Food security issue for GCC is linked to supply, not prices


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The era of cheap food is over. This is bad news for food-importing countries, and few are as dependent on imports as those of the Gulf Cooperation Council (GCC). Imports typically account for 80 to 90 per cent of food needs. Should GCC governments be worried? The short answer is yes, though not for the reasons you might expect.

The 2008 global food crisis saw prices for key agricultural commodities more than double and protests break out in over 60 countries. The World Bank estimates that more than 100 million people fell into poverty. Though international food prices receded, they remained higher than the long-term average and were soon on the rise again. Prices spiked once more in 2011 following a heatwave in the major cereal-producing Black Sea region, and again last year as the worst drought to hit the US Midwest in half a century laid waste to maize and soybean crops.

The outlook is for more of the same. Prices are expected to remain high and volatile as global demand increasingly outstrips supply and food stocks struggle to recover.

Biofuel policies make a bad situation worse. And as climate change gathers pace, bad harvests will become more likely.

Despite the GCC’s import dependence, high and volatile food prices do not pose an immediate threat to food security. Wealthy populations can afford the price rises. The problem for governments is not that people cannot pay more for their food, but the risk that they will refuse to.

Gulf populations are extremely reluctant to accept higher prices. On top of this is the risk that the spike in food prices may trigger instability in neighbouring countries with consequences on the GCC. For example, the 2011 price spike – and its economic impact on the major wheat-importing countries of North Africa such as Egypt, Tunisia and Morocco – has been identified as a precursor to the wider social, political and economic grievances that became the Arab Spring.

For GCC countries, higher food prices are therefore a problem of political security rather than food security, and governments have responded with a range of ad hoc measures to placate potentially restive populations. These include food subsidies, price controls and wage increases; these have worked, but have not been cheap.

Social spending among GCC countries rose sharply after the 2008 price crisis and again after the 2011 price rise and the Arab Spring. In consequence, governments need higher oil revenues to cover their spending. The government of Saudi Arabia now requires an international oil price above $85 per barrel (Dh312) to break even, compared to $37 in 2008. Bahrain needs over $100 per barrel.

GCC states are, for the most part, still in the black, but they are vulnerable to a fall in oil prices. They cannot pursue higher oil prices indefinitely without choking off demand. The long-term food security of the GCC requires governments to contain ballooning social expenditures, diversify their economies and broaden their revenue base.

In the short-term, the most significant threat to GCC food security relates not to food prices, but to food supply. The Gulf countries are surrounded by a series of maritime “choke points” – busy, narrow passages vulnerable to disruption or closure. Nearly all food imports must pass through at least one.

Most vital is the Suez Canal in Egypt, which militants recently tried to block by firing rocket propelled grenades at a container ship. More than 80 per cent of wheat and coarse-grain imports pass through the canal en route from North America, South America, Europe or the Black Sea. Nearly half of this must then pass through the Strait of Hormuz on its way to ports within the Arabian Gulf. This critical waterway also receives 80 per cent of rice imports from India and Pakistan. It is periodically threatened with closure by Iran, most recently last year in response to sanctions from the international community.

The worst case scenario for the GCC is some form of regional conflict that closes multiple choke points for a sustained period. Preparedness for such a contingency probably explains government decisions to build strategic cereal reserves approaching or exceeding a year’s supply. Maintaining stocks of this size is expensive, but is far cheaper and more sustainable than growing cereals in the desert. And while the risk of instability in the Middle East remains, it looks like money well spent.

Rob Bailey is an expert on food security at the London think tank, Chatham House

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Email sent to Uber team from chief executive Dara Khosrowshahi

From: Dara

To: Team@

Date: March 25, 2019 at 11:45pm PT

Subj: Accelerating in the Middle East

Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.

Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.

I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.

This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.

It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.

Uber on,

Dara

Teaching your child to save

Pre-school (three - five years)

You can’t yet talk about investing or borrowing, but introduce a “classic” money bank and start putting gifts and allowances away. When the child wants a specific toy, have them save for it and help them track their progress.

Early childhood (six - eight years)

Replace the money bank with three jars labelled ‘saving’, ‘spending’ and ‘sharing’. Have the child divide their allowance into the three jars each week and explain their choices in splitting their pocket money. A guide could be 25 per cent saving, 50 per cent spending, 25 per cent for charity and gift-giving.

Middle childhood (nine - 11 years)

Open a bank savings account and help your child establish a budget and set a savings goal. Introduce the notion of ‘paying yourself first’ by putting away savings as soon as your allowance is paid.

Young teens (12 - 14 years)

Change your child’s allowance from weekly to monthly and help them pinpoint long-range goals such as a trip, so they can start longer-term saving and find new ways to increase their saving.

Teenage (15 - 18 years)

Discuss mutual expectations about university costs and identify what they can help fund and set goals. Don’t pay for everything, so they can experience the pride of contributing.

Young adulthood (19 - 22 years)

Discuss post-graduation plans and future life goals, quantify expenses such as first apartment, work wardrobe, holidays and help them continue to save towards these goals.

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“It's pretty hard to think that 50 years on, the State is still covering up for what happened on Bloody Sunday.”

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Key findings of Jenkins report
  • Founder of the Muslim Brotherhood, Hassan al Banna, "accepted the political utility of violence"
  • Views of key Muslim Brotherhood ideologue, Sayyid Qutb, have “consistently been understood” as permitting “the use of extreme violence in the pursuit of the perfect Islamic society” and “never been institutionally disowned” by the movement.
  • Muslim Brotherhood at all levels has repeatedly defended Hamas attacks against Israel, including the use of suicide bombers and the killing of civilians.
  • Laying out the report in the House of Commons, David Cameron told MPs: "The main findings of the review support the conclusion that membership of, association with, or influence by the Muslim Brotherhood should be considered as a possible indicator of extremism."

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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