Fighters from the former Al-Nusra Front - renamed Fateh al-Sham Front after breaking from Al-Qaeda - advance at an armament school after they announced they sieged control of two military academies and a third military position on August 6, 2016. AFP
Fighters from the former Al-Nusra Front - renamed Fateh al-Sham Front after breaking from Al-Qaeda - advance at an armament school after they announced they sieged control of two military academies anShow more

The story of Hayat Tahrir Al Sham's rise to prominence and what it means for Syria



A year ago, Jabhat Al Nusra rebranded itself as a Syria-first local organisation, having previously been recognised as an official branch of Al Qaeda. The disengagement was framed as a break-up with the global extremist group, but the real reason for the change has remained a subject of debate among observers. Recent events in Idlib provide much-needed clarity about what the jihadist group aimed to achieve with such a move.
 
After the rebranding, the group shifted strategy. Jabhat Fateh Al Sham, as it was renamed, moved towards a consolidation of its influence in rebel-held areas in the north west. It sought to do so by leading a consortium of rebel factions to break the siege in Aleppo, which it briefly managed to do. The momentum was short-lived and the regime reimposed the siege and, in December, expelled the rebels from eastern Aleppo.
 
The focus of the group then shifted to Idlib, which it helped capture along with Ahrar Al Sham in spring 2015. A month after the fall of eastern Aleppo, the group changed its name again, and began a more forceful campaign to tighten its grip in that area. For the first time, Ahrar Al Sham, with which it had long had a special relationship, was a target of its campaign.
 
Tension had risen between the two groups over another jihadist faction — the now-defunct Jund Al Aqsa — that rebels accused of serving as a front for ISIL. After brief clashes between Ahrar Al Sham and Jund Al Aqsa in Hama in October, the latter pledged allegiance to Jabhat Fateh Al Sham. In January, Ahrar Al Sham renewed its calls to bring leaders of Jund Al Aqsa to justice for past acts of murder, which went unheeded.

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Read more:

Al Qaeda’s Syria branch breaks away with new name and flag

Syria’s new rebel alliance threatens Assad’s grip on power

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The biggest friction then took place in late January, when hundreds of Ahrar Al Sham's members defected to the group, now rebranded for the second time under Hayat Tahrir Al Sham. The group under the new name then demanded that other militias join it or face eradication. Some small factions in Idlib sought protection from Ahrar Al Sham. But, by the end of the campaign in February, Hayat Tahrir Al Sham had deeply fragmented its rivals and further increased its dominance in the north west. 
 
A second round of consolidation in Idlib began a week ago. Hayat Tahrir Al Sham cracked down on Ahrar Al Sham, the group that contributed most to its normalisation and integration in the Syrian insurgency. The latest operation followed weeks of reports about a prospective Turkish troop deployment to Idlib as part of a ceasefire monitoring mission, something that Hayat Tahrir Al Sham saw as a threat to its dominance there. The clashes were directly triggered by differences over the control of the Bab Al Hawa border crossing and the raising of the Syrian uprising's "green flag", a byword for moderation in the insurgency today.
 
The series of events since Jabhat Fateh Al Sham's rebranding a year ago highlight a key aspect of the group's strategy in Syria.
 
The purpose of disengagement from Al Qaeda was forceful consolidation. After the failure to grab control of the Syrian insurgency through integration, the group shifted its attempts to a campaign that intended to degrade its rivals and absorb some of their disaffected individuals. Although Hayat Tahrir Al Sham differs from ISIL in how it seeks to reach its final objective of establishing an Islamic state, the two groups share a critical strategy: to establish themselves as the only conduit of Sunni militarism. Any viable rivals must be weakened and ultimately eradicated. ISIL did that in Iraq, and Hayat Tahrir Al Sham seeks to do the same in Syria.
 
According to the announcement made by the group and a representative of Al Qaeda, the rebranding was an "advanced phase" in its operation in Syria. The idea of an advanced phase was once mentioned by Ayman Al Zawahiri, the current leader of Al Qaeda, in a letter to Abu Musab Al Zarqawi in Iraq in 2006. The letter followed a decision by Al Qaeda in Iraq to dissolve itself and form the Mujahideen Shura Council (MSC). After Jabhat Al Nusra's rebranding, I compared the move to the establishment of the MSC in Iraq.
 
Even though the methods are different, the two groups recognise that the single greatest setback to their dominance is the rise of groups or structures that appeal to the same popular base they claim to represent. After the recent campaign, Hayat Tahrir Al Sham has emerged even more dominant than six months ago, and its attempts to dominate are far from over. It will continue to pursue its goal of ensuring no internal rebellion emerges from the areas it currently controls.
 
Hassan Hassan is a senior fellow at the Tahrir Institute for Middle East Policy

The specs: 2018 Alfa Romeo Stelvio

Price, base: Dh198,300
Engine: 2.0L in-line four-cylinder
Transmission: Eight-speed automatic
Power: 280hp @ 5,250rpm
Torque: 400Nm @ 2,250rpm
Fuel economy, combined: 7L / 100km

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.”

Business Insights
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The specs

AT4 Ultimate, as tested

Engine: 6.2-litre V8

Power: 420hp

Torque: 623Nm

Transmission: 10-speed automatic

Price: From Dh330,800 (Elevation: Dh236,400; AT4: Dh286,800; Denali: Dh345,800)

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COMPANY PROFILE
Name: HyperSpace
 
Started: 2020
 
Founders: Alexander Heller, Rama Allen and Desi Gonzalez
 
Based: Dubai, UAE
 
Sector: Entertainment 
 
Number of staff: 210 
 
Investment raised: $75 million from investors including Galaxy Interactive, Riyadh Season, Sega Ventures and Apis Venture Partners
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Formula Middle East Calendar (Formula Regional and Formula 4)
Round 1: January 17-19, Yas Marina Circuit – Abu Dhabi
 
Round 2: January 22-23, Yas Marina Circuit – Abu Dhabi
 
Round 3: February 7-9, Dubai Autodrome – Dubai
 
Round 4: February 14-16, Yas Marina Circuit – Abu Dhabi
 
Round 5: February 25-27, Jeddah Corniche Circuit – Saudi Arabia
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COMPANY PROFILE
Name: Almnssa
Started: August 2020
Founder: Areej Selmi
Based: Gaza
Sectors: Internet, e-commerce
Investments: Grants/private funding