Since the assassination in Beirut this month of Hamas’s Saleh Al Arouri, in an Israeli strike, much has been said about his different roles with the Palestinian militant group. Mr Al Arouri was the deputy head of Hamas’s political bureau, a founder of the Ezzedine Al Qassam Brigades – the organisation’s military wing – and was a leading figure in the West Bank, his place of origin. But chief among his roles was that as architect of Hamas’s most important alliance – a position whose details reveal much about the movement’s political evolution over the past decade or so.
When a series of uprisings swept much of the Arab world in 2010 and 2011, Hamas, under the leadership of Khaled Meshaal, became supportive of those uprisings, in no small part because of its close relationship with the Muslim Brotherhood, the Islamist group influential in many of them. But Hamas's geopolitical focus began to shift after its leadership election in October 2017, when Mr Al Arouri was voted into his role as deputy bureau chief.
Prior to his death, the extent to which he remoulded Hamas’s geopolitics went largely underreported. Mr Al Arouri, who spent 18 years in Israeli jails due to his militant activism against Israel’s occupation in the West Bank, had played a key role not only in restoring relations and trust with Iran and Hezbollah, but also in upgrading the relationship to unprecedented levels of co-ordination. He helped to birth the idea of a “unity of fronts” among Iran-backed groups – a kind of Nato of militant groups fighting Israel.
Mr Al Arouri was the right figure to guide this strategic shift for a few reasons. First, by the time he was voted into his leadership role, he had only been out of the Palestinian Territories for seven years and had spent a great deal of his life in Israeli jails. He was also a military man, who ascended to the political leadership from Hamas’s armed wing. These two traits were important in setting his priorities, away from the organisation's traditional links with the Muslim Brotherhood and its politics towards Iran’s “axis of resistance”. He shared these traits with Yahya Sinwar, Hamas's leader in the Gaza Strip and who today is Israel’s most wanted man.
What Mr Al Arouri had – a fighting background within Hamas, a long history of activism and an upbringing in the Palestinian Territories – stood in sharp contrast to Mr Meshaal – who moved to Kuwait as a 10-year-old and spent most of his life abroad – or another Hamas figure who was supportive of the Arab uprisings, Musa Abu Marzouq, who studied in Egypt and the US and worked in the Gulf. The 2017 Hamas vote for a new leadership represented the sidelining of these men and showcased a thirst within the organisation for a paradigm shift in its strategy.
The discrepancy between the pre and post-2017 Hamas leaders also applies to their intra-Palestinian politics, as both Mr Sinwar and Mr Al Arouri had built and maintained relations with non-Islamist Palestinian groups during their long years of imprisonment and in their activism. They were generally more open to reconciliation efforts with other Palestinian movements, even allowing Fatah – Hamas’s rival that controls the West Bank – to carry out activities in the Gaza Strip. Mr Sinwar and Mr Al Arouri were both in Israeli jails in 2006 when Palestinian prisoners from all factions produced a national accord document, calling for reconciliation amid growing discord between Fatah and Hamas. The prisoners played a leading role in pressuring their factions to join the effort.
It was once widely assumed that the damage done by the Syrian war to the relationship between Hamas and the Hezbollah-Iran axis would require years to repair. That turned out not to be the case
While in jail, Mr Sinwar and Mr Al Arouri had shared with Hamas’s rival factions the grievance of being left out and forgotten. Mr Al Arouri spoke of this sentiment during his jail time, highlighting the need for unity among Palestinians and for the plight of prisoners to be recognised all over the world. A 2007 Al Hayat newspaper article reported that when Mr Al Arouri was told of the UN secretary general’s tears in front of the wife of an Israeli prisoner, he felt the urge to scream from his cell that there are 11,000 Palestinian prisoners, many of whom also had wives, mothers and children, with no one crying for them.
All of this is to say that Mr Al Arouri and Mr Sinwar prioritised a united armed resistance rather than the Islamist politicking of the Muslim Brotherhood, and that applied to intra-Palestinian affairs as well as regional geopolitics.
Finally, Mr Al Arouri had witnessed the decline of Hamas's regional alliances in Syria – the country he moved to in 2010 and eventually had to leave following the revolution – as well as Turkey and Qatar, from which he was pressured to leave a few times.
Hamas’s relationship with Hezbollah, the Iran-backed militant group controlling Lebanon, dates to 1992, when Israel expelled 400 Palestinians, including Hamas leaders, to Marj Al Zuhoor, a Lebanese border town. There, the two groups had their first contact. Since then, the relationship saw greater co-operation over the years, and Israel even assassinated three Hezbollah officials involved in developing these ties. Egypt had imprisoned an alleged Hezbollah cell active in smuggling towards the Gaza Strip. But when the Syrian revolution and ensuing conflict began in 2011, the groups parted ways, often fighting on opposite sides.
Shortly before his rise to the senior leadership of Hamas alongside Mr Sinwar in Gaza, Mr Al Arouri moved to Lebanon in 2015. There, he started with a focus on restoring ties with Hezbollah. A week before the 2017 Hamas change in leadership, he travelled to Tehran, and just days later the pro-Hezbollah network Al Mayadeen called him the “godfather of the rapprochement with Iran and Hezbollah”.
It was no easy task. Trust between both sides was ruptured with criticism of Iran’s role in Syria, often in sectarian language, as well as accusations and reports of Hamas’s role in training Syrian rebels. Syrian television had aired confessions to that effect from Maamoun Al Jaloudi, allegedly Mr Meshaal’s bodyguard, while dozens of Hamas operatives were arrested – many of them now either missing or presumed dead.
In Lebanon, Mr Al Arouri weaved an alliance not only with Iran and Hezbollah, but also beyond, forging closer ties with Lebanon’s branch of the Muslim Brotherhood – Al Jamaa Al Islamiya – activating its armed wing, Al Fajr. For the first time in its history, Hamas was expanding its influence and network in Lebanon, including in Palestinian refugee camps dominated largely by Fatah.
It was once widely assumed that the damage done by the Syrian war to the relationship between Hamas and the Hezbollah-Iran axis would require years to repair. That turned out not to be the case. With new leadership, in just two years a relationship characterised by distrust was transformed into a regional alliance that is coming to shape the war unfolding in the Levant before our very eyes. Mr Al Arouri’s killing and its aftermath start a new chapter in this tale, which is still being written.
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The specS: 2018 Toyota Camry
Price: base / as tested: Dh91,000 / Dh114,000
Engine: 3.5-litre V6
Gearbox: Eight-speed automatic
Power: 298hp @ 6,600rpm
Torque: 356Nm @ 4,700rpm
Fuel economy, combined: 7.0L / 100km
<html><head><meta http-equiv="Content-Type" content="text/html" charset="UTF-8" /></head><body><!--PSTYLE=* Labels%3aFH Label 18 Sport--><p>Beach soccer</p><!--PSTYLE=BY Byline--><p>Amith Passela</p><p /></body></html>
Results
4.30pm Jebel Jais – Maiden (PA) Dh60,000 (Turf) 1,000m; Winner: MM Al Balqaa, Bernardo Pinheiro (jockey), Qaiss Aboud (trainer)
5pm: Jabel Faya – Maiden (PA) Dh60,000 (T) 1,000m; Winner: AF Rasam, Tadhg O’Shea, Ernst Oertel
5.30pm: Al Wathba Stallions Cup – Handicap (PA) Dh70,000 (T) 2,200m; Winner: AF Mukhrej, Tadhg O’Shea, Ernst Oertel
6pm: The President’s Cup Prep – Conditions (PA) Dh100,000 (T) 2,200m; Winner: Mujeeb, Richard Mullen, Salem Al Ketbi
6.30pm: Abu Dhabi Equestrian Club – Prestige (PA) Dh125,000 (T) 1,600m; Winner: Jawal Al Reef, Antonio Fresu, Abubakar Daud
7pm: Al Ruwais – Group 3 (PA) Dh300,000 (T) 1,200m; Winner: Ashton Tourettes, Pat Dobbs, Ibrahim Aseel
7.30pm: Jebel Hafeet – Maiden (TB) Dh80,000 (T) 1,400m; Winner: Nibraas, Richard Mullen, Nicholas Bachalard
Ten tax points to be aware of in 2026
1. Domestic VAT refund amendments: request your refund within five years
If a business does not apply for the refund on time, they lose their credit.
2. E-invoicing in the UAE
Businesses should continue preparing for the implementation of e-invoicing in the UAE, with 2026 a preparation and transition period ahead of phased mandatory adoption.
3. More tax audits
Tax authorities are increasingly using data already available across multiple filings to identify audit risks.
4. More beneficial VAT and excise tax penalty regime
Tax disputes are expected to become more frequent and more structured, with clearer administrative objection and appeal processes. The UAE has adopted a new penalty regime for VAT and excise disputes, which now mirrors the penalty regime for corporate tax.
5. Greater emphasis on statutory audit
There is a greater need for the accuracy of financial statements. The International Financial Reporting Standards standards need to be strictly adhered to and, as a result, the quality of the audits will need to increase.
6. Further transfer pricing enforcement
Transfer pricing enforcement, which refers to the practice of establishing prices for internal transactions between related entities, is expected to broaden in scope. The UAE will shortly open the possibility to negotiate advance pricing agreements, or essentially rulings for transfer pricing purposes.
7. Limited time periods for audits
Recent amendments also introduce a default five-year limitation period for tax audits and assessments, subject to specific statutory exceptions. While the standard audit and assessment period is five years, this may be extended to up to 15 years in cases involving fraud or tax evasion.
8. Pillar 2 implementation
Many multinational groups will begin to feel the practical effect of the Domestic Minimum Top-Up Tax (DMTT), the UAE's implementation of the OECD’s global minimum tax under Pillar 2. While the rules apply for financial years starting on or after January 1, 2025, it is 2026 that marks the transition to an operational phase.
9. Reduced compliance obligations for imported goods and services
Businesses that apply the reverse-charge mechanism for VAT purposes in the UAE may benefit from reduced compliance obligations.
10. Substance and CbC reporting focus
Tax authorities are expected to continue strengthening the enforcement of economic substance and Country-by-Country (CbC) reporting frameworks. In the UAE, these regimes are increasingly being used as risk-assessment tools, providing tax authorities with a comprehensive view of multinational groups’ global footprints and enabling them to assess whether profits are aligned with real economic activity.
Contributed by Thomas Vanhee and Hend Rashwan, Aurifer
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.”