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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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Real Estate

Former Green Line becomes real estate hotspot

by Peter Speetjens February 1, 2005
written by Peter Speetjens

Until recently, the Damascus Road was one of the last reminders of the Lebanese Civil War and its buildings, pockmarked by bullet holes, a favorite subject for camera crazy tourists. But those days are gone now. Today, tens of millions of dollars are being invested in the area, turning the former Green Line into one of Beirut’s real estate hot spots. A string of nightclubs and restaurants have opened their doors, while a number of eye catching residential projects are under construction, pushing the price of land and apartments up by 20%.

As was the case in formerly neglected areas Monot and Gemaizeh, frontrunners in refurbishing and revitalizing the Damascus Road have been club and restaurant owners. The 250 seat Italian restaurant Piazza was (along with Japanese eatery Yabani) among the first to open its doors. Thanks to its combination of location and medium priced quality food, the eatery has also been one of the area’s true success stories. The $2 million restaurant is managed by Premier Leisure, a holding company part of the Boubess Group, which runs several other restaurants and clubs, such as Piazza Downtown, Scoozi, Le Relais de l’Entrecôte and Mandarine.


“We opened Piazza in 1999, when there were hardly any restaurants yet on the Damascus Road,” said Premier Leisure’s operations manager Toufic Akl. “In our opinion, it was a prime location, as it is close to downtown. What’s more, Ashrafieh has always been the area for bars and restaurants. So, we foresaw the future and I think we’ve been proven right.”

It was, however, the opening of the popular club-restaurant Element in February 2003, that really started the current wave of clubs and restaurants opening up in the area. First located just off Monot at St. Joseph Street, Element had been one of the most successful outlets in the trendy area until a legal dispute with their Jesuit neighbors forced them to close down. “I decided to move to Damascus Road,” said Element’s main owner Sami Farhat, “because there was a plot of land available and I would not have any neighbors.” He downplayed the importance of the location’s proximity to both downtown and Monot. “If you have a good formula,” he said, “it will work anywhere. In the end, Beirut is such a small city. At night, it takes you twenty minutes to get from one end to the other.”

Facing Bernard Khoury’s tower design for Yabani, the newly built Element cost an estimated $1 million. That excludes the rent of land, which is some $110,000 or $160 m/2 a year.

Party time

A dozen clubs and restaurants have now opened up shop in the Sodeco area, including District, which is right next door to the Element, and 50 meters up the road sits L Bar, the owners of which are currently building a large new restaurant next to Piazza. On the crossing of Damascus Road and Sodeco Square sits Casino, which is building an extension to the club, while a group of young investors turned the ruined red villa on the main road towards the French Cultural Center from a war relic into a nightclub, La Villa, for an estimated $600,000.
 

This sudden wave of investment is even more remarkable, considering that not everything has turned gold on the former Green Line. One of the most striking failures was Lebanese restaurant L’Os, which learnt the hard way that its mountain reputation for good food was not quite enough to make things work in the heart of Beirut. Another failure was the opening of a second branch of Broumana’s popular English pub The Fox, which closed only months after it opened.


“I don’t think Damascus Road will become a future Monot,” Premier Leisure’s Toufic Akl said. “Pubs and café’s don’t work on the main road. They need a pedestrian flow, which is impossible to generate on this street.” Farhat couldn’t agree more. “Monot is more for a younger crowd who like to go bar hopping,” he said. “What we see opening up at Damascus Road are much larger, upscale places with valet parking. I have customers who come in at 8.30pm and stay till four in the morning.”

It seems that Monot is more likely to feel the heat from the burgeoning number of small cafés and bistros opening in Gemaizeh rather than from the establishments opening up on Damascus Road. Between the larger pubs and restaurants in the Sodeco area and the smaller scale operations in Gemaizeh, part of Monot will certainly have to give. Three places are already up for sale in Monot’s main street.

Retail and residential

It’s not just the food and beverage industry that has discovered Beirut’s former demarcation line and its direct surroundings. Many of the bombed out apartment blocks have been refurbished and wait for inhabitants, while in between Element and L Bar, the foundations are being laid for the Michelangelo Center, an office and retail complex (??). Just off Damascus Road, facing the St. Saveur Church, construction has started on Hugo 43, a $9 million, 20-store residential tower for luxurious apartments of 300m2 and 400 m2. The sales price per m/2 varies from $1,300 on the first to $2,600 on the last floor.

Another notorious war remnant, the yellow building adjacent to Sodeco Square, was until a few months a Lebanese army checkpoint, complete with tanks, an image which only enhanced the memory of war. Today, it has been knocked down to make way for the landmark Dakota Building. Designed by Australian architect Nicholas Turner, the Dakota Building is an 11-storey residential tower with retail space and offices on the ground and first floor respectively. Turner’s striking design is characterized by two open box-shaped penthouses on top.


“The idea behind the building,” the architect said, “is to make a positive contribution to Sodeco’s rapidly changing urban tissue and to serve as the new gateway to Ashrafieh.” According to Turner, the building’s owners, residing in Australia, prefer to remain unknown and do not want to go into details concerning the value of investment. Apartments will be sold for an estimated $1,700 to $2,500 m/2.

Fifty meters further into Ashrafieh, another tower called Le Bellevue d’Ashrafieh has nearly been completed. The some $12 million, 18-storey building offers retail space on the ground floor, offices on the first, and 17 floors of luxurious apartments. All apartments have been sold, except on the fourth and seventh floors. While the price was some $1,200 two years ago when construction began, today prices amount to $1,540 m/2 and $1,700 m/2 for the fourth and seventh floors, respectively.


Prices The Conseil Gestion Immobilier (CGI) is Saradar Bank’s department specialized in real estate consultancy and investment, which among other projects has been responsible for the development of Le Bellevue d’Ashrafieh and Hugo 43. According to CGI’s Aboudi Farkouh, the prices per m/2 of both land and luxury apartments in and around Sodeco Square have risen by up to 20% since 2001.

“Depending on location and project, the price of land generally varies between $2,000 and $2,500, and in some cases has risen to no less than $3,000 m/2. Note that prices on the opposite side of Damascus Road are significantly lower at an estimated $1,500 to $2,000 m/2. The price per m/2 for newly built apartments varies between some $1,500 and $2,500 m/2,” said Farkouh. “Prices have risen due to the increase of the euro, which makes imports more expensive, the increase in price of raw materials such as steel and gravel, and last but not least the rise in demand for Lebanese real estate, which stems mainly from Arab investors.”


It is, however, still possible to find slightly older and less luxurious apartments for some $1,000 m/2, like for example, at the highly successful multi-use Sodeco Towers. Arguably the first major post-war development of the former Green Line area, both offices and apartments at the tower have performed remarkably well since its inauguration at the end of 1996. Prices stand today at some $150 m/2 to rent office space and some $1,500 a month for a 190m2 apartment. The price to buy an apartment is $1,000 m/2 on the first floor, which increases by some $50 m/2 per floor. In other words, a top floor apartment will cost some $1,800 m/2.

The Barakat building


Finally, any analysis of real estate developments on the Damascus Road and Sodeco area would be incomplete without a final word on the Barakat Building. Facing Sodeco Square, this yellow villa with its double-pillared façade is both an architectural masterpiece and the most ghostly reminder of the civil war, during which it served as one of the city’s most notorious snipers nests.

Built in 1924, it was designed by architect Yousef Bay Aftinos, who also signed for the municipality building in downtown Beirut. The Barakat family, who owns the building, had preferred to just tear it down and sell the land. In 1996, architect Mona Hallak, however, started lobbying for the protection and preservation of the monumental building, which in 2002 resulted in the government agreeing to acquire the property. Ever since, however, any restoration has been at a standstill. Plans to turn the Barakat Building into a war museum have been stalled, partly due to lack of funds.


Though many people in the neighborhood want to see the Barakat building knocked down, especially the owners of the Sodeco Towers, its unique design and memory certainly warrant proper preservation. In fact, notwithstanding all the developments carried out on the Damacus Road and in Sodeco thus far, a solution for the Barakat building, be it preservation or destruction, is essential for a successful overall upgrade of the area.

February 1, 2005 0 comments
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Society

Opening the doors to patients – and controversy

by Peter Speetjens February 1, 2005
written by Peter Speetjens

Lebanon’s largest public hospital, the very modern $150 million, 544-bed Beirut Government University Hospital in Bir Hassan, has opened its doors and hopes to be self-sufficient within three years. However, its critics have called it a waste of money in a sector that already has a surplus of hospital beds and question its viability in a system characterized by waste and abuse.

The first in-patients will be admitted in this month but only 250 out of the full quota of 1,000 nurses and other administrative employees needed to run the out-patient clinics, labs, and radio therapy clinics, radiology, rehabilitation and pathology departments, have been hired. It could be said that the BGUH has come a long way in a long time. The first stone was laid in 1995. The main buildings and interior were finished by 2000 and by 2003, all medical equipment was installed. The 90,000 m2 hospital boasts no less than 14 operating rooms, including two in the ER, one for cardiology, one for organ transplantation and one for burns. It will employ around 1,000 full time and part time doctors.

“What differentiates the BGUH from other hospitals,” explained Dr. Noureddine el Kouche, who, until January 15, was the hospital’s chairman and general manager, “is the extensive forensic, drug treatment and child psychology departments.”

Funded by the Saudi Fund for Development and the Islamic Development Bank, the hospital is the jewel in the crown of the government’s postwar national health scheme, which foresees a nationwide system of 28 new and rehabilitated public hospitals. “The BGUH is the largest and most sophisticated,” said Kouche, who studied medicine in Russia and the UK. “It will receive the most complicated cases, such as those patients needing open heart surgery or transplants, from the country’s other public hospitals.”

In general, Kouche is an enthusiastic advocate of public hospitals. “We have to accept anyone, no matter what his name or bank account,” he said. And yet, at times, he wishes the BCUH would operate outside public sector, for all the obvious reasons. “Here politics touch everything,” he sighed, reflecting on the fact that as the BGUH was the brainchild of former prime minister, Rafik Hariri, Hariri appointee Kouche had to make way for an apparently more politically palatable GM, Dr. Wasim Wazan, on January 15.

In fact, sources say that robust politicking is to blame for the fact that it took no less than 10 years to build and equip the hospital and until now, this is still no consensus on the final confessional blend of the hospital’s board of directors. Nonetheless, Kouche is determined to leave office with dignity. “I’m proud of what we have achieved and fortunately, I know Dr. Wazan very well and I will do everything in my power to make the transition as smooth as possible and to make this hospital a success story.”

But does Lebanon need such a large hospital, be it private or public? There is already a surplus of beds, a fact borne out by Roy Wakim, an external consultant working for the World Bank at the ministry of health, which shows that Lebanon’s largely private hospital sector saw an exceptional growth during the civil war, with the number of beds increasing from 1,562 in 1972 to over 8,000 beds in 1996.

After the war, the government decided to rehabilitate a handful of existing public hospitals and build two dozen new ones. The aim was to increase the number of 810 beds spread across 15 hospitals, a mere 10% of the country’s total, to some 3,000 beds over 28 hospitals. This, combined with an extra 1,000 beds commissioned by the country’s private hospital sector, will soon bring the total number of beds to 12,000.

On average, Lebanon currently counts approximately one bed for every 255 inhabitants, which is more than most countries in the region and similar to the ratio in most Western countries. Not a bad ration you might say, but these beds are actually unevenly divided. While there’s one bed for every 166 persons in Beirut, there is only one for every 762 in the North.

“The BGUH is opening in Greater Beirut and Mount Lebanon, the most densely hospitalized area of Lebanon,” Wakim explained. “Even without the extra beds, the average occupancy rate is a mere 55%, which is well below what is recommended by international standards.”

Not surprisingly, Kouche believes these statistics do not tell the whole story. He points to the fact that only 30% of Lebanon’s hospitals are up to international standards. “Sure there are enough hospitals in Lebanon,” he said, “but not enough quality hospitals.”

The World Bank report, however, shows that there are 3.3 open heart surgery centers for every one million people, a ratio that although may compare well with the USA, is in fact four times the ratio in Germany. The number of lithotripsy (advanced kidney stone removal) centers in Lebanon is five times the ratio in the USA and almost 20 times the ratio in Germany.

“Lebanon saw an exceptional growth in advanced equipment by the end of the 1990s,” said Wakim, “predominantly in medical disciplines covered by the ministry of public health. The existence of this equipment could generate an artificial demand for their utilization. Still, nationwide average use remains well below optimum. So, the average use of 60 MRI machines per week is only one third of what is internationally regarded as being efficient.”

Kouche is aware of those who label the public sector inefficient, but remains confident that the BGUH will be a success, even if the hospital’s aims are rather ambitious. After a period of three years, in which the ministry of health will finance the hospital to the tune of $15 million a year, the BGUH is supposed to be financially self-sufficient. From the 544 beds, 244 will be covered by the ministry of public health and be allocated to social security patients and armed forces personnel. The remaining 300 will be reserved for privately insured patients, including foreigners (the BGUH aims to be a regional player) and explains the presence of 50 furnished apartments.

“Yemen sends some 70,000 to 90,000 people to Jordanian hospitals every year,” Kouche explained. “We’ve already sent a mission to Sana’a to ensure that part of that flow will come to Lebanon in the near future. Likewise we have made contacts in the Gulf countries and Saudi Arabia, so Arab patients will come here instead of going to Europe or the United States.”

According to Kouche, the BGUH can compete with any hospital in the country or abroad, not only because of the high standard and services it is able to offer, but also because it is competitive. “The BGUH is a 100% paperless and filmless hospital,” he said, “which will keep operational costs down. There are about 700 PC’s in direct communication with each other through a fiber optic network, which makes this one of only a dozen fully digital hospitals in the world.”

He gave the following example: “A magnetic resolution x-ray or MRI costs on average in Lebanon about $400, while here it will cost no more than $200, as we don’t have to print a film, but directly burn the image onto a CD.” Another way of keeping the hospital’s costs down has been through university outsourcing; secondary activities, such as security, parking, cleaning, laundry, catering and landscaping are all in the hands of private companies. As a result, the hospital’s human resources needs are, in some areas, such as nursing, 33% less.

Wakim however, is still not convinced. Apart from the structural problem of over-bedding, he fears that on an administrative level, the hospital needs to be more efficient or it may risk losing the doctors it has hired, the outsourcing contracts it has signed and momentum and credibility. Secondly, he questions the ease with which the hospital will find some 700 nurses in a country where there already is a shortage. “Nurses are trained in Lebanon,” he said, ‘but then travel to Europe or the Gulf, where they are better paid,” he explained. Finally, the hospital’s Saudi design, which sees corridors on the outside, rooms on the inside for added privacy, is already outdated and doesn’t suit Lebanon’s more liberal climate. So far, not one hospital in Lebanon is self-sufficient. Since 1996, public hospitals have operated much in the same way as private ones, in the sense they are financed by a both the ministry of health, public agencies and private insurance companies. It is a system that has been characterized by waste for many years and one which is a severe drain on the public purse.

“We see that public hospitals develop much the same behavior as private ones,” Wakim said. “As inpatient treatment is reimbursed by the ministry of health and outpatient treatment is not, hospitals favor the first option, even if it is not necessary. In the Nabatieh public hospital for example, only 30% of hospital admissions actually underwent surgery. Don’t get me wrong, I truly hope the BGUH will be a success, but I fear it will be one big and costly white elephant.”

February 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.

January 1, 2005 0 comments
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Society

Insurance Voices – Taking the pulse

by Executive Staff January 1, 2005
written by Executive Staff

Walid Genadry: Head of the ministry of economy & trade’s Insurance Control Commission (ICC)

E: The supervision of sector companies and implementation of a fair regulatory framework are crucial for the sector and for your mandate as head of the ICC. What are your expectations as far as further improving sector compliance with supervisory requirements in 2005 is concerned? What will be the main focus of ICC activities in the coming year? Do you have hopes that the new insurance draft law can be adopted within the next 12 months?

We must consolidate the process begun two-and-a-half years ago including the introduction of new supervisory forms that will increase the transparency of reporting. These will have to be enforced seriously this year. We must also work on the enforcement of the new reserves and corresponding investment approaches. We have to continue growing in numbers and developing our competence. We are about to conclude an agreement with the Spanish authorities on a roughly two-year ‘twinning’ process, within the framework of the EU-Lebanon agreement. We are also being helped by the French supervisory authority and a contract with the World Bank for issues related to on-site inspection. We will also continue to have support from the auditors Price Waterhouse Coopers and Ernst &Young, because we will need for a while external support to get results. Among the fronts we will continue working on together is the improvement of the new project law. Some people are worried a new law may cause the closure of many companies. This is not the objective of a law that aims at improving the sector’s financial health, market conduct and credibility. There are also favorable opinions, both local and foreign. In fact the law will put us up to international supervision standards. As to when it will be passed, it is difficult to speculate. All one can say is that work is continuing on it.

Fadi Chammas: General manager at Arabia Insurance

E: The life insurance market in Lebanon has seen good percentage growth but has yet to evolve to become more significant in both social and economic terms. Where do you see the life business going in 2005, what are the most promising product types and distribution channels? Do you believe that the industry will be able to make a concerted effort towards increasing the population’s general awareness of life insurance needs?

The life insurance market in Lebanon has seen good percentage growth but has yet to evolve, to become more significant in both social and economic terms. Arabia’s sales – in terms of total life insurance production growth – grew by 51% in 2001, compared to 2000. In 2002, they grew by 25%, in 2003 by 38.3% and in 2004 by 12.3%.

The most promising life insurance product types are: 1) educational plans that allow policyholders to secure the education of their children through periodical contributions, without having to worry about unexpected hazards; 2) unit-linked saving plans that allow policyholders to guarantee a retirement fund by contributing to renowned international funds, while securing their dependents through a variety of insurance coverage schemes; 3) term insurance (the most common), which provides a fixed death cover for a chosen period of time.

The most promising distribution channels are banks and consultants. Banks offer the greatest distribution potential for readymade products since people trust their banks and the services they offer. Consultants constitute the best distribution channel for custom-made products tailored to suit individual needs. They play the role of advisors.

Consultants are constantly trying to increase general awareness by explaining to prospective clients the positive social impact it will have on their lives. Governments also have a big role to play in improving the general perception of life insurance products by, for example, reducing tax on income used to settle life insurance premiums; joining forces with insurance companies to bolster public awareness; and drawing up more flexible laws that encourage insurance companies to give higher returns on life insurance-related investments.

Elie Ziadeh: President of the Lebanese Insurance Brokers’ Syndicate (LIBS)

E: Many experts see insurance sector consolidation as a necessity and a process that has a long way to go before it is completed. How much importance do you attribute to consolidation activities for 2005, a) among insurance companies and b) for brokerage firms? What factors could drive mergers and what incentives would help the private sector in increasing the speed of consolidation?

International insurance industry developments over the last few years have led players, including those in Lebanon, to refocus on basics. I don’t, therefore, really see a need for brokers and insurers to acquire or merge. We can stick to core business and use the existing business model to win new clients. This is how we can be successful in the long term. But there is a serious risk for small brokers because they won’t be able to compete if they don’t upgrade their technical knowledge and software etc. In such circumstances, insurance brokers need to consolidate because a broker needs a minimum income to be competitive. The market and the customers are demanding and the broker needs a certain size that allows him to maintain and expand by investing in training, technology, and market awareness. For insurance companies, I hope the consolidation and re-capitalization of the last few years will continue. Re-capitalization will allow insurers to concentrate on the core business of underwriting risk and paying claims. This will help a portion of the insurance companies to avoid acting as hidden brokers, which can be detrimental to the insured.

The fundamentals of the insurance industry are now being reinforced. Consumers are much more aware of the risks than they were before. There is a need for brokers to take a real in-depth look at finding a scientific scenario for two brokers to merge, the fundamentals of which could be confidence, global vision, and long-term thinking. The government and regulator could help by examining the capitalization requirements for two brokers to merge, what money they might need and how their re-capitalization might be supported.

Rizk Khoury: President & CEO Cumberland Insurance

E: Medical cover and hospitalization insurance is a leading activity for the Lebanese insurance industry. Do you consider the health insurance market mature in terms of the achievement of sufficient profitability, professionalism and transparency? Where do you see the greatest potential for the development of new products and other ways of expanding the market?

Medical insurance in Lebanon constitutes approximately 60% of the premium income of the whole sector. This segment of the insurance market is dominated by a few insurance companies that have established their know-how and experience in this relatively new line of business over the past 15 years. The Lebanese medical insurance market is very developed in comparison to other countries in the Middle East and even North Africa, in terms of product design, claims management, administration of managed health care schemes, and information technology. Insurance companies that administer programs efficiently achieve profitability. However, with the rising cost of healthcare around the world and the underlying economic problems Lebanon faces our margins have been squeezed. In terms of transparency and professionalism, the companies that control the market understand that unless they deal professionally with clients, health care providers and the general public they will be cast out and lose their market share.

Capitalizing on the successes achieved in the Lebanese market, focused companies can expand the local market and leap into new markets. The consumer in Lebanon realizes that medical insurance is a necessity and is willing to buy it but purchasing power varies. People are looking for the cover their money can buy. So flexibility in product design is very important if those consumers who want to buy private medical insurance but ‘think’ they can’t afford it are to be reached. The Gulf medical insurance market is growing at an unbelievable rate. It is only natural for leading Lebanese insurance companies to capitalize on their know-how, experience, and IT systems and expand into such markets.

January 1, 2005 0 comments
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Economics & Policy

Q&A: Jacques Sarraf

by Executive Staff January 1, 2005
written by Executive Staff

E: The Malia Group reached a milestone with 50 years of industrial production of cosmetics. Where were the challenges you encountered in building an enterprise in the Lebanese environment?

Within 50 years, we have undergone three different ages as a group: from 1950 until 1975, from 1975 until 1990, from 1990 until 2004. Each phase had a different mission. The most difficult period was between 1975 and 1990, the 15 years of war. Despite that, it was the most successful as we turned a negative situation positive and the mission of surviving during the war into a mission of not only enduring but diversifying our business and investing. From 1972 until 1985, we moved from two companies in one sector, health and beauty, to what is today a multi-sector business of 12 companies.

E: Was this then the decisive period in the evolution of the enterprise?

It was high risk but we said at the time, high risk is high profit. Let’s export. And this became our culture of always going to countries where high risks exist and where others are afraid to go. This allowed us to support ourselves, knowing that we have the expertise and the flexibility. In our thinking, we have the expertise to manage the effects of September 11.

E: What do you mean by ‘managing September 11’?

Until I saw it myself on television, I didn’t believe what I had been told. But since that moment, my philosophy is to believe that September 11 can happen every day. What are the contingency plans? What is the security that we have? We used to say, ‘think that an accident could happen.’ Today we think, ‘it is going to happen, so what are the contingency plans?’ What are the plans, in case one of us will be kidnapped in Iraq? And we act based on this. It’s normal to have difficulties. Otherwise we are not performing. This is strength.

E: Does this corporate philosophy explain why you are so active in Iraq?

I mentioned Iraq because today, Iraq is high risk. I like Libya too. I like Sudan. I remember how I said in 1992, ‘let’s send a delegation to Sudan.’ People sitting with me were saying, ‘Mr. Sarraf, let’s go to a country where we will have opportunities.’ I said, what I believe personally is that in such countries there are opportunities because we will be alone. Can I compete in France, or in the United States, or in China? There is a lot of opportunity there, but do I have the size to exist? Can we survive? The story of success of any Lebanese is the opportunity that others overlooked. Lebanon is a beautiful hub, but a hub to live in and do business out of.

E: But isn’t industry here facing exceptional obstacles?

Not within our sector. Some of the industrial sectors have problems, but not all the sectors. Yes, we have some constraints but our cost is not based on electricity, and our cost is not based on labor. Basically, if I compare our pharmaceutical industry to the European or international industry, we can be cheaper by 35%.

E: Would that apply to other industries as well?

No, because you have to select the sectors where you don’t have the cost problems. In labor and energy costs, Lebanon is very expensive compared to others. But within our industry, research and development is a main task, and we have the capacity. In the country’s pharmaceutical industry, the salaries we pay pharmacists are six times higher than what we pay in Syria or Iraq; but when we compare that to Europe, we are 100% cheaper.

E: How do you translate that into a manufacturing advantage?

With brand equity. ‘Made in Lebanon’ has strength within the region. It’s one of the most select tags, along the same lines as that of Saudi Arabia today. It cannot be compared to other Arab places. The know-how we have is the strength of our human resources, marketing, and our creativity.

E: You seem to be one of the few local entrepreneurs who see research and development as a priority. How big is your research capacity?

Today, we are extending our lab. We used to have a 300m2 of lab space. Now we are going to expand to 750m2 just to have the capability to do more research and development.

E: How much in percentage of your annual turnover do you allocate to R&D?

Frankly speaking, when we feel that it is needed, we invest. If we have to calculate as a first step, we cannot survive. Our budget has no limit for such things. We don’t allocate; it’s always over budget anyway.

E: When you market your own pharmaceutical products, how do you ensure their safety and their compliance with international standards? Do you export medical products?

Lebanon has a 2000 law and we are applying it. We are exporting to Syria, Iraq, Jordan, and we are in Sudan, in Russia, everywhere. We don’t have any problems. We are fulfilling all the requirements for exports within the health and medication service. Otherwise, the health ministry will not give you a document to release your exports.

E: How do you fulfill the requirements for clinical testing of medical products? Does the Lebanese law regulate this?

We are doing it by our own standards. We do our own bio equivalence with Lebanese university hospitals. We are not obliged by Lebanese law, but by what we call self-control. The government doesn’t give us any support with this, and we are not asking for their support because we believe this is a private business and we are surviving by ourselves.

E: Is it correct that you recently have taken steps to diversify your activities?

Before 1995, we used to distribute food products, chocolate, biscuits and a lot of other businesses. In 1995, we said let’s be dedicated only to health and beauty. It took us five years, and we were implementing all our plans to be strong in health and beauty, through the pharmaceuticals and through the cosmetics. But in 2000/2001, we faced the problem of new diversification, asking how we shall expand our business. [Since then] we have been diversifying from cosmetics and pharmaceuticals to the cigarette business, to SIM cards, prepaid cards, to the clothes and retail business, because we feel that as a group we have the strength to do it.

E: So you were first deciding to concentrate on health and beauty and then reversing that path in a shift to new diversification?

You said a shift; I said a new vision. In 2000-2005, our vision has changed completely. Today our vision is consolidation. Now we have diversified, let’s consolidate.

E: Is that a model that other Lebanese industries, whether groups or single players, could follow?

I prefer to talk only about the Malia Group. Not the others. This is their choice. I cannot Xerox myself. It’s a culture and a history. The vision that I can give you is one of preparing ourselves for the next five years. Today, we have a direct presence in Lebanon, Syria, and Iraq. We want to explore our opportunities around the world. For this reason, we have invested in a new plant for cosmetics and we are investing in a new plant for pharmaceuticals. Development is needed. I have to run our business like the multinationals, with the hope that in the year 2010, we will be a small multinational.

E: And you are working to export your cosmetics lines to Europe?

Yes, we are exporting to Russia, to Cyprus, to Greece, and we are now developing our export team to go further into Europe. We are working contracts in Belgium and we are in discussions with Brussels and with Paris.

E: Is your competitive advantage now so strong that you can go into these markets?

Yes, we can be competitive with the norms and standards to which we are producing. Secondly, we are more advantaged than the Europeans and thirdly don’t forget about what is happening with the euro today. We are dollarized and that means we can be really competitive with the euro. It is a strong export advantage. For this reason, a lot of multinationals are contacting us to contract their products in Lebanon.

E: How many employees do you have today?

400 in the group.

E: Are you satisfied with the average productivity you have achieved?

I have to say yes, although I am not convinced. We can do better.

E: How many shareholders do you have?

Malia Group is a holding but it is not yet on the market. We have a plan for 2007 to go to the market. Today it is purely Lebanese, owned by the Sarraf family. We have companies with whom we have partnerships.

E: How were the last five years in terms of profit?

We made a lot of investments between 2000 and 2004. It wasn’t as profitable as it used to be, because we have been developing a lot and we have to move with this expansion, otherwise we will not to be able to develop the whole group. Profitability wise, the ratio was better before the year 2000.

This year [2004] is one of the most difficult years due to the ratio of the euro. We import 60% to 70% of our products from Europe in euro but all our exports and all our local sales are in dollar. We haven’t been in a position to increase our prices. This fluctuation decreased our profitability compared to last year and the year before.

E: Wasn’t also the oil price going against you in 2004?

Yes, it affected our chemical products a lot. The raw material for our plastics industry has increased a lot and a lot of industries that are complementary to our industry have increased their price due to the high euro. Transportation costs were also affected by this situation. I didn’t mention these points but at the end, we are feeling the results of these effects. Thus, we are not looking today at the profit. We are looking at how to develop and maintain our market position. For this reason, we have set our sights on going public in 2007.

E: In your regional and international corporate future, where would you anticipate revenue streams to originate in five years between Europe, Africa, Middle East, Lebanon?

We would basically be happy if the Middle East would be 50% of our business and 50% would be in other regions. This is to say that we aim for 50% from the Middle East where we today generate 80% of our revenues in the region.

E: In this scenario, at what level would Lebanon figure in the long term?

Our main objective in Lebanon is to just cover our expenses.

January 1, 2005 0 comments
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Since its first edition emerged on the newsstands in 1999, Executive Magazine has been dedicated to providing its readers with the most up-to-date local and regional business news. Executive is a monthly business magazine that offers readers in-depth analyses on the Lebanese world of commerce, covering all the major sectors – from banking, finance, and insurance to technology, tourism, hospitality, media, and retail.

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