Albert “Archie” Lamb, a British diplomat who served in Abu Dhabi during a period of great change, has died a few days before his 100th birthday.
Lamb was Britain's political agent – a role equivalent to an ambassador – in the city in 1965. The emirate was at a crucial juncture – by the time Lamb left, three years later, Sheikh Zayed had become Ruler, Abu Dhabi was transforming and the British had announced that they would leave the Arabian Gulf by 1971.
He, along with his wife Christina, was instrumental in establishing the Abu Dhabi's first British school, which still thrives today as The British School Al Khubairat.
Lamb was also chairman of The Club, Abu Dhabi’s famous private members' institution in Mina Zayed, which opened in 1962. It remains the city's oldest social club.
During the course of his career, Lamb also served in Bahrain and Kuwait, among other places. He died on October 19, four days before his 100th birthday.
Lamb was among the last of the British political agents. By the late 1960s, Britain's imperial era was being swept away and new cities were emerging on the back of oil discoveries. Abu Dhabi was one such city.
Oil had been discovered in the emirate in 1958 and the first shipments left in 1962 but development had been slow.
Lamb's time in the city was punctuated by at least two moments of enormous diplomatic and political significance: first, power transferred from Sheikh Shakhbut, who was Ruler of Abu Dhabi until 1966, to Sheikh Zayed, the UAE's Founding Father.
Then, in January 1968, following the devaluation of sterling, Britain announced its intention to withdraw from the Arabian Gulf. Sheikh Zayed’s nation-building efforts, begun in that period, would ultimately bear fruit in December 1971 with the formation of the Emirates.
There were also more prosaic but no less important challenges facing Lamb upon arrival.
There was no quay in 1960s Abu Dhabi for visiting ships and the living quarters at the political agency were far from family friendly. Lamb and his wife oversaw the refurbishment of the house to bring it up to a habitable standard. The agency became the embassy and it stands today close to Landmark Tower.
The couple played a part in the earliest moments of The British School Al Khubairat, by allowing for a single classroom to be opened in 1965 in the political agency's grounds. This served the handful of English-speaking children in the city at that time, including their daughter, Kathryn, 6.
The classroom later moved down the Corniche into facilities donated by the trading company Gray Mackenzie. In 1968, when the Abu Dhabi Community School was formally established, the classroom moved again, this time to a plot of land donated by Sheikh Zayed. This later became The British School Al Khubairat. From that handful of pupils, the school’s current campus now serves more than 1,900 children.
Abu Dhabi had also begun to blossom in the late 1960s as Sheikh Zayed pressed forward with development plans. By the time Lamb was rotated out of Abu Dhabi, the entire city was growing fast.
When the Lambs hosted a party for expatriates at the end of 1965, the invite list extended to 85 people. By the following year that number had grown to more than 100. A year after that, there were so many in the city that it was impossible to invite everyone.
At the end of Lamb’s time in Abu Dhabi, Sheikh Zayed sent a letter of thanks for his service, saying that he would cherish the memories of his association with the city. The bond between the two was mutual; Lamb once described the Founding Father as “the man who had the wind of heaven always blowing through his bisht [cloak]”.
Lamb’s 2003 memoir A Long Way from Swansea – the title a reference to how his career would take him across the world after humble beginnings – describes how he entered the UK civil service at 17, immediately after leaving school in 1938. He was appointed as a clerical officer for the Foreign Office and his subsequent rise through the diplomatic ranks was once described as inspirational by his peers.
Lamb volunteered for Britain’s Royal Air Force during the Second World War and flew missions during D-Day and the doomed Arnhem operation, earning a Distinguished Flying Cross in the process. Lamb also survived eight days in a lifeboat after the torpedoing of the vessel he was on.
He met his wife just after the outbreak of war in 1939 and the two married in April 1944, shortly before Lamb flew sorties for the D-Day landings.
After the war, he rejoined the Foreign Office. Lamb, who was fluent in Arabic, was posted to Bahrain from 1957 to 1961 and then served for four years at the ministry's so-called oil desk in London, which presided over UK interests in the Gulf and Iran. He then moved to Abu Dhabi.
Lamb also served as British ambassador to Kuwait and Norway before retiring in 1981.
He published four books, including his memoir.
Lamb is survived by his three children. One of whom, Robin, served as British ambassador to Bahrain.
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2. Paul Pogba - to Manchester United in 2016/17 - €105m
3. Gareth Bale - to Real Madrid in 2013/14 - €101m
4. Cristiano Ronaldo - to Real Madrid in 2009/10 - €94m
5. Gonzalo Higuain - to Juventus in 2016/17 - €90m
6. Neymar - to Barcelona in 2013/14 - €88.2m
7. Romelu Lukaku - to Manchester United in 2017/18 - €84.7m
8. Luis Suarez - to Barcelona in 2014/15 - €81.72m
9. Angel di Maria - to Manchester United in 2014/15 - €75m
10. James Rodriguez - to Real Madrid in 2014/15 - €75m
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The flights
Air Astana flies direct from Dubai to Almaty from Dh2,440 per person return, and to Astana (via Almaty) from Dh2,930 return, both including taxes.
The hotels
Rooms at the Ritz-Carlton Almaty cost from Dh1,944 per night including taxes; and in Astana the new Ritz-Carlton Astana (www.marriott) costs from Dh1,325; alternatively, the new St Regis Astana costs from Dh1,458 per night including taxes.
When to visit
March-May and September-November
Visas
Citizens of many countries, including the UAE do not need a visa to enter Kazakhstan for up to 30 days. Contact the nearest Kazakhstan embassy or consulate.
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Al Ghaf Honey
The Al Ghaf tree is a local desert tree which bears the harsh summers with drought and high temperatures. From the rich flowers, bees that pollinate this tree can produce delicious red colour honey in June and July each year
Sidr Honey
The Sidr tree is an evergreen tree with long and strong forked branches. The blossom from this tree is called Yabyab, which provides rich food for bees to produce honey in October and November. This honey is the most expensive, but tastiest
Samar Honey
The Samar tree trunk, leaves and blossom contains Barm which is the secret of healing. You can enjoy the best types of honey from this tree every year in May and June. It is an historical witness to the life of the Emirati nation which represents the harsh desert and mountain environments
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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India squad
Virat Kohli (captain), Rohit Sharma, Mayank Agarwal, K.L. Rahul, Shreyas Iyer, Manish Pandey, Rishabh Pant, Shivam Dube, Kedar Jadhav, Ravindra Jadeja, Yuzvendra Chahal, Kuldeep Yadav, Deepak Chahar, Mohammed Shami, Shardul Thakur.
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How to get there
Emirates (www.emirates.com) flies directly to Hanoi, Vietnam, with fares starting from around Dh2,725 return, while Etihad (www.etihad.com) fares cost about Dh2,213 return with a stop. Chuong is 25 kilometres south of Hanoi.
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Cyclists must wear a helmet, arm and knee pads
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They must place a number plate with reflective light to the back of the bike to alert road-users
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They must cycle on designated lanes and areas and ride safe on pavements to avoid bumping into pedestrians
COMPANY PROFILE
Name: Rain Management
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Employees: 100-120
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Stuck in a job without a pay rise? Here's what to do
Chris Greaves, the managing director of Hays Gulf Region, says those without a pay rise for an extended period must start asking questions – both of themselves and their employer.
“First, are they happy with that or do they want more?” he says. “Job-seeking is a time-consuming, frustrating and long-winded affair so are they prepared to put themselves through that rigmarole? Before they consider that, they must ask their employer what is happening.”
Most employees bring up pay rise queries at their annual performance appraisal and find out what the company has in store for them from a career perspective.
Those with no formal appraisal system, Mr Greaves says, should ask HR or their line manager for an assessment.
“You want to find out how they value your contribution and where your job could go,” he says. “You’ve got to be brave enough to ask some questions and if you don’t like the answers then you have to develop a strategy or change jobs if you are prepared to go through the job-seeking process.”
For those that do reach the salary negotiation with their current employer, Mr Greaves says there is no point in asking for less than 5 per cent.
“However, this can only really have any chance of success if you can identify where you add value to the business (preferably you can put a monetary value on it), or you can point to a sustained contribution above the call of duty or to other achievements you think your employer will value.”
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