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GCC

UAE Tale of two banks

by Executive Contributor June 16, 2007
written by Executive Contributor

Over the past 20 years of banking growth, the UAE has become a biosphere of financial institutions – local, foreign, specialized, conventional, and sharia-compliant – to a total sector count of 46 banks and a low banking concentration by international standards.

Given that mergers and acquisitions are a staple of international banking progress in developed and developing markets, it is within the ruling global industry trend for economies of scales and ever-larger institutions that banking voices have been looking at the potential and role of mergers in the GCC financial industry. But when Dubai-based Emirates Bank International Group and National Bank of Dubai entered the merger process with a formal announcement this spring, the move provided observers with a few surprising aspects to consider.

In combining their assets, the two banks will become the largest sector force in the UAE and a major regional player, although not the largest GCC bank by market valuation. Emirates Bank International Group (EBI) and National Bank of Dubai (NBD) had a combined market cap of $11.4 billion at the end of 2006, but no obvious operational advantage that would jump out at first glance. EBI had revenues of $936 million with 5,000 employees in 2006 while NBD raked in $507 million with 1,400 staff.

Coming together

EBI Group institutions include Emirates Bank and Emirates Islamic Bank. As of March 31, total assets of EBI stood at $28.35 billion versus $20.05 billion at NBD. On the liabilities side, customer deposits were more evenly split with $14.9 billion at EBI and $13.3 billion at NBD. 

While full-year profits of EBI in 2006 were $514 million, up by 9% year-on-year, NBD’s net profits were flat at $301 million. By the end of the first quarter in 2007, however, the picture was reversed as EBI reported a 4.8% lower profit of $156.5 million to March 31 when compared with a year earlier, whereas NBD boasted of a 17.5% year-on-year improvement for the first quarter to $82.25 million.

By EBI’s claims, 17 new branches were opened in the last 15 months. The group’s retail network of now 57 outlets includes Emirates Bank’s 26 branches in Dubai, six in Abu Dhabi and four in other emirates.  NBD on its part also continues opening new branches and inaugurated its 40th outlet in May. Its geographic network structure entails 32 Dubai branches and eight in other emirates, similarly to the EBI network.

According to analysts, EBI staff costs jumped 45% in the first quarter of 2007 from a year earlier, due to retail network expansion and human resources investments across operations, plus an inflationary element.

The rapprochement of the two banks undoubtedly offers income opportunities to specialist firms. In one of the first international specialist reactions, a publication for UK law practitioners commented that the process created “plum mandates” for multinational law firms, Linklaters and Allen & Overy, who were commissioned by the two banks with advising on legal aspects of the merger.

But what will the cost benefits for the two entities be? EFG-Hermes estimated that the two banks would initially gain annual synergies in the range of $25 million. The potential to realize cost synergies would be limited because the two banks are likely to maintain their brands and consolidation of their branch networks will not be easy because of image concerns and guarantees to employees.

Under product and market focus angles, the two banks are compatible but their main advantages will be enhancement of their “strategic position and revenue opportunities,” EFG-Hermes said. This is also the rationale which the banks named in announcing the merger, saying that their new financial strength will allow the joint entity to compete more effectively for big deals and enhance its ability to stand up to increasing market presence from large international banks.

The sector composition of UAE banking already shows a large number of foreign banks, 25, in relation to the 21 domestic banks. However, the foreign banks until now operate under restrictions and mandates that disadvantage them in the retail market. With the implementation of international trade agreements – WTO membership as well as the free trade agreement with the US and, hopefully, the EU-GCC one – the UAE banking market will have to open up to more foreign competition.

Beginning of a new trend?

The larger question is if EBI and NBD are setting the beginning of a merger wave among UAE banks. Khaled Sifri, a well-known investment banker in the UAE and director of financial firm Rasmala Investments, doesn’t think so. All banks in the UAE make good money and currently have no compelling reasons to enter the complex processes required for a merger, Sifri told Executive.

The motive for the EBI-NBD merger is overlapping ownership, namely the stake holding and decision making authority of the Dubai government over both institutions. For EBI, the state’s stake is direct and absolute with 77% ownership. In the case of NBD, the government shareholding of 14% is augmented by stock holdings of members of the ruling family.

For both banks, the decision over a merger was not competitive in the sense that bank management on the search for a strong partner identified a merger/ takeover target from a more or less sizeable group of banks whose valuation and business structure would make them attractive. Rather, the consolidation is that of an ownership move under what Sifri described as a “legitimate political imperative. Even if two entities are privately owned, the owner can force a merger if he expects that the synergies will give greater results in future.”

Although the EBI-NBD joining caused market watchers to allege that the new size benchmark and the momentum of the step will create new support for consolidation in the UAE banking industry, analysts agreed that the move may not hasten a wave of mergers. According to Sifri, banks based in one emirate of the UAE can expand easily into any other emirate and have no strong economic imperative to favor a merger over other forms of domestic expansion. “All operate all around. If you look hard enough for potential synergies, you may find fits but this is not a standard situation and there is not a sufficient imperative in my view,” he said.

The track record of bank mergers in the global financial landscape shows that the cost of a merger is often larger than the benefits turn out to be in the end – and mergers have created some great hybrids and many unspectacular ones. The first merger in the UAE is neither humongous by size – when compared to the $80 billion ABN-Amro case – nor does it appear to be among the most complicated in a field that is admittedly hard to manage.

But, as a yardstick for a sector trend, the EBI-NBD deal is not a classic merger, and other banks planning similar nuptials will not find the union so seamless.

The mergers that would really befit GCC banks by allowing them to operate in multiple GCC countries would be cross-border mergers, Sifri said. “Those would be most justifiable because the real opportunities and value creation lies in cross-border mergers.”

June 16, 2007 0 comments
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GCC

UAE  Bullish Outlook

by Executive Contributor June 16, 2007
written by Executive Contributor

UAE’s banking sector is the second largest in the GCC with asset growth outstripping GDP since 2000, according to latest official figures. Banks in the UAE were expected to face earnings pressure in 2006 following a record year in 2005, but many of the country’s 46 commercial banks continued to perform well, reporting good earnings despite a weaker stock market in 2006.

The UAE has 21 national banks with combined asset, loan and deposit market share of 77.4%, 80.0% and 75.4% respectively. And these banks continue to gain market share over their foreign-owned counterparts – 25 at the last count – due to better access to the UAE government’s hefty deposit pool. Among the national banks, five are Islamic while the rest are conventional; 19 of the national banks are listed on either the Dubai Financial Market (DFM) or the Abu Dhabi Securities Market (ADSM).

The UAE stands out as having higher commercial banking penetration rates than the rest of the GCC countries. The top domestic banks continue to dominate the local market, but foreign banks take the lead in retail and investment segment. Many of the banks enjoyed a nice stream of revenues from a short-lived Bull market that ended in the first quarter of 2006. According to a report by the UAE-based investment firm, Noor Capital, the sector saw year-on-year asset growth of 42% in 2006, while decelerating from 48% year-on-year in 2005, is still very impressive.” Although margins and non-interest income suffered in 2006 post-bubble asset quality remained robust, as stocks-related credit was confined to margin lending. Provisioning is also adequate.

Banking on religion

Another notable feature is the rapid stride that Islamic banking has made in the UAE. The growth in demand for Islamic compliant products and services has lead to a noticeable and rapid growth in the market share for Dubai Islamic Bank (DIB) and Abu Dhabi Islamic Bank (ADIB), Emirates Islamic Bank and Sharjah Islamic Bank. Figures show a rise in the number of banks that have established or are in the process of establishing Islamic finance subsidiaries. Earlier this year, Dubai Bank converted to an Islamic entity and other conventional banks have established separate Islamic banking operations. And in line with demand, another Islamic bank is expected to be launched in the second quarter of 2007.

Growth drivers

With an increasing number of mega-projects being announced and launched, lending activity is expected to remain robust while deposit growth is expected to reach new heights. Analysts forecast real economic growth in the UAE of 8% and 7% in 2007 and 2008, respectively. Global rating agencies also predict that banks in the UAE will maintain their healthy performance in 2007 although their asset quality may be challenged in the longer term by recent strong loan growth. “The banking sector’s profitability in 2007 is expected to be maintained broadly at levels seen in 2006 while asset quality and capitalization are likely to be sustained at their current levels,” said Yousef Khan, an analyst at Fitch.

According to a recent report by National Bank of Kuwait, the unprecedented access to liquidity generated from the high-oil-price environment has pushed UAE banks to seek acquisition of international financial assets. “The foreign assets of banks operating in the UAE grew 84% in a span of two years as those banks increasingly look abroad for investing and lending opportunities. At the same time, the foreign liabilities of those banks, especially the national ones, are rising rapidly, logging an 80% CAGR in the three years ending in 2006,” the report said.

Experts agree that the drivers of strong earnings, growth and under-penetration of key banking products will continue to push the profit margins of UAE banks upward. “Going forward, we believe that domestic banks will continue to benefit from strong (not astronomical) asset growth (+25%) and decent margins (+2%) with a shift in focus toward core service-driven banking fees,” a report by Noor Capital said.

Future growth

According to EFG-Hermes, the Cairo-based investment firm, there are some concerns that bankers must keep an eye on, including the weakening of the dollar and the rise in inflation rates, higher interest rates and falling bond prices. Noor Capital suggests that banks, must, “take a breather via inward examination of systems, portfolios, cost base and human resources. They also need to assess their short-term tactical standing and long-term positioning.”

The UAE is often regarded as over-banked, over-branched and ripe for a wave of consolidation that will strengthen the banking system. But analysts at EFG-Hermes believe otherwise. “There are a number of reasons why the pressure for change in this direction is likely to be significantly less than the headline numbers might suggest. The most compelling are that the incentives currently do not exist: in particular, pricing is wide and costs are low. While the gap between revenue and cost growth may narrow over the next few years, the sector is a long way from facing external pressure for consolidation,” its report said.

The region is developing and is expanding at a tremendous rate and there is room for financial institutions to provide services and facilitate investment both in size and the depth of the market. Analysts maintain that the future remains bright. “We expect that the growth of most exceptional and volatile income streams will slow to a stable level while the core banking business will grow strongly,” EFG-Hermes said. The UAE is the most competitive economy in the Arab world according to the Arab World Competitiveness Report 2007, but there is much to do.

The government must continue to take bold steps to remove impediments to economic growth and leverage the competitive advantages. It must continue to work hard to put in place systems and structures to ensure that the momentum gained in the last few years is maintained. Analysts said that innovation in the UAE in particular and the GCC in general, is fueling growth of trade and finance and further regional and global expansion might bring the banking sector to closer integration with the global economy.

UAE Leading Commercial Banks by Assets (Dec 31, 2006)

June 16, 2007 0 comments
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Levant

Turkey Holding the course

by Executive Contributor June 16, 2007
written by Executive Contributor

Turkey’s Central Bank has pledged to maintain tight monetary policy to meet inflation targets, warning that, despite predicted continuation of recent disinflation, the risk of inflation is far more serious. Despite monetary control, the banking sector remains dynamic. External demand and the growth of housing and consumer spending loans have partly offset a cooling of domestic demand, and several banks have recently cut rates, giving incentive to borrow further. The implementation of a new mortgage law is expected further to boost demand for credit, albeit in the medium- to long-term.

At the end of May, the monetary policy committee of Turkey’s Central Bank announced that short-term interest rates would not be cut, despite the trend of disinflation. The committee said that high levels of consumer spending and investment, high oil prices, an uncertain political environment and service price inflation all combined to make a cut in rates unwise. The bank operates on a policy of inflation-targeting.

“The committee assessed that meeting the medium-term inflation targets requires the maintenance of the tight policy stance,” the committee reported. The report, issued on May 14, noted that sound fiscal policies and structural reform were important tools for restraining inflation, and that monetary policy alone was not enough to rein in prices.

“The recently elevated prices of crude oil and commodities add to the inflationary pressures via imported input costs and thus curb the disinflation process,” the report added.

Managing inflation

Consumer price inflation of 1.21% in April brought annual inflation down to 10.72%, within the annual uncertainty band set by TCMB. A rise in clothing prices offset some of the decrease in consumer durable and service inflation, local press reported. The first-quarter year-on-year inflation rate was 10.86%, partly attributable to an increase in food and tobacco prices.

The central bank stated that disinflation would be a continuing trend, but counselled caution, due to the existence of inflationary risk. “Against this background, disinflation is expected to become more significant in the upcoming period. However, there are some remaining risks to the inflation outlook,” the report said, announcing that the central bank was prepared to act swiftly should economic shocks change the economic outlook.

Despite inflationary pressures, both current and potential, year-end inflation will be likely to fall between 4.5 and 7.1%, with a midpoint of 5.8%, according to the central bank’s second 2007 inflation report. The outlook was for inflation to continue to fall to 1.3% to 5.0% in 2008, with a midpoint of 3.2%. Bank Governor Durmufl Yilmaz said that this was due to bank policy since June last year, following the market correction in May. Yilmaz announced that “the tight stance for monetary policy and the ongoing perceptions of uncertainty continue to restrain the demand for credit.” He noted that demand for durable goods and machinery had weakened. Yilmaz said that there would be little scope for monetary relaxation if the medium-term goal of 4% was to be met.

However, the impact of tight monetary policy on inflation has been smaller than predicted. While there has been a cooling in domestic demand recently, exports have flourished, boosting industrial production and offsetting the internal slowdown to an extent. Recent increases in public spending also look set to lessen the effectiveness of the interest rate freeze, hence perhaps the Central Bank’s warning that fiscal caution and economic reform were also needed to bring inflation down to target levels. However, in the midst of a tough election campaign, it is unlikely that the government will back off from spending until the third quarter.

Another issue has been inflation expectations, which have stalled over the past three months after dropping for some time, affecting price and wage setting behavior. Yilmaz said that he expected inflation expectations to start dropping again as headline inflation falls.

The central bank noted that the trend of late has been for banks to ease interest rates due to an increase in lira bond issues and the proceeds of privatization. In May, HSBC dropped its monthly TRY consumer loan and TRY consumer loan at interest. Home financing interest rates have gradually been fallen to 1.49% per month. Vehicle loans have backed down at 12 month terms to 1.67%, at 36 month terms from 1.69% to 1.65% and at 48 to 60 month terms from 1.69% to 1.59. Even though home financing loan has been set on interest rate of 1.67%, the rate has backed down by 0.89%.

Garanti Bank also moved to decrease its lending rates. The monthly mortgage rate which, was initially set up at 1.53% has now been cut to 1.44%. According to Garanti Bank General Manager, Ali Fuat Erbil, the bank is not expecting further decrease in interest rates, stating that any forecasts should be put aside until the end of the general elections.

While automobile loan growth has slowed, housing and consumer spending loan growth continues.

New mortgage law

One factor set to increase the rate of housing loans is the new mortgage law, which was implemented in February. For several decades, due to inflation, high interest rates, poor securitization and cultural traditions, Turkey has had a relatively small mortgage market. This was already beginning to change due to interest falling below the psychologically important benchmark of 20% in 2005. By mid-2006, interest on housing loans accounted for 10.7% of banking assets, up from 1.3%.

The new provisions create a secondary market in securitized mortgages, which should increase the number of mortgages with maturities of 10 years or more. It reinstates a 2% early payback or break charge and gives the green light to floating-rate mortgages, as well as cutting lender liability to one year for defaults and giving lenders more powers to repossess property, for example in the case of three consecutive non-payments.

The law also makes possible the formation of non-bank financing organizations working with floating mortgage-backed securities and, at implementation, converted all housing loans into mortgages unless specific requests are made by the debtor.

Deeper problems

However, despite widespread praise for the reforms, it may take some time for the new law to boost mortgage take-up significantly. One issue is that many banks do not have the administrative infrastructure for large-scale mortgage transactions. They will need property assessment divisions that can evaluate mortgage applications. Insurance companies will also have to be equipped to investigate the properties and provide guarantees for the lenders.

Perhaps a bigger problem is the fact that, at conservative estimate, half the housing in Turkey is illegal and therefore not eligible for mortgages. Earthquake standards will also eliminate many of the legal buildings.

While it will doubtless take time for the new systems to be fully operational, the emergence of the legal provision for a proper mortgage market is a positive step.

Overall, careful monetary policy seems set to support confidence in a maturing banking sector and the economy as a whole in a time of underlying inflation risk. It does not seem to have deterred banks from cutting lending rates further, and the reforms of the mortgage sector not offer a real prospect for loan growth in a relatively under-banked market. However, with the election coming up in July, the policy of the Central Bank may come under review depending on the victor.

June 16, 2007 0 comments
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LevantUncategorized

Jordan Coming of age

by Executive Contributor June 16, 2007
written by Executive Contributor

As Jordan’s financial services industry comes of age, the banking sector has been shaping itself into one of the major contributors to the country’s increasing economic power. The sector may also be experiencing what is equal to its Sturm und Drang period, brimming with ambitions, growth instincts, and sometimes conflicting impulses.

In recent reports, analysts credited increased purchasing power of consumers along with liberal attitudes towards personal debt with driving Jordan’s explosive banking sector growth. Deeper rooted drivers of development included increased investment from the GCC, improved regulations, and focus on the development of retail business.

A variable helping the sector sustain its growth is trade and banking services activities originating from neighboring Iraq, which has provided significant fee income for local and foreign banks. Observers also say that the sector appears to have benefited from the ongoing political instability in Lebanon where certain capital inflows make it to Jordan in search of a safer environment for investment.

Banking sector deposits, which last year reached $20.6 billion and equaled 1.4 times Jordan’s nominal GDP, have grown at a slightly faster rate than GDP – supporting the notion that the country’s financial culture has left its underbanked past firmly behind and that banks are reaching the customers. However, in spite of the highly competitive environment, the market remains concentrated, with the top three banks dominating the market.

Good asset

Jordan sports 13 local commercial banks plus eight foreign owned, two Islamic banks and five investment banks for a population of 5.9 million. There is no state ownership in the sector. But one of the significant features of Jordan’s banking sector is its high concentration. The leading bank is the Arab Bank, which holds approximately 60% of overall banking assets. Observers agree that size matters when it comes to the performance of banks and Arab Bank demonstrates the accuracy of this theory.

Research shows the strength of Arab Bank is such that the bank’s 40% increase in profits in 2006 reflected very positively on total sector results, which rose for all banks to $773 million (JD547.35 million; JD1 buys $1.41) in 2006 from JD 500.77 million in 2005, representing a 9.3% increase. According to research firm Amwal Invest, only Arab Bank and four other banks experienced growth in their bottom line in 2006. 

In any case, the sector’s 2006 growth is paltry when compared to the 80% increase in 2005. But nevertheless, experts say the sector’s prospects for 2007 are promising, specially the sector’s performance on the Amman Stock Exchange.

In 2006, the sector’s consolidated assets grew by 14.9% to reach JD 24.24 billion. Figures from the Central Bank of Jordan (CBJ) showed that 25.6% of the total assets at the end of 2006 comprise foreign assets, with balances held at foreign banks making up the bulk. The remainder represents local assets, with the lion’s share claimed by facilities given to the private sector, constituting 39.31% of total assets. The largest increase in assets in absolute terms was for the Arab Bank, which grew by JD1.624 billion.

The International Monetary Fund said it expects Jordan’s economy to keep growing at around 6% in 2007 on the back of 6.5% real GDP growth in 2006. Expecting a bumper year in 2007, a number of the local and foreign bankers are willing to expand their business in the kingdom.

The IMF encouraged the increasing role of the banking sector, but issued a warning on credit growth. “Particular care is required with new forms of lending, which carry greater risks, such as margin and non-collateralized loans that have been growing rapidly,” the international watchdog admonished, arguing that the profitability of banks and, implicitly, the health of loan portfolios have yet to withstand tests of a slowing economy. 

The stats

Figures by Amwal Invest show 2006 saw the consolidated credit facilities offered to the private sector grow by 26.1% to reach JD9.7 billion. “Facilities extended to public entities increased by 18% to JD423.2 million, while those to financial institutions declined by 63.4% from JD20.5 million in 2005 to JD7.5 million.”

Amwal did note two distinct changes in the sector between 2005 and 2006. “In 2006, net interest income made a more significant contribution to total operating income at almost 70%, pursuant to a refocusing on core operations, while gains from investments played a much smaller role, making up only 3%.” When compared to 2005, interest income contributed 55% to total operating revenue, and gains from investments around 13%. “The average increase of net income for all the banks was 27%, the most significant being Jordan Commercial Bank, rising by 62.9% from JD 9.66 million to JD 15.74 million,” Amwal’s report said.

Property financing increased to meet the expansion in the real estate sector in Amman and other tourist areas. Similarly, other kinds of financing, such as personal loans, holiday loans, marriage loans, car loans, and business loans also thrived. These developments trickled down to fee-income and thus, the bottom line.

Both the Arab Bank and the Housing Bank for Trade and Finance (HBTF) posted profit increases of over 20% in the first quarter of 2007. Arab Bank announced first quarter profits of $187 million after taxes and provisions, which was a year-on-year increase of 24.6%. HBTF reported even a better increase of 36% with profits standing at $51.7 million for the first quarter of 2007.  These robust results to a certain extent were also achieved by other banks with Jordan Kuwait Bank reporting profits of $15.7 million in the first quarter of 2007 or a 5% increase when compared to the same period in 2006.

Despite rapid growth and high levels of profitability, the banking sector still requires further development, including long-term strategies to diversify sources of income, innovations in product and service delivery, greater choices for customers and investing more on staff training.

Charging ahead

Experts agree that the upcoming three years hold considerable challenges for the banking sector, as well as for policy makers who determine aspects of the environment in which the sector operates. Banks will be looking for sources of growth and to maintain the high profit rates that they become accustomed to, while competition intensifies, and technological changes impact on the way that banking operations are carried out.

Banks must also introduce new strategies aimed at the most efficient utilization of capital in line with capital adequacy requirements. Large banks must accelerate efforts to penetrate new markets regionally and internationally. The CBJ must also encourage a consolidation phase in the next two years as the market is saturated. Consolidation should first start in acquisitions between local banks, especially smaller ones. This move would encourage the introduction of new products and services and enhance the quality of those already existing, allowing effective competition on a regional and international level.

Another challenge local banks must face is the entry of foreign banks. Foreign banks have many advantages over their local counterparts and could eat away at their profits if additional reforms and development of the sector fails to materialize.

Although experts warn of the potential shortfalls in the sector, the report by Amwal Invest acknowledges that most “Jordanian banks enjoy a higher capital adequacy requirement ratio than the 12% set by the CBJ, which is also higher than the 8% ratio set by Basel II Committee.” After the CBJ raised the minimum paid-up capital for Jordanian banks last year, “most banks went about increasing their capital through the distribution of stock dividends or through private placements. The step helped banks secure sufficient funds to seize investment opportunities locally, regionally and globally.”

In non-fiscal aspects, Jordan’s financial services industry has a number of governance and cultural issues to master. The sector’s evolution recently showed some large-scale employee migrations and shifts in personnel that seemed indicative of challenges in the management of highly skilled human banking resources, which are somewhat scarce in the country. In one recent banking conference in Amman, a sector critic asked the president of a smaller bank outright why his institution was lambasted by so many people for “loan sharking”. In other instances, industry insiders still frequently clam up when asked about the dominance of Arab Bank and its impact on the entire sector, virtually forcing further questions on transparency and the authenticity of all facets in the country’s banking picture.

Although the economy and leading sectors are showing consistent growth, the government in Amman is tasked to have strong strategies to mitigate potentially even higher oil prices, address unemployment and control inflation in order to remedy the country’s trade and current account deficits. As more foreign investment is flowing in and alternative financing means gain in popularity in the broadening financial industry, supervision of the Jordanian banking sector through the CBJ will be existential for the further sound development, believes the IMF. But, the government must also assist in establishing a central credit bureau to help banks make better risk assessment. And implementation of the Basel II accords by the end of 2007 is a move that cannot be avoided. Market forces will drive mature banks to excel – with a little helping hand from the regulator. 

June 16, 2007 0 comments
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Lebanon

Foreign Banks Staying put

by Executive Contributor June 16, 2007
written by Executive Contributor

Last spring Hani Houssami, General Manager of the Saudi National Commercial Bank (NCB) in Beirut, was gearing up for a busy summer season ahead. Tens of thousands of Saudis were expected to descend on Lebanon and some $4 billion was earmarked for investment.

“It was a dilemma for me to manage – a nightmare the number of people coming,” recalled Houssami.

The July war changed all those expectations, with Houssami left with a headache of a different kind – a glut in Saudis tourists and investors as Lebanon struggles to get back on its feet amid political instability and a sluggish economic environment.

But NCB, 79% owned by the Saudi government, has no plans to leave.

“We’ve been here 52 years so we’re not going to pack and go – it’s a country we believe will re-emerge,” said Houssami.

NCB’s decision to stay the course is not an exception to the other international banks and institutions operating in Lebanon. The majority have been in Lebanon for decades, weathering the country’s ups and downs, ever optimistic that the country will pick up and rise, as the cliché goes, like a phoenix from the flames once again.

Indicative of this belief is regional investment bank Shuaa Capital’s recent decision to open a branch in Beirut’s downtown in September, and rumors of BNPI’s talks with the Bank of Sharjah about a possible takeover.

Nonetheless, international banks are finding the political environment a constraint on their activities. “Every time we look to expand the number of branches, something happens,” said Charles Hall, Chief Executive Officer at HSBC.

“It is very difficult to plan meaningfully ahead. We tend to operate on a yearly plan in reference to our five year plan.”

HSBC, which has been in Lebanon since 1946, have nonetheless had a good year so far, registering 10% growth.  “There was a very conservative framework for this year, but ahead of internal forecasts and historical results, so unless [the situation] deteriorates further, we should make 20% to 30% compared to 2006,” said Hall.

Standard Chartered, which entered the market in 2000, also expects double digit growth this year, said Naji Mouaness, head of consumer banking. “Defaults have been normal, not abnormal, so this is a good sign,” he added.

NCB has also achieved growth, “but not hit the ground yet” and has no plans for new products. “We cannot anticipate the future. Some friends in other banks spent a fortune a few years ago on products they couldn’t use,” said Houssami.

The situation has not dampened Standard Chartered’s plans, diversifying into private banking for high net worth individuals. But instead of shelling out for new branches, the bank has introduced a payment mechanism through Liban Post, a 24-hour deposit service, and soon, internet banking services.

“The war  [last summer] didn’t affect our strategy for new products; we are going ahead with aggressive plans to grow our portfolio,” said Mouaness.

Driving growth for both HSBC and Standard Chartered are credit cards, with both banks in the top five in terms of issuance of plastic. HSBC has some 41,570 credit cards out of the 277,000 credit cards currently issued, according to a January statement by the Central Bank, while HSBC Visa cards account for 22,000 of the 97,000 visa cards nationwide.

HSBC are also looking to expand their presence when the time is ripe.

“We had one or two approaches for mergers, but the environment is not quite right,” said Hall.

Although Lebanon is well catered for in terms of banks, foreign and national, there is the possibility of more Arab banks entering the market.

“The big Saudi or Jordanian banks, the big three players, will establish a presence here. Bank Audi is present in their markets, so why not in ours?” said Tarek Khalife, Chairman-General Manager of CreditBank.

Expansion is not likely for NCB, however. “We are not investing in expansion, as we are not sure if tomorrow we can cross the street,” said Houssami. “One day we might move activities out of the country if the current situation continues.”

Hall also suggested that banks should exercise caution.

“International banks that want to enter should consider private and corporate banking, or takeover or acquisition. The cost of setting up in a heavily banked area is too expensive,” he said.

Equally, the country’s instability could also shy off potential investors that are not already committed. Remarking on the slated growth figures for this year, Hall added: “the major caveat is if the situation doesn’t deteriorate.” As NCB and other banks found out last year, projections for Lebanon can all too quickly go belly up.

June 16, 2007 0 comments
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North Africa

Morocco: Need to build

by Executive Staff June 7, 2007
written by Executive Staff

Although the Gulf has seen the majority of construction activity in the MENA area of late, Morocco too is beginning to emerge as a favorite for a variety of European and Gulf investors.

The Investment Commission, chaired by Prime Minister Driss Jettou, announced on June 13 the setting-up of three major cement factories at a total cost of Dh8.9 billion ($1.1 billion). These significant investments in the cement industry are designed to meet the increasing demand in the construction and real estate sector.

Although the cement industry still is dominated by foreign capital, two out of the three factories will be Moroccan-owned. The first one is initiated by the Ynna group and will be built in the Settat region. The second one, to be established by the Addoha group, will have two units, one in the region of Beni Mellal and the other one also in Settat.

The Ynna group is investing Dh3.3 billion ($400 million), creating 500 jobs. The Addoha group’s factory, also know as Ciments de l’Atlas, will require an investment of Dh3.6 billion ($430 million), with the creation of 1,000 jobs in its two units.

Spanish firm Lubasa, over the past 50 years specializing in construction, real estate development and environmental management, will set up the third cement factory. To complete this project in the region of Sidi Kacem, Lubasa will invest Dh1.9 billion ($228 million) and create 170 direct jobs and 300 indirect jobs.

The investment commission has also studied many other projects. In total, some Dh25 billion ($3 billion) and the creation of 5500 jobs are at stake.

Most developments are high end

Among others, the commission will soon assess the Loukos construction project, a city planned by Emirati firm Al Qudra and Moroccan firm Addoha. The investment for this new city amounts to Dh1.2 billion ($144 million) and will create 2024 jobs. The investment program includes the construction of apartments, houses, public facilities and shopping malls.

According to a study conducted by the Centre Marocain de Conjuncture (CMC) published in March 2007, the construction and real estate sectors make up 7% of national production for an added value of 5% of GDP. The latest statistics on employment reveal that the construction and public works sector employs around 700,000 people directly, representing 6.7% of the working population. The real estate sector generated Dh2.9 billion in foreign direct investment (FDI) in up to the end of September 2006, which represents 15% of all FDI flow.

“The real estate market is booming, as illustrated by domestic sales of cement at the end of September, which rose by 10% compared to the same period in 2005. The construction and public works sector also created 61,000 jobs by the end of September and the number of mortgages contracted by banks by the end of November rose by more than 25%,” said Leila Haddaoui, project director at CDG Development, a development and construction firm for large-scale urban projects.

In that sense, FDI development prospects in the real estate sector look very promising as illustrated by the real estate boom in high-end products: luxurious condominiums, office headquarters, five-star hotels, tourist resorts and port facilities.

Although there are many who bemoan the lack of maturity in Morocco’s real estate sector, notably the lack of reference prices, the lack of insurance tools and the threat of a speculative bubble, the construction sector continues to thrive.

The housing shortage, combined with the development of tourism projects and the emergence of a new type of professional real estate service industry all point to a promising future for Morocco.

However, while the market is in danger of becoming oversupplied with property for upper and middle income groups, the country is still suffering from an acute shortage of low-cost housing. Morocco’s cities are growing, as increasing numbers of migrants move in from rural areas. In 2000, 53% of Morocco’s population lived in urban areas, a figure that is predicted to rise to 65% by 2012.

While demand for residential property in Morocco is high, the market faces three principal challenges: affordability, limited financing options, and unclear laws regarding landownership and titling issues.

As foreign interest in Morocco continues to grow, the government needs to be careful to ensure that the all-too-common problem of “make it all luxury” is not repeated in a country that needs to house a rapidly growing population. With a housing shortfall estimated at anywhere form 500,000 to 1.5 million, social housing could well be more of a priority.

June 7, 2007 0 comments
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Turkey: The market yawns

by Executive Staff June 7, 2007
written by Executive Staff

Despite political uncertainty with the coming elections and setbacks in negotiations with the European Union, Turkey’s economic fundamentals remain strong. While there have been short-term wobbles due to recent events, and long-term issues such as inflation, the current account deficit (CAD) and poverty remain, the IMF and the market expect growth to continue, most likely under the current ruling party with a renewed mandate after July’s elections.

At the end of April, the Turkish stock market and the lira were hit by a statement by the military voicing support for secularism, which was seen as an attack on the ruling Justice and Development Party (AKP) government, with its roots in political Islam. The markets were also influenced by large demonstrations against AKP in Istanbul, Ankara and Izmir.

The demonstrations came in the wake of Prime Minster Recep Tayyip Erdogan’s decision to name Foreign Minister Abdullah Gül as candidate for president, a role elected by parliament. There had already been demonstrations against Erdogan when it was thought that he would stand for the presidency. The opposition boycotted the vote in parliament, so Gül failed to achieve the required two-thirds majority. The vote was annulled by the constitutional court, with the consequence that the AKP announced changes to the constitution allowing the president to be elected directly. These changes have been rejected by the court and secular President Ahmet Necdet Sezer, and will now be put to the electorate by referendum. Meanwhile, the legislative elections have been brought forward to July 22. Tensions are running high between the AKP and Turkey’s secularists, who accuse the party of trying to usher in elective dictatorship as a first step towards Islamic rule.

However, despite the shocks to stocks and currency, the response of the market as a whole appears to be “so what?” Turkey has in the past been vulnerable to capital flight, but business confidence in the country remains relatively unperturbed by political events for two main reasons. Firstly, the economy has been performing strongly enough, with sound enough fundamentals, for the political worries to have less effect than previously. Secondly, the AKP, which has presided over several years of growth, looks increasingly likely to be re-elected thanks to divisions in the secularist camp.

Difficult relations with the EU

Turkey’s strong and stable economic performance under the AKP administration has seen the party win friends in the domestic, business community, the EU and the IMF. The party came to power in 2003 with a majority in parliament, the first since the Motherland Party (ANAP) governments of the 1980s.

Under the AKP, economic reforms have continued, the economy has performed well and a historic milestone was reached when EU accession negotiations were opened. However, as elections drew closer, the privatization program has slowed, and the EU has suspended eight “chapters” (or policy areas) of negotiations due to Turkey’s intransigence on certain issues, including allowing ships and aircraft from the Republic of Cyprus to use its ports and airports.

However, the country’s economy is still in good shape. The budget deficit is 2% of GDP, considerably less than the maximum of 2% required by the EU; public debt, at 61%, is only a touch above the EU ceiling of 60%; and growth has averaged almost 8% over the past four years, taking the average per capita income at purchasing power parity (PPP) to $8,400 in 2006, from $6,700 in 2002, according to the Washington Institute for Near East Policy.

The growth has been boosted by high inflows of foreign direct investment (FDI), which has also been financing the current account deficit. Between 1980 (the year of the last military coup) and 2003, Turkey attracted $18 billion in FDI. However, in 2003, the country brought in $1.7 billion in FDI, and in 2006 $20 billion, a figure that could rise to $30 billion this year.

Turkey’s custom union with the EU has further contributed to country’s economic development. Turkey is one of only two non-member countries with such an agreement. Ulrike Hauer, the undersecretary of the EU Delegation of the European Commission to Turkey said that the EU and Turkey were enjoying good levels of trade and that this has helped Ankara decrease its trade deficit with the bloc. “Turkey’s trade deficit declined to 20% from 60% during its trade with the EU,” she declared.

Economic challenges remain. Inflows of money due to the appreciating lira and high interest rates are restraining corporate profits and exports. The current account deficit remains large and is growing, hitting 8% of GDP earlier this year. Inflation, for years the bugbear of the economy, is under control and decreasing, but still well off target at 9.6% in 2006, with the Economist Intelligence Unit forecasting a 6.5% rate by year end. Official unemployment stands at 9.9%, and poverty remains an issue.

Relations with the EU have been given a further setback by the election of Nicholas Sarkozy as French President, and the subsequent victory of the party backing him in parliamentary elections. Sarkozy’s election platform explicitly stated his opposition to Turkey’s membership of the EU as the country is in “Asia Minor.” A Turkish military incursion into northern Iraq (seen by many as a pawn in the AKP-military game) would also hit relations with both the EU and the US, though it is likely to be a brief operation. Business has been ambivalent about the potential for military action, divided between those benefiting from trade with northern Iraq and those supporting a stronger security focus following the Ankara bombing in late May.

Despite these important caveats, Turkey’s disciplined macroeconomic policies, strengthened economic institutions and structural results continue to bolster confidence. This is apparent from the latest IMF report on the nation’s economic outlook, part of the 2007 Article IV Consultation meetings.

“Turkey’s macroeconomic performance in recent years has been impressive, combining strong growth with a sustained reduction of inflation,” the IMF said in a statement. “Political stability, structural reforms and favorable external conditions have facilitated this good performance.”

According to the IMF, the primary drivers behind growth are private consumption and investment, declining real interest rates, surging capital inflows, rapid credit expansion and rising productivity, combined with falling inflation.

The statement concluded: “The goal should be to build on the economic success of the last five years to firmly entrench high growth, secure low inflation and make the economy more flexible and resilient to external shocks.”

The EIU, sharing the IMF’s confidence, forecasts continued growth, with 5.5% in 2008, 5.2% in 2009, 5.1% in 2010 and 5.2% in 2011.

A June report by ING, the Dutch banking group, pronounced the June EU summit as “a non-event for Turkey,” and said that a likely AKP victory would keep the economy on track, whereas its rivals may herald a return to instability. The report, part of ING’s Prophet series, says that, despite the election of Sarkozy, France is likely to hold off from lobbying to change the objectives of Turkey’s EU membership talks until December.

The report said that opinion polls showing 35-40% support for AKP indicates it is likely to win, “with positive implications for economic development… [and] good news for bonds.” The opposition secular Republican People’s Party (CHP), which is nominally social-democratic, is currently polling around 20%. ING says that the party program, which promises cuts in tax on income and fuel, higher subsidies for agriculture and industry and cheap student loans, “would be very worrying for the market if enacted … it harks back to the populist type policies that voters backed in the 1990s which led Turkey into three economic crises.” However, the report states that the stronger economic foundations existing now could prevent another crisis on the same scale.

The confidence of international institutions in Turkey remains resilient, considerably more so than in the past, despite political fireworks and a worsening in relations with the EU. Turkey seems likely to overcome these headaches and move forward, under an AKP government, albeit perhaps one with slightly clipped wings. However, with Turkish politics known for its volatility, the final outcome of the July elections is still a difficult call.

June 7, 2007 0 comments
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Time for change

by Lysandra Ohrstrom June 1, 2007
written by Lysandra Ohrstrom

On May 8, Minister of Economy and Trade Sami Haddad said he would submit a bill to the cabinet to streamline the existing business registration process in Lebanon by introducing “one of a series of reform initiatives that will help create a business friendly environment in the country.”

Talk of reform may seem particularly hollow as parliament has not been convened since November, but Haddad said the new system could be in place by the end of the year as it does not require amending existing legislation or introducing any new laws. While the reforms fall well short of the legislative overhaul required for Lebanon to enter the World Trade Organization, if adopted, they will significantly reduce the bureaucratic mess potential entrepreneurs must wade through to set up shop.

The plan will standardize the documentation necessary to register a company and will introduce a uniform payment system, which should reduce the time, cost and complexity of current procedures by 45%, said project manager GeorgesNicolas, who oversaw the program as part of an agreementLebanon signed in 2006 with the International FinanceCorporation (IFC), the private sector arm of the World Bank.

The long-term solutions recommended by the IFC – which include reducing start-up costs and initial capital requirements and abolishing the mandatory use of a notary public, sworn translator, lawyer and auditor – would further cut fees to 80% of the current costs, but may be slow to arrive. Nicolas said that his team also proposed a short-term solution that can be introduced in two or three months because it does require changing laws.

The IFC drafted the new procedures based on the results of a survey of 250 Lebanese companies to determine the regulatory obstacles that businesses have encountered.

The introduction of a single standard document, designed by the IFC, is one of the most important improvements of the proposed procedures, said Nicolas. Currently, the procedure costs $2,000 because each business must hire a lawyer to design individual registration forms. “The second most significant solution is one application, one payment, one interface,” he said.

Under the current system, a business owner must make separate visits to pay fees to the Ministries of Finance,Justice, and Economy and Trade, as well as the NationalSocial Security Fund and the Commercial Registry. The singleIFC document can be submitted to all agencies and prospective entrepreneurs can pay all fees and collect all forms at the nearest Liban Post branch.

Though the IFC says it has “encountered absolutely no resistance” from any parties involved, Nicolas acknowledged that the government anticipates resistance from some parties– like the Lebanese Bar Association (LBA) – to some of the long-term solutions. In the past, the LBA has lobbied against legislation that would reduce the need for legal counsel. But, given the limited scope of the first round of measures, any substantial opposition remains unlikely.Though the current proposal reduces the time to start a company, the costs will remain high. Any change in fees must be included in the state’s budget proposal, which needs parliamentary approval.

Aside from the few parties with a vested interest in maintaining the status-quo, few in the private sector or government are in favor of the current bureaucratic labyrinth. It takes an average of 46 days to incorporate a company in Lebanon, according to the World Bank’s annualEast of Doing Business Survey, which ranked the country 116out of 175. In 70 countries, it costs between 0% to 10% of per capita income to establish a business, while in Lebanon it costs over 100% of the $6,200 per capita income. The IFC’s mapping study, for example, showed that incorporating a joint stock company in Lebanon took between 12 to 49 days, and required 17 to 24 different trips, 21 to 25 separate forms, and cost $3,500 to $4,000 in fees to lawyers, notaries, and various state agencies.

The main regulatory obstacles to starting a business cited by the IFC study were the length of time and number of visits required; high registration fees; the inconvenience of trips and the quality of service provided by state agencies; “complexity”; and the difficulty of preparing documents for submission to the commercial registry.

For the new procedures to take hold, the government still needs to sign a Memorandum of Understanding with LibanPost, train employees in relevant agencies, and CommercialRegistry judges must accept the new application package.While the measures seem relatively uncontroversial, some remain skeptical about the government’s willingness to introduce even limited changes in a politically charged environment.

Lysandra Ohrstrom is a journalist on the Beirut Daily Star and a regular contributor to the Lebanon Examiner­

June 1, 2007 0 comments
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On the A380

by Richard Quest June 1, 2007
written by Richard Quest

It was the sort of invitation most people would avoid at all costs: ‘Please come and spend two hours flying on a plane that seats 550 – and end up where you started.’ But I could barely contain my glee! Of course I accepted. It was a ticket to ride on the Airbus A380 – nicknamed the Superjumbo– over the Pyrénées. I have covered the plane since its conception, but this would be my first chance to experience what flying on board the behemoth was actually like. I was not alone – 200 other international journalists were equally eager for the experience.

First, let me state the obvious. With its twin decks, this plane is big. Very big. In fact, it is enormous. The main deck seats around 350 people, like a Boeing 747. However, upstairs there is room for another 200. That is effectively an A340 on top of a 747! The aircraft is equipped with first class, business class and economy seating. I sit behind the wing in economy. It is a good choice. We lift off – very quietly for a plane of this size – and catch the crosswind.The wings’ ailerons waggle up and down in a demented state as the computers fight to keep the plane stable. It feels like a giant ocean liner on the waves. But then the take-off excitement is over all too quickly and we settle into an amazingly smooth cruise flight. The landing is similar –from the plane’s camera we can see ourselves crabbing towards the airport at Toulouse. Again, we ride the airwaves until we touch down.

So what makes the A380 so special? Is it the two grand staircases? The 15 lavatories? The elevator that can move carts between the decks? Or the fact that it can carry 550tons (considerably more than the 747)? It is all of these things and none of them. It is the fact that a new era of air travel is upon us and no one really knows where it will lead. At the moment the A380 is a flying white whale. With only 166 sold, it is a long way from making Airbus any money.

But Airbus’ chief salesperson says the plane is a‘game-changing aircraft.’ Airbus forecasts the market for very large planes at around 1,600 over the next 20 years and this plane should get at least 800 orders. Since airports are more congested and air travel is growing, demand for more seats between major hubs such as London and Hong Kong, or Singapore and Sydney will grow. That is where the A380comes in. (For the record, Boeing believes the Airbus numbers are all wrong, that the demand will not materialize, the plane will lose money and airlines will opt instead for their revamped 747-8 Intercontinental with a comparatively modest 470 seats.)

If airlines live up to their promises to put bars and lounges on board, the A380 could well become the standard for luxury in the sky. It could change the way people want to fly. Once the aircraft is in service on major oceanic routes, frequent fliers will want to be on board. On the other hand, with so many people on one flight, such irritations as luggage delays and congestion could cause some problems.

So will the A380 be a success? I know the arguments, and I still cannot make up my mind. We do not know yet. Perhaps history is our only guide; 30 years ago, people said exactly the same things about another plane. It was too big. There were too many passengers. To step on board was to tempt fate. That plane was the 747, which went on to sell more than 1,300 for Boeing and became the standard for long-haul flight. Of the A380 experience, I can say, however, that the flight was simply wonderful. To walk up and down the twin staircases, to visit the cockpit, to discover how quiet this plane could be – it was a joy for an aviation geek like me.

Because of Airbus’ appalling delays, this first flight was rescheduled many times. But I did not mind. I have now flown on the biggest passenger plane in the world. Unfortunately,I know it will be a long time before the rest of you get to share the experience. But I have seen the future, and it is big.

Richard Quest anchors CNN’s European morning editions of ‘Business International’, his own monthly interview show, ‘Quest’, and the monthly feature program ‘CNN Business Traveller’.­

June 1, 2007 0 comments
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Human development at last!

by Zafiris Tzannatos June 1, 2007
written by Zafiris Tzannatos

Not many international meetings close in an optimistic mood.The phrases “failed to agree” or “agreed to meet again” are mentioned far too often at the conclusion of such events.But last month’s meeting of the World Economic Forum was a bit different.

Convened in Jordan, the Forum brought together an impressive list of international and regional leaders at a time of economic boom in the Middle East. Bolstered by oil wealth, the region is enjoying a surge of confidence that can lead to an unprecedented change.

But economic confidence alone is not enough. The Forum discussions recognized that, despite the ongoing regional conflicts, a business-led transformation is taking place, one that is hurtling the region into the globalization process. And it was in this light that investing in education and reorienting efforts towards the creation of aK (knowledge)-economy were singled out as two the big“positives” for which to strive.

This recognition of education as a key driver for the future of the Arab world received massive material support from HisHighness, Sheikh Mohammed bin Rashid Al Maktoum, vice-president and prime minister of the United ArabEmirates and ruler of Dubai. He announced, as a personal initiative, the establishment of the $10 billion “Mohammed bin Rashid Al Maktoum Foundation that will be based in theUAE and aim to build a knowledge-based society throughout the region.”

Despite recent – and commendable – advances, the education record of the region remains disappointing. This is only in part due to the neglect of female education. Another reason is that men may not be tempted to study beyond the point that is required for a public sector job. At universities in some GGC states, there is only one male student for every three female students.

Education alone will not solve the problems of unemployment nor will it necessarily accelerate the modernization of the regional economies. The 14% regional unemployment rates quoted at the Forum are not the result of lack of education or jobs – the presence of the many working expatriates attests. Quite simply education is not something that can bear fruit if there are no incentives or a vibrant economy.

Here is where the Foundation can make a difference, that is, in addition to its focus on education, to help clarify theK-economy vision for the region. In simplified terms, there are two polar approaches for the K-economy: the “enclave”approach that basically buys knowledge, technology and human skills from outside while the nationals work for government and have exclusive business licenses or hold work permits for expatriates.

A more dynamic, and more appropriate, approach is to go for an “innovative society”, a vision that would foster and rely more on local entrepreneurs and less on the government to act as the employer of the last resort or protector of monopolies. The innovative society vision encompasses a dynamic (not license holding) entrepreneurial environment, an efficient government, ability to use and capitalize on technological advances, attractive employment opportunities and a good work environment.

The Foundation’s objectives are in line with the creation of the more promising “innovative society” vision. In addition to education, the objectives include broader knowledge development, the establishment of research centers, support for scholars and intellectuals, and leadership programs for young people in government, non-governmental organizations and the private sector.

What needs to receive equal recognition and attention is that, compared to top-down approaches, the private sector has an important role to play in facilitating the evolution of Arab culture and promoting the role of the individual as an innovator and agent in the region’s development.

Within this context, education needs to be made more responsive to the needs of the modern global workplace. It should impart entrepreneurship, create a willingness to learn from failure and tolerate failure in others, as well as instill a sense of meritocracy and “mutual responsibility” between the state and its citizens (instead of the single responsibility of the state towards the citizen).

The Foundation’s endowment has been hailed as “the biggest in the Islamic world”. It therefore presents a unique opportunity to help define a dynamic vision for the region.It can contribute to the reinvention of the whole education system around the highest international standards, not just enclave international schools or changes in the curricula compared to the more challenging change of minds. It can help build a vibrant environment for businesses, offer rewards and, in turn, benefit from the productive employment to nationals as well as attract firms and people from allover the world.

Professor Zafiris Tzannatos is advisor to the World Bank and former Chair of the Economics Department at AUB. The views expressed are his own and don’t necessarily represent those of the World Bank.

June 1, 2007 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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