The Leningrad symphony of Soviet composer Dmitri Shostakovich captures the relentlessly advancing threat of the Nazi invaders to the city with a quiet theme that grows ever louder and harsher.
In the same way, while measured debate continues in the halls of Brussels, a gas crisis has been on the march. Western European politicians are only starting to hear the warning.
From last October, Russian gas exports to Europe dropped sharply, mostly by constricting flows through the Yamal natural gas pipeline system that goes through Poland. Storage facilities within Europe controlled by Russia were not refilled for winter, even while others were charged as normal.
A variety of explanations came from state gas export monopoly Gazprom and other commentators: Russia needed first to fill its domestic storage before the cold season; its production was down following a fire at one of its fields; it was a commercial move to push up prices to earn more for its remaining sales; and it was pressuring Germany to approve the operation of the new Nord Stream II pipeline.
On February 24 — the day the Ukraine war started — the true motivation became clear: squeezing Europe to deter any objections to what the Kremlin thought would be a quick, victorious attack against Kyiv.
Similar obfuscation and the proffering of multiple non-exclusive explanations for Russia's conduct have persisted this year. European customers have been disconnected stepwise, with people regarded as particularly “unfriendly” or refusing to meet Russia’s demands for payment in roubles affected.
Poland and Bulgaria were cut off on April 27, with Finland on May 21, Denmark, Netherlands and some German supply similarly affected on May 31. Despite this, the EU Commission eventually waved through Russia’s payment plan.
Transit of Russian gas through Ukraine has continued through the fighting, quite remarkably, but it is now at about a quarter of last year’s levels.
In May, Ukraine closed the Sokhranovka station, which transits about 8 per cent of gas from Russia to Europe, blaming interference by occupying forces. It proposed a different transit point, but Gazprom claimed this was not technically feasible.
On May 11, Moscow sanctioned the operator of the Yamal pipeline — of which Gazprom still owns 48 per cent. Yamal flows this year have been far below historic levels and dropped to zero for the last few weeks. Even shipments through the Turkstream pipeline, which (naturally) supplies Turkey, and through it some south-east European countries, have fallen away recently.
Last Tuesday, Gazprom said Canadian sanctions were preventing the return from repairs of a turbine used to compress gas, reducing flows on the Nord Stream I pipeline to Germany by 60 per cent. Austria, the Czech Republic, Slovakia, France and Italy have also had reductions in deliveries.
German economy minister Robert Habeck said in early March: “I do not expect it [a cut of Nord Stream I deliveries] because Russia must know … it will turn out to be an unreliable supplier.”
That ship of Russian reliability had already sailed in October, and was definitely scuttled by the EU strategy to get off Russian gas entirely. Now, he realises, “the Russian side’s argument is simply a pretext. It is obviously a strategy to unsettle and drive up prices”.
Nord Stream I closes entirely for annual maintenance between July 11 and July 21 — it will be critical to see whether it resumes afterwards, and at what levels, or this serves as an excuse for further reductions.
Europe has been hurrying through the low-demand summer to refill storage before the winter heating season. Germany’s stocks are 52 per cent full, and it wants them 90 per cent filled by November.
But on June 8, there was an explosion at the Freeport liquefied natural gas plant in Texas, which provides almost a fifth of US exports. The plant, which has suffered a string of previous accidents, will be out of action for three months and may not be back to full capacity until the end of the year. This endangers European plans to replace Russian with American gas.
The EU has proceeded with imposing sanctions, including the plan to phase out Russian oil imports by the end of this year, accommodating the interests of all member states. The problem with this approach in an adversarial situation should be all too clear.
The Kremlin can move faster in response, not bound by legal considerations, it can retaliate in unexpected ways, and try to pick off European countries individually. It already benefits from a fifth column in Budapest.
Russia’s moves also follow economic logic. What is the point of exporting large volumes of oil and gas at very high prices to accumulate funds that cannot be saved overseas (because they might be seized), and cannot be spent on imports (because sanctions prevent buying anything useful)?
Piling up cash at home causes the rouble to appreciate and makes other industries uncompetitive. The rouble is now at 57.5 to the dollar, much stronger than pre-war levels of about 75, while Russian Industry Minister Denis Manturov says metals exports are only competitive at 70 roubles per dollar.
If the EU cuts off oil and gas imports, Russia may as well move first and turn up the pressure. Its political and financial motives align. Meanwhile, Brussels seems to imagine it is still dealing with a bloodless opponent, like climate, that does not retaliate or pre-empt.
European states need to be nimbler, to anticipate their opponent’s moves — imagining the worst — and to avoid fighting on ground of Moscow’s choosing. Defending Europe’s gas supplies does not have to be done necessarily or only through the gas market.
As Napoleon said, in war, “the moral is to the physical as three is to one”. There are no easy solutions. European governments need to prepare their citizens for a test of ingenuity and endurance. Not just this coming winter, but the next one too, are going to be very hard.
Robin M Mills is the chief executive of Qamar Energy and author of The Myth of the Oil Crisis
Formula Middle East Calendar (Formula Regional and Formula 4)
Round 1: January 17-19, Yas Marina Circuit – Abu Dhabi
Round 2: January 22-23, Yas Marina Circuit – Abu Dhabi
Round 3: February 7-9, Dubai Autodrome – Dubai
Round 4: February 14-16, Yas Marina Circuit – Abu Dhabi
Round 5: February 25-27, Jeddah Corniche Circuit – Saudi Arabia
Classification of skills
A worker is categorised as skilled by the MOHRE based on nine levels given in the International Standard Classification of Occupations (ISCO) issued by the International Labour Organisation.
A skilled worker would be someone at a professional level (levels 1 – 5) which includes managers, professionals, technicians and associate professionals, clerical support workers, and service and sales workers.
The worker must also have an attested educational certificate higher than secondary or an equivalent certification, and earn a monthly salary of at least Dh4,000.
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
Our legal consultant
Name: Dr Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
UAE currency: the story behind the money in your pockets
Results
2.30pm: Dubai Creek Tower – Handicap (PA) Dh40,000 (Dirt) 1,200m; Winner: Marmara Xm, Gary Sanchez (jockey), Abdelkhir Adam (trainer)
3pm: Al Yasmeen – Maiden (PA) Dh40,000 (D) 1,700m; Winner: AS Hajez, Jesus Rosales, Khalifa Al Neyadi
3.30pm: Al Ferdous – Maiden (PA) Dh40,000 (D) 1,700m; Winner: Soukainah, Sebastien Martino, Jean-Claude Pecout
4pm: The Crown Prince Of Sharjah – Prestige (PA) Dh200,000 (D) 1,200m; Winner: AF Thayer, Ray Dawson, Ernst Oertel
4.30pm: Sheikh Ahmed bin Rashid Al Maktoum Cup – Handicap (TB) Dh200,000 (D) 2,000m; Winner: George Villiers, Antonio Fresu, Bhupat Seemar
5pm: Palma Spring – Handicap (PA) Dh40,000 (D) 2,000m; Winner: Es Abu Mousa, Antonio Fresu, Abubakar Daud
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COMPANY PROFILE
Initial investment: Undisclosed
Investment stage: Series A
Investors: Core42
Current number of staff: 47
Ain Dubai in numbers
126: The length in metres of the legs supporting the structure
1 football pitch: The length of each permanent spoke is longer than a professional soccer pitch
16 A380 Airbuses: The equivalent weight of the wheel rim.
9,000 tonnes: The amount of steel used to construct the project.
5 tonnes: The weight of each permanent spoke that is holding the wheel rim in place
192: The amount of cable wires used to create the wheel. They measure a distance of 2,4000km in total, the equivalent of the distance between Dubai and Cairo.
Timeline
2012-2015
The company offers payments/bribes to win key contracts in the Middle East
May 2017
The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts
September 2021
Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act
October 2021
Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence
December 2024
Petrofac enters into comprehensive restructuring to strengthen the financial position of the group
May 2025
The High Court of England and Wales approves the company’s restructuring plan
July 2025
The Court of Appeal issues a judgment challenging parts of the restructuring plan
August 2025
Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision
October 2025
Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange
November 2025
180 Petrofac employees laid off in the UAE
How to apply for a drone permit
- Individuals must register on UAE Drone app or website using their UAE Pass
- Add all their personal details, including name, nationality, passport number, Emiratis ID, email and phone number
- Upload the training certificate from a centre accredited by the GCAA
- Submit their request
What are the regulations?
- Fly it within visual line of sight
- Never over populated areas
- Ensure maximum flying height of 400 feet (122 metres) above ground level is not crossed
- Users must avoid flying over restricted areas listed on the UAE Drone app
- Only fly the drone during the day, and never at night
- Should have a live feed of the drone flight
- Drones must weigh 5 kg or less
COMPANY%20PROFILE
%3Cp%3E%3Cstrong%3EName%3A%3C%2Fstrong%3E%20Floward%0D%3Cbr%3E%3Cstrong%3EBased%3A%20%3C%2Fstrong%3ERiyadh%2C%20Saudi%20Arabia%0D%3Cbr%3E%3Cstrong%3EFounders%3A%20%3C%2Fstrong%3EAbdulaziz%20Al%20Loughani%20and%20Mohamed%20Al%20Arifi%0D%3Cbr%3E%3Cstrong%3ESector%3A%20%3C%2Fstrong%3EE-commerce%0D%3Cbr%3E%3Cstrong%3ETotal%20funding%3A%20%3C%2Fstrong%3EAbout%20%24200%20million%0D%3Cbr%3E%3Cstrong%3EInvestors%3A%20%3C%2Fstrong%3EAljazira%20Capital%2C%20Rainwater%20Partners%2C%20STV%20and%20Impact46%0D%3Cbr%3E%3Cstrong%3ENumber%20of%20employees%3A%20%3C%2Fstrong%3E1%2C200%3C%2Fp%3E%0A