Egypt’s prime minister on Sunday offered a detailed and daunting review of the challenges facing his country’s economy as it reels from the effects of the Russia-Ukraine war.
In a televised news conference, Mustafa Madbouli sought to reassure Egyptians that his Cabinet was doing everything it could to weather the crisis but did not shy away from sharing the magnitude of the country’s economic woes.
He spoke of a significantly higher import bill, the flight of $20 billion in “hot [foreign] money” and a halt of tourist arrivals from the two warring nations who normally account for a third of all Egypt's visitors. Significantly, he also listed a number of fiscal targets that Egypt hoped to achieve.
“It’s a crisis added to another crisis,” said Mr Madbouli, referring to the economic woes caused by the coronavirus pandemic from which Egypt was recovering when the war broke out in February.
“Uncertainty is prevailing and no one can tell what will happen tomorrow."
The most populous Arab nation with 103 million people, Egypt reacted swiftly to the fallout from the war by devaluing its currency by 14 per cent against the US dollar, banning the export of vital foodstuffs and adopting a costly stimulus package to support the economy.
In March, Egypt opened negotiations with the IMF on technical support and possible funding to help it weather the crisis. Mr Madbouli said on Sunday that Egypt and the IMF were expected to reach an agreement within a month.
The fallout from the war has added to the effects of the disruption to the global supply chain caused by the pandemic, he said.
President Abdel Fattah El Sisi, the architect and driving force behind Egypt’s ambitious economic reform, has described the fallout from the Russia-Ukraine war as “unprecedented”.
In a series of televised comments since March, Mr El Sisi has shared details of the impact of the war on Egypt and how it intended to handle it, including incentives to bolster the stock market and increase the private sector’s share of investment.
Mr Madbouli gave more details of the crisis on Sunday and even acknowledged some of the more serious challenges, such as the growth of the public debt.
He said Egypt, the world’s largest wheat importer, was currently buying the product on world markets at $435 a tonne, up from $270 before the war. Russia and Ukraine accounted for the majority of Egypt’s wheat imports — a total of about 13 million tonnes last year — forcing it to seek alternative sources.
More than 70 million Egyptians rely on cheap bread provided by the state under a subsidy card system catering for low and middle-income Egyptians. Bread, a staple for most Egyptians, is a politically sensitive food item in a country where nearly half of the population is under or hovering above the poverty line.
The government has kept the price of subsidised bread unchanged, despite the surge in wheat prices, and moved to control the price of free-market bread after it rose by 50 per cent in the immediate aftermath of the Russian invasion. It also has offered financial incentives to local wheat growers to ensure they supply the state with nearly six million tonnes during the continuing harvest season.
Mr Madbouli said Egypt planned to spend 130 billion pounds ($700 million) to absorb the direct effects of the war in the fiscal year starting on July 1; and another 335bn pounds to offset its indirect effects.
He said the private sector would account for 65 per cent of all investment in the country within three years, up from about 30 per cent at present. He said the government aimed to reduce total debt to 75 per cent of gross domestic product in the next four years from the current 86 per cent, and the budget deficit to 5 per cent from 6.2 per cent
Egypt wants to achieve a primary surplus of about 1.5 per cent of GDP in the current fiscal year, which would rise to 2 per cent over the next four years, he said.
“Thanks be to God, Egypt has been able to face the world crises of the past three years,” Mr Madbouli said. “We would have seen total collapse in many areas had it not been for the economic reforms we introduced.”
The story of Edge
Sheikh Mohamed bin Zayed, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the Armed Forces, established Edge in 2019.
It brought together 25 state-owned and independent companies specialising in weapons systems, cyber protection and electronic warfare.
Edge has an annual revenue of $5 billion and employs more than 12,000 people.
Some of the companies include Nimr, a maker of armoured vehicles, Caracal, which manufactures guns and ammunitions company, Lahab
The alternatives
• Founded in 2014, Telr is a payment aggregator and gateway with an office in Silicon Oasis. It’s e-commerce entry plan costs Dh349 monthly (plus VAT). QR codes direct customers to an online payment page and merchants can generate payments through messaging apps.
• Business Bay’s Pallapay claims 40,000-plus active merchants who can invoice customers and receive payment by card. Fees range from 1.99 per cent plus Dh1 per transaction depending on payment method and location, such as online or via UAE mobile.
• Tap started in May 2013 in Kuwait, allowing Middle East businesses to bill, accept, receive and make payments online “easier, faster and smoother” via goSell and goCollect. It supports more than 10,000 merchants. Monthly fees range from US$65-100, plus card charges of 2.75-3.75 per cent and Dh1.2 per sale.
• 2checkout’s “all-in-one payment gateway and merchant account” accepts payments in 200-plus markets for 2.4-3.9 per cent, plus a Dh1.2-Dh1.8 currency conversion charge. The US provider processes online shop and mobile transactions and has 17,000-plus active digital commerce users.
• PayPal is probably the best-known online goods payment method - usually used for eBay purchases - but can be used to receive funds, providing everyone’s signed up. Costs from 2.9 per cent plus Dh1.2 per transaction.
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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Champion%20v%20Champion%20(PFL%20v%20Bellator)
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Our legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.