Rafiq Hariri, the Lebanese prime minister assassinated in 2005, shares a similar legacy to Maragret Thatcher. AFP
Rafiq Hariri, the Lebanese prime minister assassinated in 2005, shares a similar legacy to Maragret Thatcher. AFP

Like Thatcher, Hariri rebuilt a nation but remains as divisive



The late Lebanese prime minister Rafiq Hariri and Margaret Thatcher had a lot in common. OK, Hariri never took his country to war; crushed the power of the Lebanese unions or helped end the threat of nuclear annihilation, but, like the former British premier, he did make a decent fist of pulling a war-wrecked country up by its bootstraps in the 1990s.

But in rebuilding a bombed-out Beirut and bringing a touch of billionaire bling to our lives, he left himself open to allegations of cronyism, corruption and self-interest, while much of the blame for Lebanon's US$56 billion (Dh205.67bn) debt has been laid at the doorstep of his "build it and they will come" policy.

He was accused of using his wealth and influence to make Lebanon a playground for affluent Arabs. Little wonder therefore then that in the modern Lebanese political debate, Hariri is almost as divisive as Mrs T.

Both came from a humble background- she the grocer's girl from Grantham; Hariri the man from Sidon with a diploma in accounting who went to Saudi Arabia and returned with billions. Thatcher would become the most recognisable stateswoman of her generation, while Hariri, because of the connections his wealth allowed him to forge, won the trust and friendship of the world's most powerful leaders.

Hariri, like Thatcher, put all his chips on black and hoped that investment would breed prosperity. But unlike Thatcher he didn't have a cabinet of genuine technocrats and old school Tories, many of whose formative experiences were shaped by the struggle against Nazi tyranny.

Instead he had to deal with fomer warlords anxious to consolidate power after Lebanon's 15-year civil war. He had to go it alone and bulldoze the mechanics of a state that, had it been given the chance to oversee any regeneration, would have failed.

While Thatcher inherited a country in which litter lay uncollected and the dead unburied, Hariri was asked to lead Lebanon in the autumn of 1992, after the dollar rocketed from 800 Lebanese lira to 3,000 lira in a matter of months, a state of affairs that led to riots on the streets of Beirut. Within a week of Hariri's appointment, the greenback cost 50 per cent less and Hariri rolled up his sleeves to rebuild his beloved country by privatising the reconstruction process, entrusting it to Solidere, a property company in which he was a shareholder and which was created to do the job.

Bombed-out property in the Beirut Central District was expropriated and in return landlords were offered shares in Solidere. There was outrage - a sentiment that many Hariri opponents now say has been vindicated by a less than stellar share price - and to this day there is strong anti-Hariri sentiment among those who feel their land was stolen. This was Hariri's Thatcher moment in the sense that, yes, like the Iron Lady's crushing of the unions, it hurt a lot of ordinary people, pain that is still felt today, but without it Beirut would be a poorer place.

People forget that after the war, much of the property was in the hands of multiple heirs or protected tenants, many of whom were living abroad. But more importantly, any piecemeal development would have made the area an eyesore. The result was a city centre that is today the envy of much of the Arab world and an economy that, when it runs, can purr like a Rolls-Royce. But like a Roller, Hariri's policies reeked of elitism.

When he was murdered in 2005, there were no street parties. A taxi driver who picked me up on Sunday at the Beirut airport that now carries his name, asked me why some people in Britain celebrated Thatcher's death. "They have everything and still they are not happy."

Michael Karam is a freelance writer based in Beirut

UK's plans to cut net migration

Under the UK government’s proposals, migrants will have to spend 10 years in the UK before being able to apply for citizenship.

Skilled worker visas will require a university degree, and there will be tighter restrictions on recruitment for jobs with skills shortages.

But what are described as "high-contributing" individuals such as doctors and nurses could be fast-tracked through the system.

Language requirements will be increased for all immigration routes to ensure a higher level of English.

Rules will also be laid out for adult dependants, meaning they will have to demonstrate a basic understanding of the language.

The plans also call for stricter tests for colleges and universities offering places to foreign students and a reduction in the time graduates can remain in the UK after their studies from two years to 18 months.

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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The specs
 
Engine: 3.0-litre six-cylinder turbo
Power: 398hp from 5,250rpm
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Transmission: Eight-speed auto
Fuel economy, combined: 6.5L/100km
On sale: December
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GAC GS8 Specs

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Started: 2021
 
Founders: Iheb Triki and Mohamed Ali Abid
 
Based: Tunisia 
 
Sector: Water technology 
 
Number of staff: 22 
 
Investment raised: $4 million 
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