Has this been a bad week or good week for the southern European group of nations - Portugal, Italy, Greece and Spain - sometimes referred to as Pigs, that most clumsy of acronyms?
In one sense it has been good - all four nations posted some decent results. It's such a shame then that those moments of success were only gathered on the football pitches of Poland and Ukraine, when all four sides secured safe passage from the treacherous waters of the European Championship's group stages into the knockout phase.
In more than one sense it was also very bad.
Spain's economy continues to limp towards the abyss and its government has recently called for up to 100 billion euros of emergency loans to prop up its ailing banking system. Greece, meanwhile, has opted for another period of stalemate in the shape of a multiparty coalition government. About the only positive to be taken from this electoral stasis is the predicted "Drachmaggedon" has been sidestepped. Portugal too is in a mess, its economy mired in a deep, interminable recession.
And what of Italy? Things have been considerably quieter since Silvio Berlusconi was finally escorted from Rome's Palazzo Chigi last November. But, like Portugal, Italy's economy continues to contract - there's been no bounce back after bunga bunga - and, like Spain, its banking system looks vulnerable, although Mario Monti, Berlusconi's successor as prime minister, rejects that notion.
Instead, Monti has issued something close to the Italian equivalent of a "keep calm and carry on" call, telling reporters that now was not the time for desperate measures to keep his nation afloat.
Rather, now is the time for managing frayed tempers.
"We Italians have a tendency to go too quickly from moments of inexplicable euphoria to unjustified depression," he said in a manner reminiscent of an Italian football supporter who'd just watched his team stumble to a draw after holding a comfortable lead.
Bill Emmott's new book Good Italy, Bad Italy (published by Yale University Press) addresses this very point. Over the course of eight chapters and a couple of hundred pages, the author, a former editor-in-chief of The Economist, presents an informative and very readable travelogue across the terrain of the nation's modern history and its slump into its uncertain future.
"The country [became] one of the greatest in the world," writes Emmott, "thanks to the success of Good Italy in overcoming the burden of the Bad."
The trouble now, he contends, is "the Bad is well on top and the country is heading towards decline and even disaster if the balance is not changed". The reason we should care about this is that Italy is not so much at the periphery of the eurozone (like Portugal and Greece) but much closer to the beating heart of the ideals that brought monetary union in the first place. It is, simply, too big to fail.
We should also care because after identifying Italy's ills - its vested interests, its organised crime, its weak judicial system, its geographically imbalanced distribution of wealth and productivity, among others - Emmott offers a blueprint that might apply to any nation seeking to recover from a period of protracted crisis.
"The greatest asset of Italy," he writes, "is the Italians themselves, with their spirit of initiative, of inventiveness, of building relationships with one another."
Emmott suggests human capital rather than continuous injections of new capital are the key to the nation's future prosperity or Eppur si muove ("Italy can move, if Italians want it to").
It is an interesting thought, and not one without precedent on those sporting pitches of Europe. Only six years ago, the Italian national team battled impossible odds and a damaging domestic match-fixing scandal to emerge as football's world champions. Monti would do well to harness a similar spirit away from the green fields of footballing dreams.
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Name: Peter Dicce
Title: Assistant dean of students and director of athletics
Favourite sport: soccer
Favourite team: Bayern Munich
Favourite player: Franz Beckenbauer
Favourite activity in Abu Dhabi: scuba diving in the Northern Emirates
MATCH INFO
Uefa Champions League, last-16, second leg (first-leg scores in brackets):
PSG (2) v Manchester United (0)
Midnight (Thursday), BeIN Sports
Tips for job-seekers
- Do not submit your application through the Easy Apply button on LinkedIn. Employers receive between 600 and 800 replies for each job advert on the platform. If you are the right fit for a job, connect to a relevant person in the company on LinkedIn and send them a direct message.
- Make sure you are an exact fit for the job advertised. If you are an HR manager with five years’ experience in retail and the job requires a similar candidate with five years’ experience in consumer, you should apply. But if you have no experience in HR, do not apply for the job.
David Mackenzie, founder of recruitment agency Mackenzie Jones Middle East
COMPANY%20PROFILE%20
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10 tips for entry-level job seekers
- Have an up-to-date, professional LinkedIn profile. If you don’t have a LinkedIn account, set one up today. Avoid poor-quality profile pictures with distracting backgrounds. Include a professional summary and begin to grow your network.
- Keep track of the job trends in your sector through the news. Apply for job alerts at your dream organisations and the types of jobs you want – LinkedIn uses AI to share similar relevant jobs based on your selections.
- Double check that you’ve highlighted relevant skills on your resume and LinkedIn profile.
- For most entry-level jobs, your resume will first be filtered by an applicant tracking system for keywords. Look closely at the description of the job you are applying for and mirror the language as much as possible (while being honest and accurate about your skills and experience).
- Keep your CV professional and in a simple format – make sure you tailor your cover letter and application to the company and role.
- Go online and look for details on job specifications for your target position. Make a list of skills required and set yourself some learning goals to tick off all the necessary skills one by one.
- Don’t be afraid to reach outside your immediate friends and family to other acquaintances and let them know you are looking for new opportunities.
- Make sure you’ve set your LinkedIn profile to signal that you are “open to opportunities”. Also be sure to use LinkedIn to search for people who are still actively hiring by searching for those that have the headline “I’m hiring” or “We’re hiring” in their profile.
- Prepare for online interviews using mock interview tools. Even before landing interviews, it can be useful to start practising.
- Be professional and patient. Always be professional with whoever you are interacting with throughout your search process, this will be remembered. You need to be patient, dedicated and not give up on your search. Candidates need to make sure they are following up appropriately for roles they have applied.
Arda Atalay, head of Mena private sector at LinkedIn Talent Solutions, Rudy Bier, managing partner of Kinetic Business Solutions and Ben Kinerman Daltrey, co-founder of KinFitz
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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.”
The specs: 2018 Nissan 370Z Nismo
The specs: 2018 Nissan 370Z Nismo
Price, base / as tested: Dh182,178
Engine: 3.7-litre V6
Power: 350hp @ 7,400rpm
Torque: 374Nm @ 5,200rpm
Transmission: Seven-speed automatic
Fuel consumption, combined: 10.5L / 100km