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Economics & Policy

What goes down…

by Faysal Badran February 1, 2005
written by Faysal Badran

Over the past few months, there seems to have been excessive but not unusual focus by market commentators and, to some extent, mainstream Wall Street strategists, about the dollar’s direction. In Lebanon, a highly dollarized economy, the issue has also been on the forefront as many Lebanese gauge their wealth in dollar terms. Those who have not diversified their liquid assets have seen their purchasing power halved vis-à-vis the euro, and the drop has been especially painful for importers of European goods.

This focus appears odd, since most of the large decline in the greenback started in early 2001 and has run nearly 40% against the euro (30% in Dollar Index terms). While the fundamental backdrop continues to be unkind to the dollar, there are some signs that in the immediate future, the drop may have reached a point of exhaustion of sorts. The overwhelming fiscal deterioration, the gradual erosion of federal re-flation attempts and ensuing poor maneuverability of monetary tools to the massive debt overhang, and the weak perception of US policy abroad are all well known fuel agents for the multi-decade bear market. And in some respect, a case can be made for the secular decline to continue well into the early part of the century, but for the near term, a different set of dynamics, more relevant for gauging trajectory at inflection points are telling a different story.

The short dollar trade from a technical perspective is crowded. The consensus is greatly leaning against the US currency, reaching only 4% of Bullish Sentiment according to Market Vane, and nearly all major media vehicles are writing the dollar’s epitaph. There is no real new dollar crisis, just a continuation of policies that do not favor the Treasury’s “strong dollar policy” dogma. But the acceptance of the dollar’s decline has become too widespread, and to some degree, this asymmetrical market situation will need to be corrected. With yield spreads converging on a 10 year note basis between the dollar and euro, there is room for the dollar to move up, in a countertrend fashion. Such moves can be brutal, especially since they mostly happen in a backdrop of continued “bad news.” The consensus view of how to solve the burgeoning US trade deficit gives the falling dollar a key roll. This view follows traditional economic theory, which supposes that a fall in the value of a nation’s currency, relative to the currencies of its trading partners, will eventually improve the trade balance of that nation. Alan Greenspan, the Chairman of the Federal Reserve, has made this argument. Early in 2004, he said: “The currency depreciation we have experienced of late should eventually help to contain our current account deficit as foreign producers export less to the United States.”
 

In the chain of reasoning behind this theory, the falling dollar presumably affects the trade balance in two different ways. First, as the value of the US dollar falls, the value of foreign currencies will rise; consequently the US dollar price of imports will also rise. Since, as a general economic principle, higher prices should reduce demand, the level of imports to the US should fall. And as demand for higher-priced imports falls, the US trade deficit will improve. Greenspan’s comment refers specifically to this effect. As a corollary of this, the higher price of imports will stimulate demand for equivalent goods that are produced domestically (so-called domestic substitution, such as buying US produced wine instead of imported wine).

Second, in the traditional theory, the lower dollar will also improve the US trade balance through the export side of the equation. Just as imports will become more expensive because of the lower value of the dollar, US exports will become less expensive in their foreign markets. And just as higher prices should curtail import demand, the lower dollar prices of US exports should stimulate demand for US made goods and services in foreign markets. In theory, through the intermediary of the lower dollar, the combination of higher prices for imports here and lower prices for US exports abroad will gradually bring down the huge trade deficit.


The US dollar has indeed fallen in value – for over two years now – but in reality how effective will this prove in improving the nation’s trade balance? Beginning in early 2002, the dollar had a value of about 117 (the US Dollar Index), measured against a group of major foreign currencies. It now stands at about 85, a decline of nearly 27%. Half of this decline has occurred since early this year, when Greenspan made the comment quoted above. A decline of this magnitude and over this length of time should certainly be sufficient to see whether the lower dollar has begun to have the desired effect of increasing US exports and decreasing imports.

To estimate the effectiveness of the lower dollar, we can compare the level of exports, imports, and the trade deficit in March 2002 with the most recent figures available when this was written. Over this time period, exports have increased 21% while imports have increased 35%. The monthly trade deficit itself has increased 70%, from $31.5 billion in March 2002 to $54 billion in August 2004. In other words, while the lower dollar may certainly have helped to increase exports, its effect on imports contradicts theoretical expectations, as they have grown even faster than exports. The result is a mushrooming trade deficit that expands even as the dollar falls. The situation not only runs counter to theoretical expectations, but to Greenspan’s expectations as well. One can only wonder what might be wrong with the theory.

When reality contradicts theory (whether in economics or another science), the source of the problem often lies in the assumptions that a theory makes about reality. In this case, traditional theory assumes that the value of our trading partners’ currencies float against the dollar. That is, the values of currencies are relative to each other: when the dollar falls in value, foreign currencies should increase in value relative to the dollar, and vice versa. But the real world is different. The value of some currencies does rise and fall against the dollar. However, the value of other currencies, notably those of some Asian countries, is either tied directly to the level of the dollar (a so-called hard peg) or tightly controlled relative to the dollar (a so-called soft peg).

For Lebanon, the collapse of the dollar has meant, along with lower rates, less pressure on the Lebanese Pound. Some pundits argue that had the dollar been too strong, some pressure on the local currency might have materialized. It is key here to remember that the low inflation/low interest rate environment in US has been a positive factor on monetary stability in Lebanon.

It is also relevant to note that in fundamental terms, the euro, Swiss et al, are not exactly safe havens when you consider the sticky unemployment and structural imbalance, not to mention immigration headaches. So while dollar bears, rightly, pound the table on poor US ingredients and misguided monetary chefs, a lot can also be said about European macroeconomic influences. Germany, the engine of Europe, is stalled in most statistical measures, and unemployment refuses to drop below 10%. The European central bank is caught in the straightjacket of inflation fighting and simply watches as the deflationary impact of a massive upward move in the euro hits home.

The blend of overdone technical factors and overly telegraphed risks make the dollar worth watching on the upside. Long term dollar based investors may want to look at decreasing their holdings in non dollar zones from a purely tactical perspective. The natural caveat to this scenario, which seems to point to a possible 15% up move in the dollar, is a sudden geopolitical event, or a negative systemic even in the US financial market, such as a large failure or a sharp dislocation in fixed income markets.

Here it is worth noting that the degree of complacency prevalent toward the euro (and most other major currencies) has an analog in the stock and junk bond market. The stock market euphoria goes unabated, still punch drunk from election fantasies, and junk bond spreads have narrowed to dangerous levels. It is possible for an asset market correction in the US to coincide with a dollar upswing, but only temporarily. If the secular bear in stocks returns with a vengeance, the dollar swoon would take on a new, more violent form.

In the meantime, a high degree of caution should be used when considering non dollar investments, as 2005 could be the year of the greenback bounce back. For the Lebanese trader, it seems some relief is on the way, and for investors, a chance to exit the dollar appears on the horizon in the year ahead.

February 1, 2005 0 comments
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Society

It ain’t easy being green but industry is adapting

by Tarek Zein February 1, 2005
written by Tarek Zein

Last month saw two major local cement producers, Holcim Lebanon and Cimenterie Nationale, both acquire an ISO 14001 accreditation – the International Standard Organization’s guideline for environmental management tools – and later announce that they planned to invest more than $5 million over the next five years and $15 million in the next four years, respectively, for the amelioration of the environmental performance of their plants in Chekka, an area blighted by environmental problems.

In fact, since 1996, Lebanese industrialists have plowed more than $250 million into safeguarding the environment. The simple truth is that a sound environmental policy enhances productivity, reduces operating costs, improves sales, bolsters marketing efforts and creates a better working atmosphere. What is even more surprising is that Lebanese industrialists have taken the hint. “In our case, our $30 million investment in environmentally friendly equipment, which we have installed over the past 10 years, has allowed us to pollute less,” said Pierre Doumet, chairman and CEO of Cimenterie Nationale. “And since we are not polluting, this means that we are not tossing dust in the atmosphere, and dust is essentially production as it is either our raw material or our end product. Thus, instead of polluting our atmosphere with our end product, we are now recuperating it, recycling it and becoming more effective. It is a virtual cycle,” said Doumet, whose company exported 40% of its 1.6 million tons of cement produced in 2004.

There are currently nine companies in Lebanon that are ISO 14001 certified, with over 15 others set to get it, including Sibline, another local cement company. There are a further 12 companies working on cleaner production processes and over 40 others implementing an Environmental Management System (EMS) without being ISO certified. Nearly all of these environmentally friendly companies utilize their ISO 14001 certification and EMS.

“It is a means to enter into foreign markets and sell to consumers that opt for products that have not damaged the environment,” said Fadi Abboud, president of the Lebanese Industrial Association. However, Cimenterie Nationale is one of the few that went for the ISO 14001 certification for ethical and marketing reasons. “We decided to acquire the certification because the Lebanese tend not to believe their own people and we were continuously being accused of killing people by polluting. So we thought it would be better to have an international body to back our work for protecting the environment,” said Doumet who added that the certification was granted by the auditing department of the Association of German Cement Manufacturers. This new environmental trend within industrialists is likely to exponentially grow as it is the fruit of a decade of work orchestrated by a special environmental committee integrated within the Lebanese Industrial Association (LIA) – which is in direct partnership with the ministry of environment.

The environmental committee was created in 1994 with sole purpose to study the best environmentally friendly policy the industrial sector should adopt and then implement it. And when the committee found out in 1998 that ‘cleaner production’ was the best policy to espouse, it has since been working on helping companies throughout Lebanon understand the benefits of being environmentally friendly as well as drafting a common strategy that would make Lebanese industrialists abide by the international environmental standards and laws while making them more competitive. “We are planning to finish the final draft of this common strategy by February. It will explain what laws and standards to opt for, how to enforce the strategy through economical rewards by describing what should be the stick and the carrot for industrialists and how we will deal with industrial waste,” said Hisham Abou Jaoude, the secretary of the LIA’s environmental committee. “It will also include certain requests directed towards the Central Bank as well as the government.”

Changing the status quo

According to Abou Jaoude, one of the main problems hindering the adoption speed of EMS is caused by the lack of soft loans and the allocation of money for environmental purposes. “If I was to go to a bank and request a loan in order to implement EMS, the banker would simply stare at me astonishingly, as if I was insane,” said Abou Jaoude, “and we want to work with the Central Bank to find a way to change this mentality and help reduce interest rates on loans related to the environment.” A United Nations Environmental Protection (UNEP) study clearly illustrates the financing problem in Lebanon by stating that it is not beneficial for a firm to implement EMS or introduce cleaner production processes if loans are shadowed by an interest rate above 5%. “One of the main problems for small and medium sized (SMEs) companies is to find cash to invest in environmental policy and machinery. If you look at it coldly as an investor, maybe you don’t get an internal rate of return that warrants the investment purely on financial ground, but believe me it is still rewarding and is hugely satisfying on many other levels,” said Doumet.

Setting the bar

Being environmentally friendly has become a good benchmarking tool worldwide because if a company is reducing its waste, then it is also reducing it cost, which in turn makes the business more effective – due to the utilization of BAT (Best Available Technology) – and competitive. However, SMEs have a clear disadvantage in adopting environmentally friendly policies due to tough access to cash. SMITE, a Mediterranean information web-based node for the SMEs, will help improve competitiveness of SMEs through IT-based environmental business planning – a new tool that is expected to re-orient production processes, products and services; ensure and consolidate efficiency, quality, occupational health and safety and environmental performance; and increase productivity efficiency by reducing environmental burdening. The multi-party project will support SMEs of the food, textile and hotel sectors with up-to-date tools and access to environmental information.

Industrial Waste

“The common strategy drafted by LIA’s environmental committee plans to solve up to 70% of all national industrial waste through an intra-industry solution,” said Abou Jaoude. As an example, in 1994, the Ministry of Environment ordered Sidem, an aluminum production company, that it should treat the liquid waste that was polluting the shores of Kesrouan by purchasing a treatment plant. After investing $750,000 and being reassured by the ministry of environment that the sludge that will be produced by the treatment plant will be stored in a safe location, Sidem employees were ready to re-activate the plant. However, one problem emerged: the ministry of environment had not found a location to store the sludge and the treatment plant remained silent till 2004, when Sidem found a solution to their problem by entering into talks with Holcim Lebanon. After running several tests, Holcim discovered that the sludge that was produced by Sidem could be used as a raw material, allowing the environmentally friendly treatment plant to run. “This is the kind of intra-industry environmental partnership we want to introduce by setting a bank for industrial waste. And later on, we could also find solutions that would allow the industrial sector to solve household waste,” Abou Jaoude added. Abboud, who has been constantly pushing for the adoption of environmental policies, believes that all the steps that have been taken by his association and companies are a good start for the country’s environment. However, many problems are still widely present. “At the moment it is so very expensive to recycle in this country hence you would see whenever you are driving near the port of Beirut hundreds and hundreds of trucks filled with aluminum, steel, brass and copper because we cannot afford to recycle them if the ton of diesel is $400 and the ton of fuel is $500,” said Abboud. “All solutions with the environment start with industrialists because if we recycle what we should be recycling, then half of our problem would be solved. The government needs to understand this and lend us a firmer hand.”

What is ISO 14001 and EMS?

ISO 14001 is a standard in the ISO 14000 series that provides a specification for a complete and effective EMS. As a specification standard, it can be used as an audit tool, to evaluate whether an organization has a complete EMS in place. ISO 14001 specifies the elements and tools that must be in place for an EMS to be complete and effective.

These tools can provide significant tangible economic benefits, including reduced raw material/resource use; reduced energy consumption; improved process efficiency; reduced waste generation and disposal costs; and utilization of recoverable resources.

An EMS is a structure of connected elements that define how an organization manages its environmental impacts. These elements include policies, organizational structure, procedures, goals and objectives, and defined processes. In order to be effective, all of these various elements must work together cohesively and be a part of the overall business management system.

What EMS elements are required by ISO 14001?

ISO 14001 states that a comprehensive EMS must include the following elements or activities:

– Establishing an environmental policy

– Establishing environmental objectives and targets and implementing plans for meeting these

– Evaluating environmental aspects and impacts

– Identifying regulatory requirements and evaluating compliance with requirements – Defining roles and responsibilities

– Identifying and providing necessary training

– Communicating effectively

– Documenting processes that affect environmental impacts

– Controlling parameters that affect environmental impacts

– Evaluating which suppliers’ goods and services affect environmental impacts

– Preparing for emergency situations

– Monitoring and measuring critical environmental parameters

– Initiating corrective actions when problems occur

– Maintaining environmental records – Auditing the EMS

– Evaluating and reviewing the EMS to ensure it is effective, suitable, and adequate for your organization.

Does ISO 14001 set emissions or discharge limits?

Absolutely not. ISO 14001 helps organizations to develop and implement their own, unique environmental management system. You set your own policies, determine your own objectives and targets, and define your own procedures. Then your systems help you to meet your policy and objectives. ISO 14001 tells you what elements need to be in place; you decide exactly how to define and implement those elements.

What kind of organization can use ISO 14001?

ISO 14001 is intended for any kind of organization – business, school, hospital, non-profit, etc. – that wants to implement or improve its environmental management system. It applies equally well to both service and manufacturing organizations and to both non-profit organizations and for-profit businesses. ISO 14001 provides plenty of flexibility to do what’s right for your own unique organization.

February 1, 2005 0 comments
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Business

Menajet ready for takeoff

by Anthony Mills February 1, 2005
written by Anthony Mills

Menajet, the new, low-cost Lebanese charter airline, is billing itself as the vanguard of no-frills charter business in Lebanon, a challenge that menajet’s chairman and general manager, Riad Mikaoui is confident the airline will meet, but, he admits, his line of work is not the easiest, given current regulatory restrictions. However the company has solid shareholders and is actively seeking commercial alliances with Europe and the Gulf that have eased any local pressure.

The new airline has to operate under the draconian rules imposed on the air travel sector by the government to protect Lebanon’s Middle East Airlines (MEA), which has an exclusivity clause that ensures that no Lebanon-based airline apart from MEA can be registered as anything but a non-scheduled charter airline. The bottom line is that menajet is prohibited from selling, or even advertising, directly to the public. Instead, it can only sell tickets as components of packages through travel agencies and tour operators.

Come fly with me

“We are trying to serve unserved destinations,” explained Mikaoui, who is a pilot himself and, ironically, was a former senior executive at MEA before taking the controls at menajet. “In doing so, we are trying to bolster tourism and helping the Lebanese public by creating greater interconnectivity. Beirut airport could serve six million passengers. Now we’re barely serving a million. And unless the destinations not being served are served, we will see no improvement. But we’re not being allowed to compete. Syrian Arab Airlines operates, like us, between Brussels and Beirut, and Germany and Beirut. They are competitors. But we cannot compete because we cannot sell or advertise,” said Mikaoui, adding, “Lebanon is supposed to have an ‘open skies’ policy. But in effect it is a regulated ‘open skies’ policy.”

Menajet, which cost $15 million to set up, is currently losing half a million dollars a month. This, insists Mikaoui, is a “sustainable” loss as his aircraft are all flying. Mikaoui said that menajet shareholders had been prepared for the constraints governing the sector in Lebanon, were aware of the development cost involved in creating direct links to unserved destinations, and would accept initial losses. Nonetheless, they are robustly lobbying the Lebanese government to relax the rules and allow the company to become more competitive.

“We hope that sooner or later we will at least be allowed to operate on a scheduled basis, through advertising and direct selling,” Mikaoui said, “because no airline can start up in Lebanon and succeed under the current conditions.”

Another source of uncertainty for the airline is a rule stipulating that non-scheduled Lebanese-registered charter airlines’ permission to fly be renewed by the government every two, four or six months. “If tomorrow the government says we’re not renewing it, our projections fall flat. Permission must be secured well in advance and protected if a charter airline is to develop,” Mikaoui said. He said he didn’t think the MEA exclusivity decree was politically motivated, but rather a response to the then dire financial state of publicly-owned MEA. “Now the situation has changed,” he said. “MEA is in good health. There is no reason for exclusivity anymore.” The exclusivity clause protecting MEA is valid until at least 2011 and despite the high-level lobbying there has been little indication that is going to change.

Forging alliances

“It will be difficult to survive, but not impossible,” Mikaoui asserted. “We have great hopes that the circumstances will change because there is pressure coming from Europe, especially since a European-Arab ‘open skies’ policy is set to come into effect in 2006.” In the absence, though, of any immediate progress on the lobbying front, menajet is expanding the breadth of agreements with Lebanese and foreign tour operators, especially in Germany, Belgium and France.

“The problem, though, is that sometimes airlines and tour operators don’t have the same priorities,” complained Mikaoui. “There are certain offers and packages that we would like to develop but can’t. We constantly have to make sure that the packages offered by the tour operators meet the minimum cost requirements of the flights.”

In Europe, menajet has struck a cooperation agreement with German-Lebanese tour operator Middle East Europe, which is based in Berlin but also has offices in Belgium. Other accords may be in the pipeline.

“I learned today that Thomas Cook is interested in talking to our agents in Belgium to see if they can sell menajet flights from Brussels to Beirut,” noted Mikaoui, “and I have also learned from our agents in Berlin that there may be some contacts with TUI, the biggest tour operator in Germany.”

Menajet has also sent a delegation to France and Belgium, to discuss with travel agents and tour operators ways of improving sales of packages involving the airline. In Lebanon, menajet has struck an accord with travel and tourism heavyweights Nakhal, but is also talking to Wild Discovery, Kurban Travel and Anastasia Travel about possible future collaboration. For the moment, menajet is operating flights between Beirut and Aleppo in Syria, Charleroi in Belgium, and Berlin. A one-way ticket to Aleppo costs $45, a round-trip $90, and a roundtrip with two nights in a hotel will set you back $150. The packages incorporating the flights involve a stay in Europe or Lebanon of up to three months, and are advertised in newspapers.

The bottom line

For the moment, menajet operates one aircraft – an eight-year-old Airbus 320-211, which seats 155 passengers. The aircraft has been leased from a sister company of Europe-based Airbus, at a current cost of about $250,000 a month, excluding maintenance. The airline needs to book at least 120 passengers on a round trip flight to break even on the flight. On the day Mikaoui spoke to EXECUTIVE, the menajet flight scheduled to arrive from Brussels had only 40 passengers booked.

“As an unscheduled charter company, we deal with seasonal travel. That doesn’t generate enough business for us to be expanding and introducing more and more aircraft,” said Mikaoui. “Financially, it would be possible to introduce more than one or two aircraft. But we would have to find the destinations and then be able to sell tickets and advertise the destinations.” The earliest any business growth might conceivably allow for the introduction of another aircraft is the summer of 2006, Mikaoui said.

In preparation for this summer, and in addition to the destinations in Belgium and Germany already served last year, the company has set its sights on Bahrain, Egypt, Italy combined with France (two destinations), Spain (two destinations), Greece, Turkey, Denmark and Sweden – wherever it thinks there is demand. It expects a flight schedule totaling 200 to 250 hours a month, or about seven hours a day. This schedule will, Mikaoui hopes, allow menajet to break even for 2005, and possibly even make half a million dollars. “And if tour operators are willing to sell packages to or from London’s Stansted Airport, we’d open up a flight between Beirut and there as well,” he remarked.

As a no frills charter airline, menajet has to ensure costs are kept to a minimum. It employs as few people as possible and serves tickets in only one class. “We have qualified employees operating a one-man department; we are going to try to sell as much as we can through the internet to avoid having offices; we subcontract all our services; and we deal directly with our agents,” said Mikaoui.

The road ahead

Internet purchases, too, are governed by the MEA exclusivity decree. They can only be offered through an online booking service in conjunction with a tour operator or travel agent. Mikaoui said arrangements were being made with menajet’s agents to begin internet sales of packages involving the airline within two months.

“The demand from Europe to Lebanon is there,” said Mikaoui, “particularly from the unserved destinations. I have tour operators in Hamburg and Hannover who want flights out of those cities. Agents in Hannover want 10 to 15 flights this summer. Berlin wants an additional flight. What we are trying to do now is develop travel from Lebanon to Europe.”

This effort is being hampered by visa restrictions on Lebanese, which intensified since the events of 9/11. “The restrictions are not an insurmountable obstacle, but they will take time to overcome,” proclaimed Mikaoui guardedly. He said advance planning for any packages as well as the lobbying of European embassies would help.

But there is far less menajet can do about the decline of the dollar against the Euro – something that has rendered a trip to Europe financially daunting for Lebanese tourists. Nonetheless, for the moment only 20% of menajet passengers are Europeans. In an effort to entice more Europeans to Beirut, menajet is trying to promote the Lebanese capital as an enjoyable stopover on a trip to the Gulf – especially Dubai, which already well publicized as a tourist destination for Europeans – and is also offering juicy packages and highlighting the advantages of a direct flight.

An increase in European passengers would benefit menajet in its quest to break free of seasonal confines because, in contrast to Arabs, Europeans tend to travel all year round, Mikaoui said. Menajet’s high season is June to October. In another revenue-seeking venture designed to offset the difficulties associated with Lebanon’s MEA-favoring regulation, the holding company of menajet is hoping to become a shareholder in subsidiary companies of a new $20 to $24 million airline to be created by the government of Ras al-Khaimah, the smallest emirate in the UAE.

“We already have agreements. We are working very hard to start the project. The studies are in place. We will be involved with management, development, expertise, transfer of know-how, maintenance, operation and may own shares, possibly within subsidiary companies,” said Mikaoui. Tens of millions of dollars would be spent on the subsidiary companies involved in maintenance, operation, cargo etc, he said.

“Don’t forget that menajet’s shareholders [which include the speaker of Kuwait’s National Assembly, Jassem al-Khurafi, as well as a number of finance houses and holding companies from Bahrain and Saudi Arabia] are from the Gulf Cooperation Council (GCC) countries,” Mikaoui added. “They are not just interested in Lebanon.”

February 1, 2005 0 comments
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Finance

Q&A: Semaan Bassil

by Executive Staff January 1, 2005
written by Executive Staff

E: Byblos Bank today is very active in addressing new markets. What are the most important developments and what are the reasons behind them?

Three years ago, the bank set up a strategy to start focusing outside of Lebanon, because the economy of Lebanon is small and our bank is big compared to the size of the economy. Last year, we opened a bank in Sudan and have been doing very well together with our partners, the OPEC Fund and the Islamic Development Bank. Also, over one year ago, we applied for a banking license in Syria. Since the country is opening up slowly, we only got the approval to set up there in October 2004. In the meantime, we’ve been preparing ourselves, conducting training and putting systems in place to be able to open in Syria by the first quarter of 2005. Then we very recently got the approval to open a Rep Office in the United Arab Emirates. In addition to that, we have been looking very seriously for the past year at two new markets. We are working on two different countries and are still deciding in which to open a bank first. Basically, we are implementing what we set as a strategy plan a couple of years ago, in terms of expansion for risk diversification and profit stability and diversification.

E: Does this expansion connect closely to your work in Lebanon?

The base of our expertise for the regional expansion will come from Lebanon and our focus in Lebanon has always been to continuously implement best banking practices, including corporate governance and Basel II requirements. Our benchmark in terms of international best banking practices is not the Lebanese market but the EU banking community.

E: What led you to orient yourselves so explicitly on European banking standards?

The reason why it has always been our concern to benchmark with the international banking community is that we already have a presence in Europe. As we follow these best banking practices in Europe, they are not something new to us. But while we are present in Europe, our activities there are limited and very specialized, making it important to have the same best banking practices at our head office. Today, the head office here is implementing all the best banking practices in Europe. We continuously bring in consultants, on information technology, organization, audit, etc. You have to follow international banking rules if you want to be involved in international business today, to be accepted in the international community and be in the club.

E: Do you see yourself as being a role model for other Lebanese banks in this regard?

We are role models in different areas. Whenever we buy an important package or an important system other banks are interested to follow suit, because we have already done the due diligence on this product. There can also be a synergy for other banks because they could benefit from the support. I can give you an example: we acquired a core banking computer system called Globus from Temenos. It is a number one selling banking system in the world today and we are the model because we have implemented the system throughout the bank. We have become like a regional center in receiving all interested banks who visit us here to see how we have implemented it. Also for our Human Resources system, we just now signed with the suppliers of the number one HR system in the world, Peoplesoft. Other big Lebanese banks are following suit and also interested. A lot of suppliers know if they get through Byblos, others will follow.

E: How do you see your role vis-à-vis the community? What makes Byblos Bank important to the Lebanese?

Traditionally and throughout the war, banks used to lend against real security. When after the war everybody had needs to renovate their house, buy a car etc, Byblos was the first to propose long-term residential mortgage loans, car loans, and loans to small businesses. Today, we have 20% market share in the Kafalat loans, which go to small businesses at very low rates. In car loans, retail loans, and housing loans, we were the first to take the risk to create and launch these products and today still have the largest share in the market.

E: It is correct then, that Byblos is known as a bank with emphasis on the retail market?

We also built credibility with international lenders. In order to lend long-term, we needed to raise long-term funds. For example, we are the largest borrower from the IFC, the only user of a fund from the European Development Bank, and the only borrower in Lebanon from the Agence Française de Developpment; we are clients of the OPEC Fund, of the Islamic Development Bank. The credibility we built with international agencies also opened the door for these lending agencies – they asked me to go to Madrid to make a presentation on the benefits of EIB loans to Lebanon, because we have been the most active and professional in packaging and correcting the loans. What are the benefits of that for the country and our bank? When we decided to go to Sudan, a country that is emerging and needs funding, it was very easy for us to convince the OPEC Fund and Islamic Development Bank to come with us. It is a way for us to bring these regional and international financial partners with us into new countries to expand.

E: Does your outreach also extend to non-banking activities?

In terms of community involvement, we try as much as possible to attract the non-resident Lebanese, who are actually an important part of the Lebanese economy. So we have been launching products like the housing loan for expatriates. We try to bring the expatriate community back but also help the country in history, art and culture. For example, Byblos Bank co-sponsored excavations in Saida with the British Museum and sponsored a book, which traces the archeological findings of Lebanon over the last ten years.

E: Could you encapsulate your vision for Lebanon?

We have been making money in this country. In order to make more money, we have to help the country in terms of improving the standard of living. In a poorer community, we will not be making money. We cannot make money only on a limited wealthy segment. If you have a bigger middle class, you can make more money. Our bank also is not short-term oriented but long-term oriented. We have as much as possible put pressure on the government so that they would take action, because politics here have been affecting the economy and economic growth a lot. If there is no economic growth, we cannot lend more or make more money and businesses will fold. In terms of business lobbying, we have been putting pressure on the government not just to criticize them but for them to improve. I don’t know how successful we have been.

E: When Byblos decided to open in Sudan, was there a special affinity involved?

When we knew that Sudan was going to open up, we knew we could add value there because there were no foreign banks and the local banking sector is very small and under-capitalized, with little professionalism. Instead of going to Canada or America, we can add more value on Sudan and make more money. But what is very important is that in Sudan we compliment the local banking sector and do something that other banks cannot do. We are 100 % Sudanese bank under local law and want to act as a Sudanese bank, not as a Lebanese entity. Sometimes foreign banks can upset a local banking sector and we are very sensitive to these issues.

E: Does this sensitivity reflect your experiences of being a local bank in Lebanon facing the behavior of multinational banks pushing into the country?

Yes, of course. We learned from them not to repeat their mistakes. But we cannot generalize – these were not all of the foreign banks. If the foreign competition is healthy, we respect it. We have not been bothered by foreign competition as such but by certain attitudes that we would like to not have when we go to a foreign country.

E: You have grown up with Byblos Bank. How does it affect and shape you as a person to grow up with a bank? Did you want to be a banker since you were able to walk?

If you decide to do something, you got to be the best in doing it. Otherwise, don’t do it. Having been brought up in a banking environment where my maternal grandfather was also a banker helped me a lot to be interested in that field. I never thought about doing anything else.

E: How do you feel about building a banking dynasty? Is that something that you aspire to, or see your family as having done already?

I am more interested in building an institution. This is my number one priority. We know that our achievement – whether it was my grandfather, my father or myself and hopefully my children if they want to be in banking one day – is that the bank will remain. We do help to put the systems in place to make sure that the institution will continue to survive and our satisfaction is to be able to have been contributing in making it strong and not only a local institution but as a regional institution.

E: If a business wants to grow, it needs to be hungry. Byblos Bank wants to grow. Where does your hunger come from?

The hunger for always being careful and always being ahead of the others comes from looking outside, from looking at the best and the best banking practices, which we don’t have yet.

E: How do you implement leadership in your organization?

The challenge is to create an internal system that when such a crisis happens, there is a check and balance somewhere. That is why we are the only bank to have set up and independent audit committee that reports to the board of directors, not to the chairman. This external audit committee has been very active and has only been in operation for the last six months. But we even now brought in a consultant to make an audit of our audit people, to see whether they are doing a good audit. This openness has been imprinted throughout the organization by both my father and grandfather and it has become a culture.
 

January 1, 2005 0 comments
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Business

Static or democratic?

by Michael Young January 1, 2005
written by Michael Young

The writer Samir Kassir recently published an essay in French titled, “Considerations on the Arab Misfortune,” in which he opened with a laconic phrase: “Is there any need to describe the Arab misfortune? A few figures would be enough to reveal the gravity of the impasse in which Arab societies are blocked.” He observed that what was unusual in this misfortune was how it was “felt even by those who, elsewhere, would be seen as having been spared [misfortune] … which has taken hold in terms of perceptions and feelings.” The year 2005, because of several possibly dramatic deadlines, will arguably be that in which the Arab world can go in one of two directions with respect to open societies: toward their decisive embrace, or their indefinite postponement.

In late January or February, if things go well, Iraq will hold a much-anticipated election that has all the makings of a seminal event, but also the potential to divide Iraqis along sectarian lines and spur a bloodbath. The success (or failure) of the venture will make or break America’s declared ambition of using Iraq as the lynchpin for regional democratization, amid general skepticism (much of it ill-willed) that the Bush administration can succeed. In early January, the Palestinians will hold a presidential election to choose a successor to Yasser Arafat. While less momentous for the region than the Iraqi poll, the event will determine whether Palestinian society can shake off the kleptocratic rule of many in the “old guard” and select a leader with enough legitimacy to take control of the INTIFADA, engage Israel in negotiations and make concessions if or when necessary. In that context, the popular favorite must surely be the imprisoned Marwan Barghouti, who, upon Arafat’s death, saw himself upgraded to the role of “Palestinian Mandela.”
 

A third episode, or trend, to follow is the progress of various regional reform projects floated in 2004, all aiming to liberalize societies, make governments less stifling and place states on a track to genuine economic and social development and the fair redistribution of capital, while building up institutions to protect an array of rights. Among the things to watch out for is progress in the G-8 reform plan passed at the Sea Island summit, but also the so-called Alexandria document reached by civil society representatives in Egypt early in the year.

A fourth and more general development will be the reactions of other Arab societies to the first three, in particular to those changes brought about by Arab will as opposed to Western writ. Iraq’s elections, in particular, have the potential to be perceived regionally as an Arab affair if the results lead to national unity, greater representativeness and stability. The Palestinian election will be more complicated, as it will resume calls for Palestinian legislative and municipal elections to buttress a more legitimate leadership, but one also, perhaps, one that would support a more hard-line approach to Israel.

In all cases the role of the U.S. will be paramount. The Americans are in the untenable position of backing a democratic Iraq while appearing to sanction the denial of full democratic rights to the Palestinians. More specifically, the Bush administration, while supporting Palestinian elections, also seeks to shape them so they might not advantage Islamists and those most opposed to a settlement with Israel. Their fear is not of an anti-democratic pronunciamento, but of the permanent continuation of the armed struggle. However, how convincing is an argument that says “yes” to Iraqi elections but “we’ll see” to Palestinian ones?

The regional democratization impulse will be tested by two contrary tendencies: the possibility of growing American disinterest in Middle Eastern democracy if the Iraqi situation remains difficult to manage; and refusal of Arab societies to consider how an American presence in their midst might help them, directly or indirectly, loosen the power of states over their own citizens.

With the arrival of Condoleezza Rice at the US State Department, it is likely that democratization will mostly be a function of what US President George W. Bush desires. Rice, who has for long advocated a realist approach to foreign policy, has shown no real proclivity to advance democracy, and unless pushed, she is unlikely to concern herself with more than managing reform efforts while leaving the edifice of Arab autocracy largely intact. Conversely, there seems little hope that Arab civil societies will in their majority take the Americans up on their democratization promises. There has indeed been a response to the G-8 reform project from Arab civil representatives, in the context of the plan’s Forum of the Future, a sort of latter day Helsinki framework to allow an ongoing dialogue on reform between the Arab world and the G-8. However, only an Arab minority is willing to engage the West.

These are the dilemmas for 2005, and they bode ill for future regional democracy and open societies. Yet, rarely in the region’s past has the stimulus for democracy been as powerful and the illegitimacy of old-line Arab leaders so patently recognized. Arabs will have to choose: Do they want democratic reform to succeed, even if America’s hand is partly behind it, or do they prefer to harp on their independence and perhaps see all hope of domestic change evaporate as the democratic superpower sails home?

January 1, 2005 0 comments
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Finance

Banking Voices – Size still matters

by Executive Staff January 1, 2005
written by Executive Staff

Georges Abou Jawdeh: President, Lebanese Canadian Bank

E: After encouraging developments on the interest rate front, Banque du Liban has once again adjusted the rates upwards. In such an environment, how can the banking sector develop a more efficient corporate and retail lending culture?

Following the Paris II meeting for donor countries to Lebanon and the Lebanese banks’ contribution of $4 billion at 0%, interest rates on credit accounts in Lebanon dropped. And as of January 2004, the banks started to revise their interest rates on debtor accounts, to be more competitive, particularly on the regional market, where interest rates are lower. It is imperative for us now to revise the costs of funds again: in order to encourage lending, banks must reduce the price of lending. At present, we are at a significant disadvantage, internationally speaking.

Just to give you an example, banks are paying between 2.5% to 4.5% interest rates on US dollar credit accounts. Abroad, the rates are at 0.5%, so the difference is significant. Banks need to reduce interest rates to reach between 6% and 9% on commercial loans in US dollars. For deposits in Lebanese pounds, banks are paying between 6% and 8.5%, thereby landing loans in Lebanese pounds at interest rates between 11% and 14%. This is why we need to reduce the cost of funds. If banks are paying a high credit interest, they will be forced to lend at a high interest rate.

The solution to this problem lies first and foremost in the hands of the government. The Lebanese government must decrease its debt, so as to enable it to borrow at a lower cost. As long as the public debt remains as high as it is now, and keeps on growing, the perceived risk will stay high, and the government will keep borrowing at a high interest rate. This in turn affects the cost of lending for corporations and individuals alike – it is a cycle.

By reducing the debt, interest rates will go down, the credit and the debtor interest rate will fall and the business cycle will regain momentum. Looking ahead, what we need in 2005 is political stability – in the region, but even more so in the country, so that the Lebanese central bank does not need to intervene on a daily basis to maintain the price of the Lebanese pound to the US dollar.

At present, the central bank has $12 billion in foreign reserves, which puts us in a good position, but is not enough to ensure long term stability. Political stability would help generate domestic and foreign investments, which could inject fresh capital into the economy, beyond merely the real estate sector. What the banks need to focus on in order to promote healthy lending and credit underwriting is how to encourage small and medium enterprises, so as to gain new clients. In a small country such as Lebanon, where big enterprises are few, the economy stagnating and the number of loans issued dropping, this is the only strategy to pursue.

Shadi A. Karam: Chairman and General Manager, BLC Bank

E: Is there any danger that the current trend of regional expansion by Lebanese banks could lead to overextension, thereby damaging either the bank itself, the sector or the economy?

The regional expansion that some of the leading Lebanese banks have engaged in over the past two years has primarily been motivated by the high level of competition and a quasi saturation of the local market. An insufficient national growth pattern, political uncertainties and the need to reshuffle balance sheets laden with Treasury bills have also been driving factors. Expectations are that a regional expansion would help diversify sources of revenue and smooth out potential fluctuations caused by domestic contingencies. Theoretically, this is a sound strategy.

A closer look reveals that the branching out has occurred in neighboring, relatively familiar markets – Cyprus, Syria and Jordan – which mitigates the risks of expatriation.

Banks such as BEMO, BLOM, Audi and Société Générale are on familiar territory and have established anchor points going back to decades of client networking. This represents an advantage, if only from the sheer risk assessment, “local knowledge” viewpoint.

Naturally, one may deplore that money invested abroad is money not invested in the Lebanese economy, which is in dire need of fresh capital. However, it may be similarly argued that the stronger our banks become and the wider their regional reach is, the higher their added value to our national wealth is. As for the potential dangers this move may represent for the institutions themselves, it boils down to their equity “cushioning” capacity. It so happens that, at least in some cases, there is a satisfactory capital base and financially sound shareholders.

There remains the issue of latent sectorial and systemic risks should this experience turn into a debacle. Obviously one has to acknowledge the risk of local ripple effects should a major bankruptcy in a foreign subsidiary occur. This has happened in the past, and could have far reaching implications. However, given the amounts of capital engaged as a proportion of the banks’ total equity base and assets, the reputation of all concerned institutions for prudent management and their risk-averse track records, I believe the peril to be negligible.

As in every strategic decision management has to make, weighing the alternatives intelligently is half the answer: is it better to stand still and let leaner and meaner banks gradually nibble on your market share or take a measured risk that insures cross-fertilization opportunities and a further reinforcement of your dominant position?

Last but by no means least, a new business opportunity presents itself to banks with a regional presence: the possibility to participate in sizable deals region-wide with clients much larger than what the local market can offer and that could prove to be well “worth the candle” as the French would say.

Gerard Charvet: Advisor to Credit Bank

E: Do you fear any repercussions from political wrangling on the banking sector in 2005? How could this manifest itself and can the banks do anything to limit any unfavorable impact to the sector?

The instability created by the latest changes on the domestic political scene as well as the 1559 UN Resolution have created DE FACTO some degree of volatility in the monetary market. The US dollar has therefore become very much in demand as a result of this instability. The current political environment could over the medium to long-term have a negative influence on depositor behavior during 2005.

The local banks could react to such a situation by raising interest rates on deposits in Lebanese pounds and hence support the local currency for a while. However, such a policy emanating from the banks can only have an impact if the monetary authorities provide their full support. Local banks have no longer the financial capabilities to carry out such an initiative on their own. The local banking environment has become, during the last few years, increasingly competitive and deposit margins have moved downwards from 3.5% to less than 2% in the last five years. In this context of uncertainty, decreasing profitability and preparation for the new Basel II capital regulations, 2005 and 2006 are hence expected to witness a step up in the consolidation process of the banking sector. It is, therefore, desirable that the banking merger law is revived in order to support the much needed consolidation process and, as a consequence, help tackle the social aspect that might derive from such a process.

Nadim Moujais: Chief Strategist at SGBL

E: 2004 saw a classic merger at the top of the industry. What can we expect in 2005, especially among the medium–sized and smaller banks as well as within the Alpha group?

The rule regarding the pursuing of bank mergers in Lebanon cannot be different, although the number of banks per capita is still high. Theoretically, as long as a bank is achieving profits and a return on equity and its risk is well covered, it can continue on a solo trajectory. However, several factors have put pressure on Lebanese banks, irrespective of their size, to move towards the mergers and acquisitions. They include the Basle II capital adequacy, solvency and other requirements; the impact of the new IAS (international accounting Standards) rules and the central bank’s inclination to fortify sound banking practice, counting, in addition to its normal regulatory role, on a bank’s proven capability of management and achieved track record, to enlarge such practice through mergers and acquisitions.

Finally there is the ever-present issue of size, in which size still effectively matters, particularly in terms of capital base and balance sheet size. Whether it is for global asset/liability management (both on and off balance sheet items), or for regional expansion, major Lebanese-based banks have used Lebanon as the cornerstone of their regional development, where the comparison is imposed with some of the regions’ large-scale capital-based banks with their diversified assets composition. Hence, the quest for mergers and acquisitions will still be real in 2005 for banks with vision in Lebanon, CETIRUS PARIBUS on the political level. The real encounter depends of course on the political developments in Lebanon and in the region.

January 1, 2005 0 comments
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Finance

Q&A: Jean Riachi

by Executive Staff January 1, 2005
written by Executive Staff

E: What is the core requirement for a financial company to be successful in Beirut?

In general, for a financial company to be successful, it has to be focused on its lines of business and on its friends. When you are in Beirut, you need to compete with local competition but also with foreign competition. You have to stress your advantages and the most obvious advantage that you can have is that we are closer to our clients, so it’s easier for them to reach us. But this does not mean that you don’t have to be competitive with other aspects – competitive in terms of prices. You need to have good execution and a team of professionals with a good knowledge of financial markets and high ethical standards. It is also very important to have up-to-date technology.

E: By your own scale, how successful are you at this point, and how much more successful do you think you can be?

We have worked hard on technology. We have people who know their business and are fair to their clients. So, we believe this is how we can achieve being a successful company as measured by the number of new clients that we get almost every day and the increase in the money we manage and we deal with. This is it. We don’t pretend to compete in fields where there is nothing for us to compete in. We will never be an international money manager; we will never be the place where people put very large amounts of their wealth, but we might very well be a competitive broker for people who would like to deal on stocks or futures or currencies, online or offline. I believe we compare very well with the foreign competition as well as the local competition.

E: Does this perspective hint to growth limits on the financial industry?

We have been and are still in difficult markets where for example equity trading has almost disappeared. Something that used to represent 90% of our revenue is today almost non-existent, because people don’t trade actively on stocks anymore. That doesn’t mean that you don’t have people who buy and sell stocks but they are not very active. We are also in a very difficult environment because we still don’t have a local market. We have a very good market share but in a market, which is very small. In a local market, our business would flourish very much because we would be one of the big players and a natural flow of business would come to us. The two problems we face are first that equity trading goes towards zero and second that there is no local market. We have to struggle in other areas where things are more difficult.

E: In which areas are your best competencies and success stories today?

We offer online trading and our online systems compare well to any system in the world; I mean they are the best in the world. This is something that we are going to market more aggressively. We have a client base in the areas of commodities trading and currencies trading. We also try to attract new customers by offering them interesting investment products that fit well into their investment needs. Here we are not talking active traders who take risks; we are talking conservative people who would like to improve their yields. We have been successful in offering new products to these kinds of investors. Finally, we have set up a team in the real estate area. We have done one project, Foch 94, with other projects in the pipeline. So we are trying to diversify.

E: How do you see the financial culture in Beirut today?

Generally speaking, there is no financial culture, although you find educated people who understand what investing is. We still need a broader understanding within for example the state administration, because they don’t understand what a financial company is, what financial markets are. Something needs to be done on this level, because it is very difficult for us to work something that is new, modern, in an environment that does not understand it. It leads to a lot of problems. There is a whole education to do.

E: How long have you been active as finance professional in Beirut?

Ten years, and I spent ten years before that working in Europe.

E: Can you in any way compare the financial market place here to Europe?

No, it is nothing comparable. But this was what I expected. When I started ten years ago, this was fine, because it was new. Something has failed and because of those political changes in the country, we have not modernized our system in terms of legislation, in terms of arbitration courts etc, to fit with the needs of capital markets. The best proof for that is that we have no capital markets. I would have expected that something would have happened with new rules and new ways of doing business, and nothing has happened.

E: If you were to compare the last ten years to preceding periods in Lebanon, which period would be best or worst for doing financial business here?

Before you had the war and before the war, financial markets all over the world were not so important. What happened during the 80s was a switch from commercial banking to financial markets, meaning that investment banking became much more important than commercial banking to finance the economy in mature markets. At that time, we had the war in Lebanon, so we had the excuse. Now, we don’t have an excuse. We are ten years and more after the beginning of the new era and nothing has happened. Okay, the banking system is fine and up-to-date, legislation is up-to-date, use and habits are up-to-date. But in terms of financial markets, you don’t have people who understand the importance of reengineering the whole system in Lebanon. We need something to be done and nobody takes care. Law proposals are sitting in some drawers in some ministries but nothing has come out yet.

E: What is the contribution that a financial firm such as yours can make to the national economy and life in Lebanon?

We are a company that has paid hundreds of thousands of dollars in income taxes and other kinds of taxes. We are a company that is the source of living for 30 families plus all the people who work around us, accountants, lawyers, etc. Out of our 30 employees, 25 have university degrees, which means that we contribute to keep people with university degrees in Lebanon. Believe me, that’s important. This is one side. The other side is that we contribute to attract capital to Lebanon. A big part of our clients are foreigners and we even have Lebanese expatriates who live abroad and who have accounts with us while they could have accounts with foreign firms in the countries they live in. In a way, we contribute to repatriate some of this activity to Lebanon.

E: With this, you appear to postulate a mandate for the need of financial firms?

We don’t pretend to be the savior of the Lebanese economy, but if financial institutions in general had a higher rate of growth and were bigger, you would have two advantages. First they would help develop financial markets, which are a good way to finance the economy; second they would contribute to the economy because they would generate added value. It’s important to have financial institutions.

E: Some depict a financial trader as the type of person who drives a flashy sports car, a Maserati or Ferrari. How important are such symbols of success to you?

We are not this kind of company. People here are all low-profile. They are well paid but they are not making millions and they do their job anyway despite that.

E: So is there no suitable stereotype to describe the financial trader here?

It is a stereotype that does not apply to Lebanon anyway, because in Lebanon, you don’t have the kind of income for those financial advisors and consultants that you have outside. Here, they cannot drive luxury cars.

E: What is the dream that motivates someone for a career in financial markets

It might be very simple. He might love the financial markets. A lot of people who work here as financial consultants like what they are doing. It is not specially that they want to make lots of money. Maybe they are making high average incomes but it is not a fortune that they are making.

E: What gave you personally the idea of thinking, ‘I want to be in financial markets?’

My dream was never to be a millionaire. It is only a way for me to do something I know and to live happily in my country. There is nothing else I am looking for.

E: What is your outlook for 2005 and 2006, in terms of your sector, your company, and the country?

I am not very optimistic about 2005. I’ll only be optimistic about my company. People like us do exist in Lebanon and they can exist somewhere else and we all compete all together. We can stay like we are for years but we won’t see a real boom in our business until we do have local markets. But the competition in local markets cannot come from abroad. We need local markets. Here, we have a competitive edge and we are the first in the waiting line and we know how to grab and take profit out of new IPOs, volumes, new ideas. If we don’t have local markets, we are going to be struggling to have decent revenues and profits. However, things cannot be worse than they have been in the last three years. They can only be better but I don’t see a boom before we have a real financial market in Lebanon. And I see nothing in 2005, because politically, it is a period of confusion.

January 1, 2005 0 comments
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Finance

Finance Voices – Where’s the regulation?

by Executive Staff January 1, 2005
written by Executive Staff

Ziad Maalouf: Senior Vice President of MENA Capital SAL

E: Would the Lebanese financial industry benefit from a more stringent regulatory environment? Do you see any realistic opportunities for a more advanced regulatory framework that would contribute to greater investor confidence in 2005?

The Lebanese financial sector is in a dismal state today. Investor confidence is very low and even though there are some regulations under the auspices of the central bank, in my view this is inadequate because the central bank should only take care of regulating commercial banks and setting monetary policies. There has to be an independent regulator that takes sole care of the financial markets. If we position Lebanon on the map of international investors today, I would say that we are not even a pre-emerging market. In my view it is a regressing market. In the Middle East, Lebanon is considered to have the weakest financial market because of this lack of regulation.

So we need to set an independent regulator quickly and model it after the SEC in the USA. Legislation has to be modern so as to encourage investors to invest in Lebanon. You have to also encourage the Lebanese businesses and mostly the family owned businesses to start looking at capital markets as a viable tool to raise capital. Companies are now loaning money from banks and banks are charging high interest rates. A proper regulation would start encouraging family owned business to tap capital markets for financing and this by itself is an encouraging factor for the entire economy.

Unfortunately, the political inefficiency and corruption is at the root at our failures in the financial industry overall and for this reason I don’t see any new regulatory framework being set in 2005. However, I say to the leaders of this country that they need to realize that the pace of change in the region – on the economic and political fronts – has never been so rapid, and any wrong turns at this stage have become nearly impossible to correct.

Walid Musallam: President and CEO if MECG

E: Is enough being done to woo foreign investors to Lebanon? If not, why not? What can the finance industry do improve the appeal of Lebanon as a genuine investment hub?

When one assesses the desirability of a country to investors two factors come to mind. First, investors look at the intrinsic attributes of a country like geography, culture, weather and availability of skilled labor. On all of these counts Lebanon favors very well. Investors also assess the political, legal and economic systems. In other words, does the political system function well, is the economy stable, can investor rights be protected and does the country offer the right incentives. Here Lebanon faces problems, the root cause of which is undoubtedly poor and corrupt governance.

As a matter of fact, one can argue that corruption is at the center of a public debt gone amok, weak performance of the judicial system, complicated and outdated laws and a bloated bureaucracy. Essential services like electricity and telecommunications are unreliable and among the most expensive in the world. My family and I moved recently back to Lebanon. When I refused to comply with the traditions for clearing shipment through customs, I was rewarded with delays and thorough searches that resulted in significant damage to many items. It took more than three weeks to clear our household shipment through customs and another two weeks to clear CDs and books.

Despite limitations, the financial sector has been a positive story for Lebanon. It continues to be buoyant and able to attract deposits from outside the country. More can be done. Implementation of reforms including Basel II is necessary and would allow the sector to provide long term financing and compete regionally. Lebanon has the elements to become a hub for private wealth management in the region.

Fadi Osseiran: General Manager of BLOM Invest

E: What are your expectations for the evolution of foreign and local investment flows for 2005? What do you think will be the key areas?

The factors behind the Lebanese economic growth in 2004 were mainly led by the tourism and real estate sectors. This latter, which is mostly driven by investments from Arabs and the Lebanese diaspora, is expected to continue to be beneficial. Actually, the Lebanese real estate market benefited from low international interest rates on cash, the international war on terrorism and soaring oil prices in 2004. Should similar conditions persist in 2005, resulting in increased income levels and high liquidity in the GCC countries, then the prospects for continued growth in these sectors are high. Such investments will mostly locate in vicinities like the Solidere area in Beirut, Aley, Bhamdoun and other attractive neighborhoods in Mount Lebanon as they are the most appealing destinations for shopping malls, housing projects and hospitality and tourist ventures. Local investment flows will expectedly follow in a similar path while additionally providing a boost to the construction sector catering to the appetite of incoming flows. This type of investment traditionally endows local and foreign investors with hedge against risks arising from macroeconomic instabilities like unexpected inflation or currency devaluation. In view of that, Lebanon’s tourism sector will also adhere to the historical trend it has experienced over the past few years.

January 1, 2005 0 comments
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Society

Insurers reassured by more visibility

by Thomas Schellen January 1, 2005
written by Thomas Schellen

For the Lebanese insurance industry, 2004 was a year of measured improvement accentuated by several highpoints. Visibility and transparency, regional interaction and regional opportunities, the legislative framework, and a healthier solution for social security constituted the portfolio of notable developments or prospects for the nation’s insurance companies.

These matters of domestic importance were embedded in an environment of calming international trends where the recovery from the shocks of 2001 and 2002 continued in 2004 and experts expressed a positive mood also for 2005. Sector concerns in the international insurance scene shifted from the tremors of financial markets and the dangers of terrorism back towards the vast disruptions originating from natural or less evidently man-induced disasters, such as hurricanes and floods. Announcing their global insurance outlook in early December 2004, leading international reinsurance firm Swiss Re expected the sector to operate with profits for 2005 and 2006.

As a small industry with a pronounced dependence on their contracts with international reinsurers, the rate and profitability developments in global markets are very important for the welfare of Lebanese insurers whose rate policies are greatly influenced by interaction with their partners abroad. But independently from those global trends, the local market has to deal with a range of internal issues and homegrown afflictions. One among numerous undisputed truths for the Lebanese insurance sector is that growth hinges on the ability of providers to gain the trust of consumers to larger degrees. The sector is still haunted by image problems stemming from shady practices during the conflict years, and from unsound pricing and bankruptcies occurring up into the second half of the nineties.

Much of those harmful practices have been halted, but even today, insurance managers are concerned that the growth sector motor insurance could again be hit by insolvencies of companies. The low minimum rate that insurers are allowed to sell motor liability insurance for increases the risk of defaults. This danger applies even more so to firms that sell policies below the minimum rates without considering the growing compensation amounts, which courts have begun awarding to accident victims since the introduction of compulsory motor insurance in mid 2003.

An important avenue for credibility growth of Lebanese insurers is increased scrutiny of sector players. Major steps towards a better transparency of insurance companies came in spring 2004 with the arrival of the results of the sector’s first field audits, carried out by independent audit firms on behalf of the Insurance Control Commission (ICC) at the ministry of economy and trade. The field audits allowed the supervisory authority for the first time to assess the operational financial soundness of insurers in reasonable time nearness, instead of gaining access to company results only several years after the end of the financial year. This improvement in supervisory oversight of the sector came in continuation of the measures of the 1999 revised insurance law, which over the past five years gradually increased the soundness of insurance operators and pushed the least solid firms to withdraw from the market. Based on the audits, the ICC could affirm that the remaining sector companies meet the capital and solvency requirements under the law, although consolidation of the over 50-company strong sector remains a need.

For their visibility, 2004 was a much better than average year for Lebanese insurance companies, who generally have few tools for interaction with consumers and experts available – apart from commercial advertisements and the sector’s scarce press coverage through a few specialized supplements and a small range of business magazines. After being aided early in the year through the publication of a first sector profile by a reputed financial firm, the insurance industry could bask in the light of national and regional attention in May when Lebanon hosted the 25th conference of the General Arab Insurance Federation (GAIF).

The bi-annual event’s convening in Beirut was extraordinary in that it attracted insurance managers and experts from the Arab world and beyond in larger-than-usual numbers. Representatives of the Lebanese insurance sector also noted with satisfaction that Beirut and the Lebanese insurance association ACAL was the first host to have been given the privilege of staging the event twice within 12 years.

In its presentations and discussions, the GAIF conference illustrated amply how large a gap still separates the populations of Arab countries from the ratio of “insuredness” accomplished in developed economies. The per capita expenditure on insurance premiums (insurance density) and percentage of GDP invested in insurance (insurance penetration) are only a fraction of the values reached in the highly industrialized countries where global insurance power is concentrated to over 80%.

Although Lebanon regionally ranks in the leading group for both insurance density and penetration, it achieved in recent years not more than 33% of the global average for insurance penetration and 28% for insurance density. The Arab world gap in insurance coverage is especially pronounced in the area of life insurance. Due to the interest gain component in the wealth creation model of conventional life insurance and because of other conceptual differences in regarding life coverage, the acceptance of this insurance in Muslim societies had traditionally been very low. In a development to remedy the lack of financial protection for emergencies and old age, the emergence of TAKAFUL, or Islamic life insurance models, has drawn attention from international providers and was discussed at the GAIF conference.

The 25th GAIF conference drew some criticism for what observers perceived as an intellectually anemic line-up of presentations in some of its sessions. Questions also linger over the lasting potency of the anniversary event for reshaping and focusing the Arab insurance providers towards much needed further improvements in professionalism and performance. However, besides granting opportunities to meet with international partners and the region’s insurance elite, or gain knowledge in a consecutive conference on priorities in engineering an insurance merger or acquisition, the GAIF conference also highlighted many new opportunities that are surfacing across Arab countries due to opening of markets such as Saudi Arabia and Bahrain to regional players.

Starting with market leaders MedGulf, a good number of Lebanese insurance companies are increasingly active in regional markets, especially in Gulf countries. Local insurance experts see the skill level and skill reservoir in the Lebanese market as advanced in comparison to most of the region. Lebanese insurance providers in 2004 increased their efforts to leverage this advantage in expanding their reach in the Gulf as well as in Levant countries where the emerging Syrian market is regarded as most promising.

Although disadvantageous taxes levied on premiums and life insurance payouts remained obstacles to insurance growth related to public sector fiscal policy, Lebanese authorities in 2004 took new steps towards improvement of the national insurance regime. In April, under the leadership of then minister of economy and trade, Marwan Hamadeh, an entire new draft law for regulating the insurance sector was presented to stakeholders in the sector.

The new law had been drawn up by international experts. Its protagonists, with Insurance Control Commission head Walid Genadry in the forefront, hailed the draft as an epochal chance for Lebanon to pass insurance legislation that could serve as a model for many developing economies. Even as insurance legislation here had undergone significant progress in the 1999 revision of the national insurance laws, experts and members of the industry generally agree that the revised law is not enough to address all issues important for modern insurance administration. However, Lebanon is not known for high speed processing of insurance legislation and in the second half of the year, industry leaders, including ACAL president Abraham Matossian, commented on aspects of the draft law in ways that increased doubts over the prospects of it being adopted very quickly.

Another legislative initiative of very high relevance for insurance came in the third quarter of 2004 through introduction of a national pension scheme proposal. After having kept the proposal under wraps for several months, representatives of the Hariri cabinet and president Lahoud confessed public agreement over the need to revamp the system of retirement payments, currently managed by the National Social Security Funds.

With its restrictions to one-time payments and limits on funds management, the NSSF is widely understood to be in need of substitution with a new system, which would partly involve private sector operators. Although implementation of a pension scheme also is contingent on – habitually complex – political decision making processes and rapid legislative adoption of the project thus seems overoptimistic, being able to enter the realm of compulsory pension plans for individuals and groups could open many opportunities for commercial insurers. Through life plans, local insurance companies have been active in the area of retirement provisions for years, affirming life insurance as the leading prospect for sector growth.

With annual premium volume in the range of $500 million, the Lebanese insurance sector is looking for growth in every respect. While estimated numbers for the development of insurance premiums in Lebanon in 2004 are not available before late in the first quarter of 2005, industry managers said that growth in 2004 was good by the market’s standards and prospects for insurance sales through agents, brokers and banks (bancassurance) are up for 2005.

The new draft law

Developed between September 2003 and April 2004, the new draft for a Lebanese insurance law was prepared under leadership of Canadian insurance experts and with funding support from the World Bank. The proposal stipulates a further increase of capital requirements over several stages, from today’s $1.5 million to $3.5 million. Among other regulatory innovations, it provides for a strict separation of life and general insurance business and specific audit standards. The draft also foresees an insurance control commission that is run by a board of directors and an insurance commissioner with more direct authority and accountability, making the oversight body more autonomous from potentially political decisions at the ministry of economy and trade.

As they described the draft law as complying with advanced insurance developments in international markets while being comprehensive and adapted to the needs of an emerging insurance market in a small nation, supporters of the draft pointed to the need for its quick acceptance into law. More discussion and eventual modification of the draft was urged by industry representatives who pointed to the need for making the draft more compatible to the local insurance culture and legal tradition.

The pension scheme

An actuarial plan for a scheme of continuous pension payments for Lebanese retirees was drawn up by pension and insurance advisors, Muhanna Group. The plan envisions a mandatory membership in the national pension scheme for all employees newly entering work life as well as employees born after 1969 who are currently registered with the NSSF. Optional membership is available to employees born until 1969 on condition that they did not already withdraw their end-of-service indemnities and will have at least 20 years of insured employment at their retirement.

For all members in the scheme, the minimum period of employment to qualify for a pension would be 20 years, according to the plan. Salary contributions would be collected from both employer (7.25%) and employee (5%), for a total pension contribution of 12.25% of an insured’s salary, up to a ceiling of LL 5 million ($3,340). Additionally, employers would be mandated to pay a contribution equivalent to 5% of the salary into an employee’s retirement health insurance. Under the plan, the minimum monthly pension for a retiree would be set at $120, or 60% of the salary based on steadily earning a minimum salary of $200 over 20 years of service. After 40 years of employment, the pension would reach 80% of the minimum salary. Exemplary calculations of pensions reached under the scheme allow future members to see projections of replacement rates – i.e., the share of the final salary that a pension would amount to – under a number of possible salary growth scenarios.

January 1, 2005 0 comments
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Society

Q&A: Fateh Bekdache

by Executive Staff January 1, 2005
written by Executive Staff

E: Is insurance awareness growing in Lebanon?

Definitely; for several reasons. The first boost was the introduction of compulsory insurance for expatriates working in Lebanon. Before, there had been many stories about foreign workers having problems. The introduction of this insurance requirement helped not only the ministry and eliminated problems with embassies, but it also helped the consumer in seeing the benefits. Then there was the introduction of motor insurance, which has become more and more accepted over the past one-and-a-half years. Lately, we hear a lot that people do not only want bodily injury coverage but also say it is time to have liability cover for property damage. The most important factor in increasing insurance awareness has come from the banks. In giving retail loans, banks required the proper insurance, such as life, motor or home insurance, from their clients whether it was for a $1,000 consumer loan or a $100,000 loan to buy a house. We experience today that when the loan is paid off, people keep the insurance. We can really feel that awareness has grown and also that people have become sophisticated when it comes to insurance. We noted for example at the Beirut Motor Show that people have become very picky and want to know the terms of a policy. If one bank gives better terms on insurance, they choose this bank instead of going with one that has lower rates on the loan.

E: How do you explain the importance of insurance to Lebanon?

If you look at the whole activity of economy, the insurance sector is not contributing what it is contributing in developed countries. It may be better than most of the countries in the Arab world but it should constitute much more than that. One important role that our sector can play is that once we have started getting involved in the pension program we can give the Lebanese people the incentive to secure their future. We can also give people the incentive to buy Lebanese, if all the extra taxes can be removed for instance on the marine business. It makes no sense that you have to pay nine percent on marine cargo insurance here in Lebanon while you can go next door and don’t pay any taxes. Instead of making people go and buy from offshore companies, I think it is better to remove these barriers. These are major factors that will make the insurance sector a major player in the economy.

E: Arope is affiliated with leading bank, BLOM. Does that translate into a role of leader in the sector?

Definitely. When BLOM started Arope back in 1974, they had bancassurance in mind. Bancassurance, or selling insurance through the banking channel, started to move in Europe in the 80s. I believe it was the first time that a major reinsurance firm – the largest French reinsurer, SCOR, which still is today shareholders with us – a major bank and at that time, a British insurance company entered a partnership. It was a real blend of banking with insurance and reinsurance. I think these partners had really a vision but because of the war, we had to put the brakes. The British then left but the French stayed with us and you can see today what we did and that it is paying off for a lot of people. We are helping many in getting their loans. In the retail loan business, thousands of people are buying their cars and getting loans for their house, all these are done together between Arope and BLOM. We secure that the customer has the best deal in banking as well as insurance. So we always try to accommodate the bank’s customer and get him the best deal possible. If he is not satisfied, he can ask for an upgrade and most of the time he can get better conditions. Indirectly, we are really improving the economy.

E: How is bancassurance going?

It is going very well.

E: Do you mean for Arope alone or sector wide?

I believe it is good sector wide. However, the problem with our insurance sector is that it is not transparent. We don’t have any ways of getting any figures. We suffer a lot from that just as you press people also suffer because you cannot really get any figures on the sector. It is certain that the companies working in bancassurance have shown the strongest growth rates in 2003 and the trend may continue in 2004 because bancassurance is going well. I don’t think any of the providers is complaining. It is a good marriage, a win-win situation.

E: How do you assess 2004 overall in terms of your performance?

For Arope, figures show that 2004 was a good year. With a lot of hard work from our team and the support from our mother company and board and the trust that our customers gave us, we were able to finish the year better than the last. It was our 30th anniversary; we celebrated these 30 years of growth and hard work and are very confident about the future of Arope and are here to stay.

E: What was the most encouraging and what the most challenging experience in the 30 years of Arope?

The most rewarding thing was that we were able to benchmark ourselves as one of the leaders. As you know, we are not one of the leaders in terms of premium income, because we are not after size but after solidity and profit and being well run. We were able to do that.

In terms of challenges over 30 years, we went through a lot. There was the war and changing the head office from one place to the. After the years of war, it was chaos in the insurance sector. The insurance control commission and the insurance department at the ministry of economy and trade were not functioning. The laws were obsolete and almost inexistent. In the last six, seven years, we saw a lot of progress. The 1999 insurance law was a turnaround, even though this revised law was not modern enough. It didn’t cover all aspects of insurance and doesn’t go with the pace of our insurance companies and worldwide trends in the industry but at least we know that there is a law that we can count on.

E: In 2004 a different, entirely new draft for a Lebanese insurance law was introduced to the sector stakeholders. What do you think about the new proposal?

The new proposal is a very modern, very interesting project. I personally found many positive aspects in it, but at the same time, this draft will not go with the laws that we use every day. The old and new cannot synchronize, because all our laws are founded on the French legal code and this new law would not mesh with this. I say this not from the perspective of an insurance man but from the legal perspective. The legal advisors whose point of view we heard, including the vice-president of the National Insurance Council, Dr. Albert Serhal, and our own legal counsel all found that we have to define a lot of things to make this law function.

E: How do you motivate your team of agents and employees to keep a long-term outlook of customer relations and follow your vision and ethics?

All our agents are employees. We don’t have freelance people that come for a quick dollar and go. In Europe it often is seen as better that people move around and corporations think that it is bad for executives and employees stay in a company for a long time, we were keen to create a nice family ambience. For us, it is a plus that we have people who have been with Arope since inception of the company. We try to think globally and see what is happening abroad but when we want to implement here, we act locally.

E: How important are employee incentives in making the company grow?

Bonus is a major part of our structure. Everyone is rewarded at the end of the year based on many criteria. And every job well done is rewarded; sometimes we don’t wait till the end of the year to award employees. If an employee shows something good, he is rewarded on the spot. We give very good incentives and we like to give the encouraging pat on the shoulder. This is something that people appreciate. We emphasize teamwork. We don’t like lone rangers.

E: What was the greatest crisis that you ever had to manage as an insurance executive?

It was back eight years ago in a sector-related crisis. Two companies were established at that time and started by taking a lot of employees and portfolios from brokers and insurers, including us. One of these firms closed down in the meantime and the other went through a restructuring and reshuffling of shareholders. This mass migration of employees and portfolios hit us overnight as a major crisis but it was a good challenge, a very good lesson to learn from. It was not nice to go through a storm like this and it would be nice not to repeat it, but we learned a lot from it.

E: What makes working in insurance exciting for you personally?

Everyday is a different day, every case is different, every claim, every policy is different from the other, so it is really exciting. I think it is the only industry where you work with clients and third parties. We don’t work only with the customers, so you can expect any time to have a claim for a third party coming to you, maybe somebody you know, and maybe somebody you don’t know. We have no two claims that are alike. You meet all kinds of people every day, that’s nice, and the work is diversified in its legal aspect and the technical aspect. The technical aspect is very wide and complex, so everyday I learn something new. I love the interaction.

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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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