When I first visited Venezuela in 1998, Hugo Chavez, a former paratrooper and failed coup leader, in his trademark red beret, was running for president for the first time.
One of his opponents was the former Miss Universe and mayor of a Caracas district, Irene Saenz. The recent election featured less colourful candidates, but could be equally important for the country, and the world oil market.
Current President Nicolas Maduro, who replaced Mr Chavez when he died in March 2013, declared victory in the latest election against his main opponent, Edmundo Gonzalez Urrutia, despite exit polls having Mr Gonzalez Urrutia at 65 per cent.
Suspicious announcements had television results that added up to 132 per cent and vote tallies of an improbably precise 51.95 per cent for Mr Maduro and 43.18 per cent for Mr Gonzalez Urrutia, as of the latest data on Friday.
Not surprisingly, the opposition has claimed fraud, there have been protests, the US, EU foreign policy chiefs, and various regional neighbours have expressed disapproval, while Mr Maduro’s amigos (friends) in Russia, China, Iran and Cuba have congratulated him.
This is more than just a local squabble. It affects the direction of world oil markets, of politics and the balance of power in Latin America, and even the US’s presidential election.
And it may be prophetic of how some other petroleum-exporting countries deal with a future of declining oil revenue.
To understand the current situation, it’s worth revisiting how closely oil policy has determined the Venezuelan economy since Mr Chavez’s Bolivarian Revolution.
Venezuela’s democratic parties led the country to be a founder member of Opec in 1960, and nationalised its oil industry in 1976. In 1985, it was the richest country per capita in South America. But low oil prices from 1986 onwards and a legacy of badly-directed state spending and severe inequality discredited the establishment.
In the late 1990s, Venezuela made a determined effort to boost oil capacity and contest the leadership of Opec with Saudi Arabia. By the time of the 1998 election, this had led to very low oil prices. Given Venezuela’s much higher production costs, this was an unwinnable contest, as Mr Chavez quickly perceived.
He steadily pushed out foreign investors, cut back production, and tightened his grip on national oil company Petroleos de Venezuela (PDVSA).
After a general strike in 2002-2003, aimed at toppling him, he fired 19,000 employees. From one of the world’s best state oil corporations, it degenerated into a mess of disrepair, debt and corruption. Skilled workers instead went to boost output in neighbouring Colombia and in Canada’s heavy oil industry.
Although petroleum output steadily declined, higher prices let revenue soar, allowing Mr Chavez to spread money around lavishly on social programmes and aid to ideological allies such as Cuba.
Oil prices plunged in late 2014. From around 2.4 million barrels per day, production slumped to 500,000 bpd by 2020. Gross domestic product per capita in local purchasing power, which had peaked at $18,850 per person in 2013, collapsed to $5,730 by 2020, one of the steepest economic declines outside wartime yet recorded. From a population of just over 30 million, more than 7.7 million Venezuelans fled to escape poverty, hunger and rampant crime.
The economic free fall predated tight US sanctions. But the administration of Donald Trump put on pressure from 2019, banning transactions with PDVSA and US imports of Venezuelan oil, once a staple for Gulf of Mexico refineries. That helped push production to its minimum.
In contrast, President Joe Biden’s administration tried to open some space for negotiations, temporarily suspending some sanctions and permitting US company Chevron to operate under license, in return for commitment to democratic measures, including the latest elections. Oil output has slightly recovered from 2021 onwards.
Venezuela’s woes are often blamed, particularly by right-wing Americans, on its “socialist” policies. Hostility to foreign business, price controls, subsidies and attempts at funding social programmes for its supporters have certainly hurt the economy.
But other socialist or leftist South American governments have not caused such a catastrophe. Instead, the drying-up of investment, corruption, a kleptocratic and narcocratic ruling class, and the destruction of all competent and independent institutions, have been more damaging.
So what happens now? The Maduro government has clamped down hard after its win, with 20 people reported killed in protests. Opposition leader Maria Corina Machado, herself banned from running, has re-emerged from sanctuary in the Argentinian embassy to address crowds as thousands continue to take to the streets.
Perhaps, people power, the loss of loyal support in the poor neighbourhoods, a fracture in the Venezuelan military, and condemnation from countries such as Chile, Colombia, Peru and Argentina, might bring down Mr Maduro, or at least force the ruling party to enter some power-sharing arrangement.
The US would then ease sanctions, foreign investment and returning exiles with their skills and savings would flood in, and Venezuela could at last begin the job of rebuilding its ruined infrastructure.
Its oil industry will likely never regain the heights of the early 1970s. Facilities are decrepit, and its mostly heavy, high-carbon oil production is out of favour. Under ideal conditions, output might recover to 2.5 million barrels per day by 2030.
Or, more likely, the combination of repression, continuing backing from the military and remaining loyal “Chavistas”, some Russian assistance, a tepid response from leftist Latin American democracies, and distribution of dwindling petrodollars, keeps Mr Maduro in power. Blaming sanctions and Washington’s meddling provides easy excuses for the country’s dysfunction.
Mr Biden will then have to balance reimposing strict sanctions, with keeping Venezuelan oil on the market to keep prices moderate, supporting his Vice-President, Kamala Harris, in November’s US election.
Second, a renewed economic slump and political repression in Venezuela would trigger more migration, challenging neighbouring countries such as Colombia, and heating up the issue of immigration ahead of the US election.
The strongly anti-left Venezuelan community, like their predecessors the Cubans, have helped tilt the politics of Florida, once a crucial swing state, towards the Republicans. One of the diaspora is Ms Saenz herself, who now lives in Miami.
Venezuela could be a glimpse into the future, of just how bad things can be when an oil-dependent state cannot diversify and watches its revenue melt away.
Whether under Mr Maduro or another, the country has just a few years left to capitalise on its oil. The outcome matters well beyond Caracas.
Robin M Mills is chief executive of Qamar Energy, and author of The Myth of the Oil Crisis
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.”
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Tax authority targets shisha levy evasion
The Federal Tax Authority will track shisha imports with electronic markers to protect customers and ensure levies have been paid.
Khalid Ali Al Bustani, director of the tax authority, on Sunday said the move is to "prevent tax evasion and support the authority’s tax collection efforts".
The scheme’s first phase, which came into effect on 1st January, 2019, covers all types of imported and domestically produced and distributed cigarettes. As of May 1, importing any type of cigarettes without the digital marks will be prohibited.
He said the latest phase will see imported and locally produced shisha tobacco tracked by the final quarter of this year.
"The FTA also maintains ongoing communication with concerned companies, to help them adapt their systems to meet our requirements and coordinate between all parties involved," he said.
As with cigarettes, shisha was hit with a 100 per cent tax in October 2017, though manufacturers and cafes absorbed some of the costs to prevent prices doubling.
Company Profile
Company name: NutriCal
Started: 2019
Founder: Soniya Ashar
Based: Dubai
Industry: Food Technology
Initial investment: Self-funded undisclosed amount
Future plan: Looking to raise fresh capital and expand in Saudi Arabia
Total Clients: Over 50
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Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
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Guide to intelligent investing
Investing success often hinges on discipline and perspective. As markets fluctuate, remember these guiding principles:
- Stay invested: Time in the market, not timing the market, is critical to long-term gains.
- Rational thinking: Breathe and avoid emotional decision-making; let logic and planning guide your actions.
- Strategic patience: Understand why you’re investing and allow time for your strategies to unfold.
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