE market. The phenomenon of defaulting is indicative of a wider problem in the PE sector.

“There is going to be a ‘point of pain’ going forward for the PE industry, which is LPs being unable to fulfill their capital call obligations because of their own liquidity issues,” says Yahya Jalil, senior executive officer and head of private equity at The National Investor.

Robert Hall, head of transaction services Middle East & South Asia at KPMG, adds that “some LPs will continue to provide cash and there will be others who will refuse to make further capital calls and legal action will be taken against those.”

Having to deal with the liquidity issues of LPs is undoubtedly going to be a battle that will be waged until the end of this downturn. Nevertheless, PE firms will have to make nice with LPs whether they like it or not because, at the end of the day, firms will have to coax them into investing in an intrinsically illiquid sector at a time when cash is king.

“In an asset allocation waterfall where fixed income instruments receive most of the money… PE happens to be at the end of the asset allocation priority. Very clearly, not many LPs want to take additional risk in order to generate additional returns, when normal levels of return… are at risk,” says Bazzari. “Investors are seeking liquid investments to enable them to re-allocate when needed, a luxury private equity investments do not normally provide,” he continues.

Even institutional investors that have already committed to the PE sector will by default commit less money to the sector. “If a family conglomerate or a large institution has a target allocation for PE which is eight to 10 percent, and the value of their public portfolio shrinks, that eight to 10 percent will also shrink into a smaller base for PE with much fewer dollars [sic],” says Jalil.

In reality the current gap between the interests of general partners (GPs) and LPs was a long time in the making and despite the fact that there will be much friction in the next cycle, this is not necessarily a bad thing. PE in the region has to some extent been a victim of its own success, especially in the last three years. According to research conducted by Zawya Private Equity Monitor (ZPEM) and the Gulf Venture Capital Association (GVCA) of the total investments made in the PE sector over the last decade, approximately 86 percent were made in the last three years (2006 to 2008), with approximately 39 percent and 27 percent made in 2007 and 2008, respectively. While 27 percent in 2008 is still an admirable figure in terms of growth, it is symptomatic of a downward trend that is now manifesting itself in the industry.

Private equity activity in the MENA region has declined in 2008, both in total size and in number — 31 percent and 22 percent, respectively — according to ZPEM and the GVCA. Growing at such break-neck speeds — a CAGR of 48 percent in the past three years — has resulted in GPs charging almost exorbitant management fees and carrying commissions, while LPs were fishing for multiples that were out of sync with what the market could sustain in the medium to long term.

But as investment appetite has all but dried up, GPs are realizing that they can no longer afford to maintain a predominately opportunistic attitude towards their investors.

“Investors and LPs will be looking for a greater level of alignment of interests which will come in several respects. LPs will require GPs to have more ‘skill in the game’ and more of their own money alongside that of LPs, not just to be asset managers but also to have principle investments,” says Hisham El-Khazindar, managing director and co-founder of Citadel Capital. “There is going to be some pressure on management fees, particularly for the larger funds, as investors ask for the management fees to come down and harder return on investment (ROI) hurdles before PE firms are allowed to carry.”

As far as carries are concerned, the more intertwined the interests of funds and investors become, the less this becomes an issue.

“I don’t think anyone will be negotiating carries now because everyone realizes that there is a full alignment of interests,” says Al Khudairy. In the second quater of 2009 the PE industry will have to reconcile with the idea that unless mutual interests converge, many GPs could find themselves looking for a new profession.

April 3, 2009 0 comments
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Executive Insights

Should investors enter the dragon or greet the elephant?

by Rehan Syed April 3, 2009
written by Rehan Syed

As global investors we face a dilemma — whether to make the next round of investment in the once solid developed markets or always fragile but promising emerging markets. Conventional wisdom argues that developed nations historically lead the emerging world out of recessions. Is this time any different? While a return to economic stability in the developed world is a prerequisite, the burden of driving growth will fall more than ever on the shoulders of the big new emerging markets of the ‘dragon’ China and the ‘elephant’ India. In the next few years, China will likely overtake Japan to become the world’s second largest economy.

A rare and unpredictable year for China

While ‘tiger’ often suffixes China, and ox metaphors are du jour, our edgier ‘dragon’ underscores the unpredictability of 2009’s economic outcome, pivoting around a heroic fiscal stimulus plan and China’s large collateral impact on other emerging markets. A feared Chinese hard landing, defined as sub five percent real GDP growth, will no doubt have a ripple effect, since over half of Chinese trade is with other emerging markets. Another reason to be edgy on China this year is potential social unrest since 20 million migrant workers are estimated to have lost jobs in the current crisis, often returning to villages where their land has been repossessed for development. Also, China faces a rare triple anniversary of controversies, notably the 10th anniversary of Falun Gong’s banning, the 20th of the Tiananmen uprising and the 50th of the Tibetan uprising, including the Dalai Lama’s escape to India. While less melodramatic, this year will also be eventful for India given its much-anticipated mid-year national election.

Weak outlooks?

In 2009 we expect China and India will grow about 5.5 percent and five percent, respectively, which is more pessimistic than the current consensus view of 7.7 percent and six percent. This is still well ahead of world GDP, which is likely to shrink one percent in 2009, thus partially offsetting the US and EU drag of about -2.5 percent in 2009, before rebounding to 2.5 percent in 2010. The stated government growth targets for 2009 are lofty at eight percent for China and seven percent for India, both unrealistic and with more downside risk for India.
In the past year, the equity markets of both have crashed and are now at historical valuation lows. While global stocks, as measured by the MSCI World index, were down a stiff 42 percent in 2008, India swooned 52 percent, China A-Shares crashed 65 percent and China H-shares were off a relatively better 51 percent. Year to date, China A- shares are up strongly but H-shares are about flat and India is down seven percent. Both Indian and Chinese H- Share markets trade at almost trough valuations with price- earnings ratios below 10 times.

From these depressed valuation levels, which of the two will fare better in the recession and eventual recovery, China or India? Beyond the obvious disparity of centralized vs. federalized governance structure, there are critical differences between the two — in terms of domestic consumer spending, exposure to the overstretched US consumer, foreign exchange reserves, trade balance, fiscal deficit and, most importantly, the degree of stimulus spending. The interplay of these is important but difficult to forecast and complexity is compounded by the lack of transparency, especially in oft-murky Chinese statistics.

Recent data is dreadful, but more so for China

After an exceptional run of nine to 10 percent real GDP growth for the past quarter century, which peaked at 13 percent growth in 2007, Chinese growth is sputtering. The major reasons for this are exhaustion of the export driven growth model compounded by a credit crunch, which squeezed trade finance, tail-off in capital investment, inventory destocking and a continuation of the real estate slump. Other metrics that confirm this steep fall in economic activity include electricity consumption, a reliable proxy for industrial production, which was -4 percent in recent months versus 12 to 15 percent growth in recent years, far worse than in the prior downturns of 1998 and 2001. This decline is partly due to inventory destocking, but could have been worse had it not been for improved inventory management, which has resulted in inventory stock of 35 to 40 percent of GDP versus well above 50 percent in prior downturns. Finally, export growth, which was running at 20 percent or more in recent years, is down about 25 percent this year and would have been worse had China not diversified away from the US, which was over 30 percent of exports a year ago and is now below 20 percent.

On the other hand, India has also slowed from a peak of 9.5 percent real GDP growth in 2007 to 5.5 percent, with exports down 15 percent in recent months. However, it is less pressured than China because of its less cyclical economic structure, with much heavier services mix and less export dependence on the US and EU. India’s exports are less cyclical, since services are about 35 percent of exports and least-cyclical IT services are 40 to 45 percent of service exports. Finally, Indian exports, which have tripled in the past five years, are now more competitive due to a sharp 25 percent recent fall in the currency relative to both US dollars and China’s yen. While China might be tempted to dangerously devalue as they did in 1994, they will be held back by political pressure from its vital trade partner, the US. In fact, we are likely to see continued appreciation if growth rebounds, albeit at a reduced pace versus the past three years.

Stimulus is far greater in China and could rise

China has launched a more aggressive stimulus policy than India and most other emerging markets. While it has grandiosely announced plans to spend $586 billion over two years, which equates to seven percent of GDP per year, some analysts have tarred it as an inflated plan that includes a rehash of previously committed spending. Even if the real spend is only half that figure, it still exceeds India’s paltry one percent of GDP. The equity markets have already priced in these announcements but we expect there could be more stimulus to come from China since the current announcements result in a deficit of ‘only’ 2.6 percent in 2009, lower than India’s — and America’s — elephantine annual fiscal deficit of about 10 percent. If GDP growth disappoints, we expect additional stimulus deficit spending in China, exceeding the governments’ current goal of limiting it to three percent of GDP. Given India’s already-high deficit, it has very limited room for additional stimulus, hence the higher downside risk.

Key structural differences will endure

As the table [on the previous page] shows, there are vast differences between the two countries’ economic attributes, which hint at continued growth opportunities well past the current turmoil. China is poor with GDP per capita of about $3,300 and about one third of its 1.4 billion population living on less than $2 per day, while India is worse off with GDP per capita of about $1,000 and over two thirds of its 1.2 billion people get by on a $2 daily budget. India’s population density is substantially higher and getting worse with an annual growth of 1.2 percent per year, double China’s 0.6 percent per year. Over the next couple of decades, this will result in a gray China and a youthful India, a demographic dividend that will translate into productivity only if India improves its lagging primary education system, especially in the rural areas where the bulk of the population resides. Finally, India is less cyclical because its GDP is about two-thirds domestic consumer spending driven, versus only about a third for China. China’s core challenge in the near future is to shift the economy from being manufacturing and export driven to being more like India, with higher services and domestic consumption.

Average into China now, await lower Indian entry point

Waiting for a turn in macroeconomic data is too late since equity markets will attempt to lead by about six months. In China, while news flow might worsen in the next month or two, some early indicators point to the fiscal stimulus working, such as bank loan growth, which is up strongly recently. While one statistic does not make a trend, oversold markets could result in large upside moves. We favor the H-share route given they trade at a wide discount to A-shares and have better transparency in these murky times. Since bottom picking seldom works, we advocate averaging in over the next six months, accumulating on dips and accelerating if the HSCEI index retests October lows of 5,000, especially if you have at least a five-year horizon to mitigate market risk. If you think that is an awfully long horizon, keep in mind that once-emerging Japan equities still trade 75 percent below their 1989 peak. Also, diversify and allocate your portfolio wisely, since Chinese equities are only about seven percent global stock market capitalization and India’s even less at two percent.

With India, saunter slowly like the elephant, and start to build positions in the mid-to-late second quarter around the national elections, which will likely have major impact on investor sentiment. During the last major election of 2004, an unfavorable outcome resulted in a 20 percent market drop within two months and we would buy into any similar dislocation. Since fiscal pump priming is limited by the deficit-laden nature of the budget and the high 72 percent debt to GDP ratio, a favorable election outcome will be defined as a stable reformist government given the fractious political landscape. Such stability is key to macroeconomic reform, especially financial services reform and privatization of inefficient national assets, which are critical to unlock economic potential.
Borrowing from a former president of the US — the country where this recession began — the Chinese use two brush strokes to write the word ‘crisis’: one brush stroke stands for danger, the other for opportunity. In this crisis, be aware of the danger, but recognize the opportunity, as a lot of negative news is being priced into the markets.

Rehan Syed is the head of portfolio management at the ABN AMRO Private Bank in Dubai. The opinions expressed here are personal and not necessarily those of his employer

April 3, 2009 0 comments
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Finance

UAE – Dubai bails

by Executive Staff April 3, 2009
written by Executive Staff

Earlier this year when Abu Dhabi capitalized five of its own banks, panic spread throughout the Dubai banking sector. Waiting with baited breath, bankers in the ailing emirate anticipated action by the federal or local government to rescue Dubai’s banking sector. Finally, at the end of February, the Dubai government issued a $20 billion long-term bond program, selling the first half of the bond to the UAE Central Bank (CBUAE). Central Bank Governor Sultan Nasser Bin Al Suwaidi said he hopes to bridge the banking sector’s reported $30 billion gap between bank deposits and loans and beef-up the advances- to-deposit ratio in collaboration with the Ministry of Finance. While many referred to this bond program as a ‘bailout,’ the government labeled the move a ‘stimulus plan’ for the banking sector and economy as a whole. More important, however, is the message the Dubai sovereign sent out via this latest initiative: Dubai is just as capable as its sibling emirates. Economy minister Sultan Bin Saeed Al Mansouri said he believes that the government’s latest measures should be adequate to hold up the UAE economy for the next nine months.

Road to recovery
Since the global financial turmoil began ravaging the UAE economy in the fourth quarter of 2008, many steps have been taken to ease market pressures and boost liquidity, beginning with the central bank’s $32.67 billion emergency funding facilities, followed by Abu Dhabi’s capital injection of $4.4 billion into five of its banks and now with the latest Dubai sovereign’s $20 billion bond issuance. Raj Madha, director of equity research at EFG- Hermes in Dubai, says after the Abu Dhabi bank capitalizations, “the Dubai banks were a little left out in the cold. This [bond issuance] goes some way to addressing that imbalance.”
Moody’s Middle East analyst John Tofarides reiterates the program’s benefits stating: “the banks indirectly benefit from this bond issue as federal support helps to recoup confidence in the system.” The bond issuance “alleviates potential pressures to Dubai banks for taking up loans that cannot be internationally financed as a result of dried market funding conditions,” he adds.
Robert Thursfield, director in the financial institutions group at Fitch Ratings UAE, notes it is “unclear how much, if any, of the [bond] will be used to support the banks. If some is allocated to the banking sector, then a recapitalization as per the one in Abu Dhabi could occur.” While the picture is still murky as to what the direct implications will be on Dubai banks, these days any action is good action.
Last month, Al Suwaidi emphasized the need for banks and other financial institutions to pay off their outstanding international debts, “with 100 percent reliance on local funding… At the moment, the UAE banking system is localizing liabilities of banks; that is, getting rid of foreign inter-bank deposits. Also, it is repaying syndicated loans, medium-term notes and European commercial paper to reduce risk of non-renewal of such liabilities at the wrong time.”
Inter-bank rates have been slashed across the GCC, with Madha noting that “lower inter-bank rates give headroom for profitability pricing risk.” EFG-Hermes data suggests, continues Madha, that three-month inter-bank rates “fell to a low of 1.88 percent. I think the greater issue is the perceived levels of risk — and these are still high — given pressure on labor markets, tourism, financial services and construction.”
To aid the recovery, the central bank also plans to cut interest rates by the second quarter of this year. Al Suwaidi mentioned that the CBUAE intended to ostracize the country’s banking sector from the global arena in order to protect the system against any ensuing international crises, but he insisted this would not include any rumored actions related to de-pegging the dirham from the US dollar.
Despite the latest moves by the federal and local sovereign entities, renowned ratings agency Standard & Poor’s recently announced plans to review numerous institutions for downgrade across Dubai, including four Dubai-based banks. The rationale behind the downgrade is due to the continued deterioration in the Dubai real estate market and its serious effects on local banks, as well as the overall weakening economy. The banks nominated for ratings review are Mashreqbank, Dubai Islamic Bank, as well as Emirates Bank International and National Bank of Dubai — now collectively known as Emirates NBD — due to residual debt prior to their merger.
Experts and business leaders alike find the new bond program a positive development for Dubai banks. Moreover it is “a step towards avoiding any unpleasant surprises,” says Tofarides. Thursfield trusts that this year “will be very challenging for the banks” and is confident that “the challenges will persist into 2010.” With tightened liquidity, delinquencies on loan portfolios, systemic risks, depleting deposits and much more, banks in the UAE undoubtedly have a grueling year ahead of them.

April 3, 2009 0 comments
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Executive Insights

The future is online

by Gabriel Chahine & Jayant Bhargava April 3, 2009
written by Gabriel Chahine & Jayant Bhargava

Reading newspapers, watching television and listening to the radio may no longer be preferred options for consuming media. Mobile handsets and computers are gaining importance as means to access mass media, especially with younger audiences. Media usage has fragmented and many more advertising platforms now exist. New media will gather a 19 percent share of global advertising by 2011. These platforms enable a greater precision in targeting and accountability, while allowing for interactivity and innovation. During the current economic climate, new media has a clear advantage.

This has profound implications for traditional media players. Their distribution channels are controlled by a new breed of competitors. The Internet gorillas dominate online traffic, whereas telecommunication companies control the touch-points with mobile media consumers. New formats, such as paid search, dominated by Internet players are eating into their bread and butter. The new media game involves a dynamic, complex and interconnected ecosystem in which ad agencies, telecommunications, media, Internet and technology players depend on one another to thrive. But it is also a brutal competitive arena, rapidly distinguishing winners from losers.

In the MENA region, the game is just beginning. New media accounts for less than two percent of ad spend. Unlike developed countries, delivering content over mobile forms the primary new media revenue source. Low Internet penetration, availability of digital Arabic content and advertising capabilities remain key challenges. Consumers are displaying similar preferences as those in developed countries. Young people make up a relatively high percentage of the population. Overall, the regional new media market is fertile with leaders yet to be established.

Are the rules still the same?

As always, consumers define the rules. The consumer today has more control and choice. Consumption is no longer passive. Consumption is becoming a norm. So yes, the rules are changing. This is transforming the recipe for building a successful digital media brand. The challenge is not limited to real-time consumption of content. Editors need to engage in two-way communication allowing user participation. Building a digital community within the context of a brand is essential. Ability to leverage technology and develop partnerships is more important than ever.

The youth segment rarely uses traditional platforms. Hearst, recognizing this trend, transformed Elle Girl into an online-only brand. Other segments — such as leisure male, female socialites and professionals — are expected to follow suit, more so when today’s youth transition into these segments. For now it is crucial to leverage the loyalty of traditional assets to create equity on digital platforms, before users choose a different digital brand for the same content needs. Marketers are demanding new models of interactions with agencies. The traditional models lack the required speed-to-market and ability to create a dialogue with consumers. A recent cross-industry study in the US confirmed that advertisers believe closer and more collaborative partnerships with media companies will be important to their marketing initiatives.

Media companies have the opportunity to take on responsibilities that were once the exclusive preserve of ad agencies. Ninety-one percent of media companies surveyed already provide some kind of advertising service such as campaign development and branded content creation.

In the US, newspapers took 127 years to reach $20 billion in ad revenues; online media have garnered that amount in just 13 years. Regionally, advertising investment per user is two dollars, compared with $59 in the US or the global average of $27. Regional offerings are suboptimal and do not cover the wide spectrum of needs. Popular local sites lack qualities essential for advertisers. The successful traditional brands are not well represented on digital platforms. International players are not focusing on the region, yet they dominate the traffic, although not by intent or design. Today’s opportunities may well be taken and guarded by the time the market becomes lucrative. Fortunately, paid search is not expected to be the primary format. A targeted local offering has the potential to not only capture a prominent share but also to play a critical role in creating the market.

What strategies are media players adopting?

Take existing assets online — it is key to enable users to consume and participate with their favorite content at the time of their convenience and in the form they prefer.

Build new media brands — new media provides an efficient way to target segments not covered by traditional formats. It also enables companies to aggregate content from existing titles to provide a differentiated experience. For instance, Conde Nast created menstyle.com by combining GQ and Details magazines.

Build a digital content business — new media provides a unique platform to monetize the long tail. The large libraries, which do not find a place on TV grids or magazine pages, can be monetized easily.

Build a media portal — media players could integrate traffic-generating applications, like e-mail and marketplace, into their content propositions. To illustrate, the strategic merger of Time Warner with AOL accelerated the digital transformation of Time Warner. Today, AOL is syndicating content not only from Time Warner, but also from other media sources.

Who will win the ‘New Media’ game?

Each player has established a sweet spot along the digital value chain and is devising strategies to lead the game. Business models are constantly evolving and their sustainability is yet to be established. Relative values of traffic generation and aggregation, content and customer intelligence will be key in defining the leader. But one thing is certain, no player can win alone. Collaboration is king. The ability to forge the right partnership at the right terms and at the right time will define the winner.

Gabriel Chahine is partner and Jayant Bhargava senior associate at Booz & Company

April 3, 2009 0 comments
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GCC

The dollar’s exposure

by Executive Staff March 22, 2009
written by Executive Staff

“The dollar is our currency, but your problem,” quipped US Secretary of the Treasury, John Connolly, to his European counterparts in 1971. Today, nearly 40 years later, his words couldn’t ring truer. While the value of the US dollar weakened relative to the world’s other major currencies for most of the George W. Bush presidency, the slide became ever more precipitous in the first half of 2008. This helped spur inflation across the Middle East — where the value of many countries’ currencies are pegged to the greenback — as imports priced in euros, yens and anything other than dollars quickly became more expensive.

For states in the Gulf Cooperation Council (GCC), the equation was even more costly as the dipping dollar eroded the value of their trillions in accumulated dollar holdings. New revenues from oil receipts are also priced in dollars, and so even as the dollar price per barrel of oil reached record highs through the first half of 2008, the value of each dollar earned from oil was declining.

What was pushing the dollar down? The factors are numerous, complex and interrelated, but part of the answer is that America has been living well beyond its means and is thereby exposed to significant liabilities. Total US government debt surpassed $10 trillion in September 2008, helped along by the trillion dollar tax cuts early in Bush’s presidency and the hundreds of billions absorbed by military adventures in Iraq and Afghanistan. More generally, however, the American economy simply consumes more than it produces and has been doing so for a long time — in 2008 this imbalance amounted to $677 billion. The US has run an annual balance of payments deficit on current accounts of approximately six percent of GDP for most of the last decade, implying that for every $100 worth of goods and services produced, America consumes $106 worth. Where does the other six dollars come from? In essence, America has been borrowing money from the rest of the world.

If the Americans could have continued forever printing more dollars to send out into the world in exchange for the tangible products the rest of the world makes, they might not have had a problem. However, as total American debt lurched ever higher through the 2000s, moneylenders everywhere began to question America’s ability to pay this money back. These creeping doubts meant that US debt — effectively the dollars sent abroad — became less attractive to hold onto, thus contributing to the dollars declining value.

US dollar against major world currencies

Monthly average values

Welcome to the financial crisis

The grinding slow-down in the US economy through 2008 led the US Federal Reserve Bank to continually lower interest rates to try and encourage growth, with the January 2008 rate of 4.25 percent falling to 0.25 percent — effectively zero — by year’s end. Yet as the global financial crisis began to cascade and investors’ August of angst morphed into September’s sheer panic, capitalists grabbed their money and ran to where they always run when Armageddon seems nigh, the pocket of their champion, Uncle Sam.

“Despite the next to nothing yield offered by dollar denominated investments, a flight to safety into US dollars and government bonds has kept the US dollar from collapsing,” wrote Kathy Lien, director of currency research at FX360.com, in a December 2008 report. “The concern for safety was so high that investors were willing to take negative yields just to park their money with the US government.”

Thus, since August 2008 the dollar’s dive has U-turned — albeit, far from smoothly — riding demand for dollar-shelter and appreciating nearly 20 percent against the euro between July 2008 and February 2009. How can this be happening when there are so many good reasons to sell the dollar? The non-partisan Committee for a Responsible Budget estimated that the different bailouts and stimulus packages the US government has announced will total $2.6 trillion in new spending; Morgan Stanley predicts the 2009 US deficit at $1.5 trillion, or some 10 percent of GDP. While some of this new spending will be paid for through new borrowing, the rest of the money will be created, in essence, out of thin air.

“The Federal Reserve is basically printing money and using that money to flood the market with liquidity, eroding the value of the US dollar in the process,” noted Lien. “The central bank will not be worried about a weaker currency and will in fact welcome one because they know that a weaker currency is like an interest rate cut in many ways because it helps to support and stimulate the economy.”

Foreign exchange traders are a cynical lot. More than one has noticed the long-term benefits to America in driving the dollar down. Effectively, it allows the US to renege on a portion of its foreign debt, as US debt is denominated in dollars. If, for example, an American borrowed $100 worth of euros and used them to purchase goods in July 2007, they would have been able to buy 73 euros worth of stuff. If they repaid the $100 a year later in July 2008, after the US dollar had declined in value, it would only have bought 64 euros worth of stuff, meaning whoever lent America that money is getting short changed.     

As well, American workers need jobs and American politicians lose theirs when unemployment remains high. A high value for the dollar means that foreign imports into the US are continually displacing American producers, while a low dollar produces a surge in exports and creates jobs for middle class Americans, thereby preserving political careers.

“The G.C.C. states are locked into the dollar and the fate of the dollar is their fate as well”

The Chinese checker

While many countries worry about dollar devaluation, few have more to lose than China, by far America’s largest lender with a staggering $1.95 trillion in its foreign exchange reserves. The US has been able to run such a large balance of trade deficit for so long in large part because China has, essentially, been recycling its trade surplus — which was $262 billion in 2008 — back into buying US treasury bonds, supporting the dollar’s value, keeping US interest rates low and lending America back the money to buy more Chinese goods. Daniel Sternoff, director of emerging markets and energy research at Medley Global Advisors (MGA), explains that China’s trade surplus will shrink if China’s exports fall as the world economy weakens, or if China’s own $580 billion economic stimulus package to bolster domestic demand successfully props up its economy, keeping imports “at a relatively decent level.” These possible scenarios make it uncertain whether China will continue to have sufficient trade surpluses in 2009 to recycle back into the US treasury market to prop up the dollar.

“And that’s just a question of what’s the overall supply of dollars they have to be purchasing more,” says Sternoff. “Whether they will begin to sell their reserves outright is more of a political question, and we have received some indications that they are going to be spending at least $300 billion of their foreign exchange reserves.” 

A nightmare scenario for the US and the global economy at large would be if China began dumping its US reserves. This would flood currency markets with dollars, causing their value to drop, in turn evaporating the value of US dollar savings held by countries, companies and people the world over and writing off the US as the globe’s largest export market. Beijing has “serious worries over the potential for much greater dollar weakness and the erosion of the value of their holdings,” and has been looking for ways to try and diversify its reserve holdings, Sternoff points out. Yet he adds that the Chinese also “have a very strong vested interest in the stability of the global financial system and in the stability of the US economy… They’re not about to start currency wars with the US by shooting themselves in the foot by selling their bond holdings.” A second nightmare scenario is that the vast overhang of dollars in portfolios around the world has grown to a magnitude that may be beyond the control of any single group of players — and that when everyone is worrying about currency depreciation, it may only take a small event to spark a stampede for the exits.

GCC’s dollar marriage

The fabric of Gulf economies has been intertwined with the dollar since the 1970s arrangement with the Organization of Petroleum Exporting Countries (OPEC) to have oil sales priced exclusively in dollars. With five out of the six GCC currencies currently pegged to the dollar, Kevin Muehring, a financial journalist specializing in macro economics and monetary policy, remarks that, “for better or for worse, the GCC states are locked into the dollar and the fate of the dollar is their fate as well.” The Gulf’s banking systems are structured around the dollar, the banks, the government and the private sector all hold huge proportions of their assets in dollars and, most importantly, “oil is priced in dollars and therefore most of their revenues, before they are converted into their domestic currencies through government spending, are in dollars,” says Muehring.

However, one need only look to Iran to see that a dollar divorce is, although long and unpleasant, possible. In 2003, the world’s fourth largest oil producer began large-scale movement of its foreign-held assets out of dollars and as American financial sanctions continued to press on the exposed parts of the Persian purse, Tehran announced in April 2008 that it was no longer taking dollars in exchange for its oil.

“We agreed with all the buyers of Iran’s crude to trade oil in currencies other than the dollar,” said Hojjatollah Ghanimifard, international affairs director of the National Iranian Oil Company, to the Fars News Agency. “In Europe, Iran’s crude is being sold in euro, in Asia in euro and yen.”

Kuwait also caused ripples through the Gulf when it became the first GCC country to break ranks and de-peg from the dollar in May 2007, instead locking its dinar into an exchange rate mechanism based on a ‘currency basket’, including the dollar, the euro, the pound and the yen.

“The massive decline in the dollar’s exchange rate against main currencies… has contributed to the increase in local inflation rates and this step is part of the central bank’s efforts to curb inflationary pressure,” said Sheikh Salem Abdul-Aziz al-Sabah at the time.

Inflation due to dollar devaluation had other GCC states openly speculating through the first half of 2008 that they might also de-peg their currencies, “but now, this discussion is not happening,” remarks Sven Behrendt, associate scholar at the Carnegie Middle East Center in Beirut. In recent years Gulf states have funnelled much of their surplus oil revenues into sovereign wealth funds (SWFs) to reinvest, with the Council on Foreign Relations estimating the Gulf SWFs’ 2007 external portfolio at $1.3 trillion. However, the global financial storm has pummeled Gulf SWF holdings, with the Abu Dhabi Investment Authority alone estimated to have lost some $140 billion through 2008.

“They shifted a lot into equity, and with that came a higher risk exposure to their portfolios,” says Behrendt. “Now they’ve burned — quite substantially — their fingers in some of their investments.”

Given the lack of transparency with which the SWFs operate, accurate fiscal assessments are difficult, but what is clear, says Behrendt, is that they have been burned with heavy losses and are now among those sheltering their bundles of cash in US treasury bonds, in turn helping to keep the dollar high.

Should a viable alternative to the dollar reveal itself to investors, support for the dollar will collapse

Forever a dollar world?

Everybody uses US dollars because everybody else accepts them, but this was not always the case. Historically, the pound was the world’s general medium of exchange and the invoice currency of much of international trade. In the 1960s, however, major weaknesses in Britain’s economy forced London to de-value the domestic currency and the sterling lost its international shine, making way for the assent of global dollar hegemony. Today, with the US economy plummeting and the greenback baring an ever-growing debt, is the dollar’s reign near its end?

Muehring, the financial journalist, acknowledges the dollar will experience massive downward pressure in 2009, but “the offsetting pressures will be the lack of currency alternatives as the underlying economies of both the euro and the yen are in worse shape than the US.”

This was highlighted last month when German Finance Minister Peer Steinbrueck stated that a number of the 16 euro zone countries were “getting into trouble” and may need help — read ‘financial bailout’ — from the euro’s two biggest economies, Germany and France. Bloomberg reported European countries have committed more than $1.5 trillion to “save their banking systems from collapse,” and a number of countries are now staggering under the debt-load. The cost of insuring the debt of Ireland, Greece and Spain against default is at an all-time high. As well, Austria’s exposure to banks in eastern Europe has Vienna pleading with the EU for help, as the country “is on the hook for so much money that essentially if they don’t get paid by eastern Europe they’ll go bust,” said Marc Faber, managing director of Marc Faber Ltd., to Bloomberg. 

And so as the global financial crisis pushes counties and economies to the cliff’s edge, investors continue to huddle under the dollar for lack of anywhere else to hide. But the foundations of the dollar’s dominance are cracking and should a viable alternative reveal itself to lure investors away, support for the dollar will collapse.

March 22, 2009 0 comments
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Levant

Politics over pragmatism

by Peter Grimsditch March 22, 2009
written by Peter Grimsditch

If the International Monetary Fund (IMF) were putting up candidates in this month’s municipal elections in Turkey, the best advice would be for them to withdraw before being trounced. On one side, the ruling Justice and Development Party, or AKP, is spending lavishly on certain local authorities while holding off on raising tax revenues. Those killjoys from the IMF have been campaigning for months for Prime Minister Recep Tayyip Erdogan to do exactly the opposite. If Turkey wants a new standby loan to see it through the tough times of 2009, say the men with built-in calculators, it needs to be less profligate.

A “deal” has been on the cards allegedly since last November and even in February Erdogan claimed the talks were progressing well despite a “last minute hitch” when the IMF was said to have injected some “unacceptable conditions.” A team from the Fund spent most of January in Turkey seeking to hammer out a deal before suspending the talks. Smart money (and certainly not the IMF’s) is going on a forecast that no agreement will be reached before the elections on March 29. A plummeting currency and rising unemployment are making life difficult for the Turks as it is, without the possibility of cutting public spending and improving tax collection.

The indication of economic performance afforded by early 2009 numbers make for grim reading. Officially the government’s policy is still to aim for four percent growth this year, a number it has been adhering to despite advice from the IMF and others that it was not only unattainable, but ruinous. In January, the budget deficit rose by 466 percent year-on-year to $1.65 billion, overall revenues limped up a mere 0.3 percent, tax revenues fell by 2.4 percent and spending shot up 15.3 percent. In face of the inevitable, some economists are now predicting that a two percent drop in GDP this year is far more likely than growth of any size.

Greasing democracy’s palm

While the IMF is talking of belt-tightening and even said to be suggesting a tax on pensions to help fund the social security system, AKP local authorities are distributing free food, washing up liquid and, reportedly, fridges and cookers, a tactic reminiscent of the Lebanese parliamentary elections of 2000.

In Ankara, the AKP-controlled metropolitan municipality awarded $64 million in local tenders in the first six weeks of 2009. The equivalent 2008 figure for the whole of January and February was $12 million. One tender this year for $26.6 million to buy washing up liquid, soap, detergent, beans, rice, jam, vegetable oil, pasta and cheese was won by Orpas Gida, with a note on the tender saying the products were to be delivered to locations specified by the head of the municipality’s social services department. In 2008 the exercise cost $1.4 million. The voters also know the temporary rules of the election game, with reports from throughout the country of the owners of illegally constructed buildings (of which there are many) using the campaign period to add another floor, reasoning that no local authority of sense would raise objections just ahead of polling day.

Meanwhile, more conventional ways of trying to stimulate the economy, which at any other time would have appeared sound suggestions, look increasingly hollow these days. New measures announced in February allow investors up to a 75 percent reduction in corporate tax for five years if they create at least 100 jobs and move textile plants to the eastern or south-eastern parts of the country before 2010. To help the car industry, the government is urging drivers to scrap their old vehicles to buy new ones. The central bank cut its benchmark interest rate by 1.5 percent to try to encourage business to borrow and grow. In practice, one of few expansion areas is the number of unemployed, with a rise of more than two percentage points in the last quarter of 2008 to 12.3 percent.

All of this depressing statistical news makes the more lurid politics of the mayoral race in Kecioren almost a welcome diversion. The AKP incumbent Turgut Altmok has pulled out of the election after photos were handed to the party leadership of him and a woman with whom it was claimed he was having an affair. The real problem appears to have been less his alleged dalliance than the fact that he refused to accept influence from the mayor of the neighboring Ankara Municipality about who should be on the AKP ticket.

March is going to be an interesting month.

Peter Grimsditch is Executive’s Turkey correspondent

March 22, 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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