NEW YORK // The glaring flaw in the US strategy in Syria — how to attack ISIL extremists in Syria without empowering the Assad regime — has become so clear that even US military planners are publicly voicing concerns.
The US has yet to begin a programme to be based in Saudi Arabia and Turkey that will train and equip 5,000 Syrian rebel fighters drawn from refugee populations over the next year.
Even then, according to recent reports, the new brigades will only be trained to defend territory held by moderate rebels — not go on the offensive against ISIL, let alone the Assad regime.
The White House strategy also leaves out the handful of moderate Syrian rebel groups that have already been vetted and supplied by the US and regional allies with sophisticated weapons such as anti-tank missiles, but with whom the US is reportedly not coordinating attacks or sharing intelligence, according to reports citing Pentagon officials.
How much territory these groups will still control in a year is an open question as Syrian president Bashar Al Assad’s regime has used US-led airstrikes against ISIL to step up its bombing of moderate rebels in Aleppo and Idlib provinces who are also under attack by ISIL and the Nusra Front.
On Saturday, Nusra Front seized the last remaining stronghold of the western-backed Syria Revolutionaries’ Front in Idlib after days of fighting.
The White House has denied that its focus on fighting ISIL was benefiting Damascus. “The policy that we have for Assad is really clear: we believe that he’s lost the legitimacy to lead,” spokesman Josh Earnest told CNN on Friday.
His comments came after US defence secretary Chuck Hagel warned the White House in a memo that success in Syria was being undermined by a failure to clarify its intentions regarding the regime, according to a New York Times report.
Mr Hagel declined to detail the memo, but said “the fighting can go on for years and years to what end?”, and stressed the need to integrate “some longer term strategies and objectives”. He also admitted that “Assad derives some benefit” from the coalition airstrikes.
The US ambiguity and reluctance to initiate a strategy that reduces regime violence against moderate rebels and civilians can be explained in part by a desire to safeguard President Barack Obama’s central foreign policy goal: a deal with Iran over its nuclear programme.
Tehran views the Assad regime as key to its regional influence and is its main backer, along with Russia.
“Until the deadline of the negotiations is over, we are not going to see any significant changes” to US policy in Syria, said Lina Khatib, director of the Carnegie Middle East Center in Beirut.
The US secretary of state John Kerry will meet Iran’s foreign minister for crucial talks in Muscat next week to close what Mr Kerry called “big gaps” ahead of the November 24 deadline.
The fact that the Syrian civil war has turned into a proxy battle between regional powers, with Iran on one side and Saudi Arabia, Turkey and other Arab states on the other, means that even with Tehran and Riyadh engaged in back channel talks about a political solution, an agreement on what would replace the Assad regime could take months or even years to reach.
“I think what is going on now is a process of buying time by the US until it gets a kind of consensus among [stakeholders] in the Syrian conflict,” Ms Khatib said. “Neither Iran nor Saudi can be seen as conceding defeat to the other.”
Mr Obama has been highly sceptical of the benefit of US involvement in Syria, and the narrowly defined parameters of the war on ISIL can be explained by “an aversion to mission creep in terms of the anti-Assad prong of this”, said Michael Hanna, a Middle East policy expert at the Century Foundation in New York.
The lack of help for vetted rebels in Aleppo and Idlib is “mystifying”, Mr Hanna said.
“This wouldn’t necessarily bring us into direct conflict with the regime” and would likely not affect nuclear negotiations, he added.
“It’s as if we are going through the motions to create the appearance of forward engagement.”
The dissent from the Pentagon over Syria came as the United Nation’s Syrian peace envoy, Staffan de Mistura, said his focus was on establishing local truces between moderate rebels and the regime, especially in Aleppo and in Idlib.
The “incremental freeze zone” would allow for a “political process at a local level and then eventually at the national level” Mr de Mistura said.
But local truces that have been established in some areas, particularly Homs, have been little more than camouflage for a rebel surrender and the imposition of terms that the regime has not always honoured.
Rebel leaders say the ceasefires — in tandem with the coalition airstrikes — have been a lifeline for the regime and allowed it to concentrate its tattered forces on more important fronts against rebels in Aleppo and Idlib, Ms Khatib said.
Syrian forces carried out at least 600 airstrikes in Idlib alone in the past week, according to the Syrian Observatory for Human Rights, using barrel bombs and even laser-guided missiles
A ceasefire on these key fronts, however, could be a significant boon for the moderate rebels there, freeing them to fight ISIL exclusively.
“This is why the regime is never going to entertain” any UN-brokered ceasefire plan, even if they allowed rebels to press the fight against ISIL, Mr Hanna said.
“They are more than happy to live with the threat of ISIL to an extent,” he added. “They probably feel quite at ease at the moment in terms of where this is all going.”
tkhan@thenational.ae
* With additional reporting by Reuters
Sole survivors
- Cecelia Crocker was on board Northwest Airlines Flight 255 in 1987 when it crashed in Detroit, killing 154 people, including her parents and brother. The plane had hit a light pole on take off
- George Lamson Jr, from Minnesota, was on a Galaxy Airlines flight that crashed in Reno in 1985, killing 68 people. His entire seat was launched out of the plane
- Bahia Bakari, then 12, survived when a Yemenia Airways flight crashed near the Comoros in 2009, killing 152. She was found clinging to wreckage after floating in the ocean for 13 hours.
- Jim Polehinke was the co-pilot and sole survivor of a 2006 Comair flight that crashed in Lexington, Kentucky, killing 49.
Company info
Company name: Entrupy
Co-founders: Vidyuth Srinivasan, co-founder/chief executive, Ashlesh Sharma, co-founder/chief technology officer, Lakshmi Subramanian, co-founder/chief scientist
Based: New York, New York
Sector/About: Entrupy is a hardware-enabled SaaS company whose mission is to protect businesses, borders and consumers from transactions involving counterfeit goods.
Initial investment/Investors: Entrupy secured a $2.6m Series A funding round in 2017. The round was led by Tokyo-based Digital Garage and Daiwa Securities Group's jointly established venture arm, DG Lab Fund I Investment Limited Partnership, along with Zach Coelius.
Total customers: Entrupy’s customers include hundreds of secondary resellers, marketplaces and other retail organisations around the world. They are also testing with shipping companies as well as customs agencies to stop fake items from reaching the market in the first place.
Naga
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Day 4, Abu Dhabi Test: At a glance
Moment of the day Not much was expected – on Sunday or ever – of Hasan Ali as a batsman. And yet he lit up the late overs of the Pakistan innings with a happy cameo of 29 from 25 balls. The highlight was when he launched a six right on top of the netting above the Pakistan players’ viewing area. He was out next ball.
Stat of the day – 1,358 There were 1,358 days between Haris Sohail’s previous first-class match and his Test debut for Pakistan. The lack of practice in the multi-day format did not show, though, as the left-hander made an assured half-century to guide his side through a potentially damaging collapse.
The verdict As is the fashion of Test matches in this country, the draw feels like a dead-cert, before a clatter of wickets on the fourth afternoon puts either side on red alert. With Yasir Shah finding prodigious turn now, Pakistan will be confident of bowling Sri Lanka out. Whether they have enough time to do so and chase the runs required remains to be seen.
If%20you%20go
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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.”
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