Yesterday, the office of Sri Lanka’s Prime Minister announced that Gotabaya Rajapaksa, the country’s President, is expected to step down tomorrow.
Mr Rajapaksa’s impending resignation, in response to nationwide protests over Sri Lanka’s biggest economic crisis in more than seven decades, may finally bring the country some respite. Whether it also marks the end of the beginning of a journey to economic recovery will depend on what happens next.
The rest of the world would be wise to pay heed to Sri Lanka’s crisis. Colombo’s plight – drowning in unsustainable levels of foreign debt amid a tough global market – is not unique in the post-Covid-19 developing world.
But Sri Lanka's case is particularly alarming. The country doesn’t have enough foreign currency to import fuel. Soaring inflation and the shortage of basic goods mean that very few of its 22 million citizens can afford to buy food, medicines and cooking gas. Those who can, find themselves trapped in long queues. Power cuts are common, and the healthcare system is on the brink of collapse.
The crisis is the outcome of a number of factors, not least the two decades of unsustainable borrowing on the part of the state to fund large projects that left the government strapped during the pandemic, when it needed cash the most. The tourism industry, which accounts for 12 per cent of GDP, was severely damaged by Covid-19. Other causes include populist policies that the Rajapaksa government implemented over the past two years, including cutting taxes and banning chemical fertilisers as part of its pivot to organic farming.
Mr Rajapaksa’s economic team has approved several measures to mitigate the crisis, including a new corporate tax and declaring Fridays as holidays for non-essential public sector employees. The government has also reached out its neighbours in South Asia. Beyond receiving $4 billion worth of foreign assistance from India, it has requested from New Delhi a $500 million credit line to import fuel, fertilisers and rice. Colombo is also in talks with the International Monetary Fund for a bailout.
These are short-term remedies, however, and it has become painfully clear that the public considers the Rajapaksa government to be part of the problem and not the solution. The President’s eventual resignation, and the formation of a unity government, will be an essential first step towards assuaging angry protesters and restoring the rule of law. Early elections will also be key so that a government with a strong mandate is ushered in as quickly as possible.
Sri Lanka’s solution to its debt problem will, and should be, specific to its particular needs. Its crisis has already galvanised ordinary Sri Lankans and rallied together people of all ethnic, religious and cultural groups, creating a rare moment for a country whose history was blighted by decades-long ethnic strife that led to civil war and the eventual rise of majoritarian rule. Economic rejuvenation would be impossible without stitching together Sri Lanka’s complex social fabric that has been damaged for far too long.
But this week’s events in Colombo may be simply the first of a series of debt-fuelled reckonings to come in emerging economies, if the international community is not cognisant of the scale of the problem. In March, the IMF warned that 23 African countries are now either in debt distress or at a high risk of it. In some of these countries, as well as others, facing a similar problem, debt-funded spending was done too unwisely or inefficiently – failing to bring about the economic growth or tax revenues required to pay it back. The pandemic made things difficult, but the root of the problem is the same as it has always been for a number of countries: a lack of accountability for state finances and irresponsible lending practices from the international community.
In Sri Lanka, protesters’ demands for the government to reform are finally being taken seriously. For others, the time to shape up is now.
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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.”
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