When he was the vice governor of Lebanon's Central Bank in the late 1990s and early 2000s, Nasser Saidi noticed a disturbing trend. Even at large, well-established firms, corporate boards were not up to the same ethical standards as those in developed markets. Conflicts of interest were rife, as was insider trading, and there was a paucity of independent directors. In 2003, Mr Saidi, who is now the chief economist at the Dubai International Financial Centre (DIFC), left the central bank and went out on what is referred to as "gardening leave". Lebanese officials who resign their posts are barred from taking jobs in the private sector in the industry they regulated for a period of three years.
With the luxury of time to reflect on his 10-year tenure, he decided to voice his concerns about standards of governance in the Middle East. "Since gardening was never one of my fortes, and I was never a man to be kept idle, I got involved in something called the Lebanon Corporate Governance Task Force," Mr Saidi said, from one of the DIFC's plush meeting rooms. "The idea behind it was to promote better corporate governance in Lebanon, which I thought was a need. I had just come out of the banking sector and I could see what international trends were and what we needed to do to move ahead."
But as Mr Saidi soon found, corporate governance was also a regional priority. Lebanon's underdeveloped governance structures were mirrored throughout the developing countries of the Middle East and North Africa. Around the same time, the Organisation for Economic Co-operation and Development (OECD) was increasing its corporate governance efforts in the Middle East and looking for a partner. As the region's aspiring financial centre, Dubai seemed like a good fit, as did Mr Saidi, with his contacts and knowledge of companies and economies. So in 2006, Mr Saidi, with backing from the OECD, the Union of Arab Banks, the UAE's Ministry of Finance and Industry and an assortment of other high-profile partners, started a regional institute for corporate governance, called Hawkamah. "You need corporate governance that takes into account the realities of the region," Mr Saidi said. "You can't take a corporate governance code from, say, the US and impose it here. You need to take into account local laws and regulations and the institutional framework here. This is where the idea of having Hawkamah came from." The name, Hawkamah, is a combination of three Arabic root words meaning "government, judgement and wisdom". Mr Saidi became its executive director, supported by a staff that has grown to six people. Two years on, the organisation has made waves, drawing from sponsors including Mastercard, AIG and Korn/Ferry International to pay for its research, seminars, awards and publications. The three-year sponsorship deals it has secured - along with membership dues from companies and individuals who attend its workshops and seminars - cover virtually all costs for the institute, which is run like a non-profit organisation. Among its most significant accomplishments to date are its surveys, which for the first time have documented the composition of corporate boards throughout the region. Earlier this month, Hawkamah teamed up with the International Finance Corporation to produce a sweeping report from the region showing that, while awareness of good corporate governance is high, in practice companies rarely conform to the strict standards that have been spurred on in the West by the Enron and WorldCom scandals. About two-thirds of publicly-listed companies in the region ranked corporate governance as either "important" or "very important", the survey found. At the same time, 53 per cent of companies were unable to even define corporate governance properly, and few recognised why good governance is good for business. Countless studies have shown that good corporate governance brings emerging-market companies into better contact with the rest of the world, both by drawing inward investment and allowing domestic companies to expand into regions where solid governance has a long tradition. It also lets them borrow money more cheaply. A survey by the consulting firm McKinsey in 2002 revealed that institutional investors saw accounting disclosure and shareholder rights - both hallmarks of good governance - as critical to investment decisions in emerging markets. Another survey found that more than 80 per cent of such investors considered bad corporate governance a dealbreaker. Mr Saidi was well aware of this economic calculus when he started Hawkamah, having spent years studying and teaching economics at the University of Chicago, the American University of Beirut and the Université de Genève. He also spent from 2000 to 2006 serving on the UN's Committee for Development Policy, having been appointed by Kofi Annan, the former secretary general of the UN, and wrote a book about governance in the Middle East and North Africa. "Good corporate governance can make a big difference in companies that are looking to get access to international markets," said Jeffrey Garten, a professor of international finance at Yale University. "In the end good corporate governance cannot guarantee good results, but it will bolster the confidence of the supplier of funds, particularly those without a long history with the company, that it has good discipline and that they, the providers of money, are exercising their own fiduciary responsibility in investing in the company." When they are well-run, corporate boards function as a check on management by approving business plans, executive salaries and serving as a voice for shareholders. Convincing firms in the Middle East to move towards such sophisticated structures has not been difficult, Mr Saidi said. The challenge is simply raising awareness that corporate governance is crucial to building a successful company. And that has been Hawkamah's primary message in its educational ventures. "I think they've made a lot of progress attracting attention and giving guidance to companies that is both descriptive and prescriptive," said Oliver Schutzmann, the head of investor relations for Shuaa Capital, an investment bank in Dubai. "They saw that corporate governance would become an important topic, and I think initiatives like these help position GCC companies on par with international companies." If Mr Saidi has his way, that is what Hawkamah will accomplish in a few years' time. For now, the strategy is to target the banks, listed companies and family businesses that are the lifeblood of the region's economic community. Helping local capital markets to grow and compete internationally is "fundamentally important" if the region is to thrive in the post-oil era, and getting governance right is a crucial piece of that puzzle, Mr Saidi said. "Why should we take our money and go and invest it via institutions that are in London or New York or elsewhere so they can go do what they want with it, whereas we can build our own institutions and our own markets in accordance with the best international standards?" he said. "We have that ability. We have the people, we have the technology and we have the knowledge. That seems to me strategically the right direction to go, and corporate governance is a major building block for that."
afitch@thenational.ae
COMPANY PROFILE
Founders: Alhaan Ahmed, Alyina Ahmed and Maximo Tettamanzi
Total funding: Self funded
The White Lotus: Season three
Creator: Mike White
Starring: Walton Goggins, Jason Isaacs, Natasha Rothwell
Rating: 4.5/5
Key facilities
- Olympic-size swimming pool with a split bulkhead for multi-use configurations, including water polo and 50m/25m training lanes
- Premier League-standard football pitch
- 400m Olympic running track
- NBA-spec basketball court with auditorium
- 600-seat auditorium
- Spaces for historical and cultural exploration
- An elevated football field that doubles as a helipad
- Specialist robotics and science laboratories
- AR and VR-enabled learning centres
- Disruption Lab and Research Centre for developing entrepreneurial skills
Keep it fun and engaging
Stuart Ritchie, director of wealth advice at AES International, says children cannot learn something overnight, so it helps to have a fun routine that keeps them engaged and interested.
“I explain to my daughter that the money I draw from an ATM or the money on my bank card doesn’t just magically appear – it’s money I have earned from my job. I show her how this works by giving her little chores around the house so she can earn pocket money,” says Mr Ritchie.
His daughter is allowed to spend half of her pocket money, while the other half goes into a bank account. When this money hits a certain milestone, Mr Ritchie rewards his daughter with a small lump sum.
He also recommends books that teach the importance of money management for children, such as The Squirrel Manifesto by Ric Edelman and Jean Edelman.
SPECS
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SPECS
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Electric scooters: some rules to remember
- Riders must be 14-years-old or over
- Wear a protective helmet
- Park the electric scooter in designated parking lots (if any)
- Do not leave electric scooter in locations that obstruct traffic or pedestrians
- Solo riders only, no passengers allowed
- Do not drive outside designated lanes
THE BIO: Martin Van Almsick
Hometown: Cologne, Germany
Family: Wife Hanan Ahmed and their three children, Marrah (23), Tibijan (19), Amon (13)
Favourite dessert: Umm Ali with dark camel milk chocolate flakes
Favourite hobby: Football
Breakfast routine: a tall glass of camel milk
SPEC%20SHEET%3A%20APPLE%20IPAD%20PRO%20(12.9%22%2C%202022)
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Read more from Aya Iskandarani
Racecard
6pm: Mina Hamriya – Handicap (TB) $75,000 (Dirt) 1,400m
6.35pm: Al Wasl Stakes – Conditions (TB) $60,000 (Turf) 1,200m
7.10pm: UAE Oaks – Group 3 (TB) $150,000 (D) 1,900m
7.45pm: Blue Point Sprint – Group 2 (TB) $180,000 (T) 1,000m
8.20pm: Nad Al Sheba Trophy – Group 3 (TB) $200,000 (T) 2,810m
8.55pm: Mina Rashid – Handicap (TB) $80,000 (T) 1,600m
SPEC%20SHEET%3A%20APPLE%20M3%20MACBOOK%20AIR%20(13%22)
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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.”
From Europe to the Middle East, economic success brings wealth - and lifestyle diseases
A rise in obesity figures and the need for more public spending is a familiar trend in the developing world as western lifestyles are adopted.
One in five deaths around the world is now caused by bad diet, with obesity the fastest growing global risk. A high body mass index is also the top cause of metabolic diseases relating to death and disability in Kuwait, Qatar and Oman – and second on the list in Bahrain.
In Britain, heart disease, lung cancer and Alzheimer’s remain among the leading causes of death, and people there are spending more time suffering from health problems.
The UK is expected to spend $421.4 billion on healthcare by 2040, up from $239.3 billion in 2014.
And development assistance for health is talking about the financial aid given to governments to support social, environmental development of developing countries.
The specs
Engine: Four electric motors, one at each wheel
Power: 579hp
Torque: 859Nm
Transmission: Single-speed automatic
Price: From Dh825,900
On sale: Now
Museum of the Future in numbers
- 78 metres is the height of the museum
- 30,000 square metres is its total area
- 17,000 square metres is the length of the stainless steel facade
- 14 kilometres is the length of LED lights used on the facade
- 1,024 individual pieces make up the exterior
- 7 floors in all, with one for administrative offices
- 2,400 diagonally intersecting steel members frame the torus shape
- 100 species of trees and plants dot the gardens
- Dh145 is the price of a ticket
At a glance
Global events: Much of the UK’s economic woes were blamed on “increased global uncertainty”, which can be interpreted as the economic impact of the Ukraine war and the uncertainty over Donald Trump’s tariffs.
Growth forecasts: Cut for 2025 from 2 per cent to 1 per cent. The OBR watchdog also estimated inflation will average 3.2 per cent this year
Welfare: Universal credit health element cut by 50 per cent and frozen for new claimants, building on cuts to the disability and incapacity bill set out earlier this month
Spending cuts: Overall day-to day-spending across government cut by £6.1bn in 2029-30
Tax evasion: Steps to crack down on tax evasion to raise “£6.5bn per year” for the public purse
Defence: New high-tech weaponry, upgrading HM Naval Base in Portsmouth
Housing: Housebuilding to reach its highest in 40 years, with planning reforms helping generate an extra £3.4bn for public finances
How to help or find other cats to adopt
Real estate tokenisation project
Dubai launched the pilot phase of its real estate tokenisation project last month.
The initiative focuses on converting real estate assets into digital tokens recorded on blockchain technology and helps in streamlining the process of buying, selling and investing, the Dubai Land Department said.
Dubai’s real estate tokenisation market is projected to reach Dh60 billion ($16.33 billion) by 2033, representing 7 per cent of the emirate’s total property transactions, according to the DLD.
Killing of Qassem Suleimani
Aayan%E2%80%99s%20records
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Cricket World Cup League 2 Fixtures
Saturday March 5, UAE v Oman, ICC Academy (all matches start at 9.30am)
Sunday March 6, Oman v Namibia, ICC Academy
Tuesday March 8, UAE v Namibia, ICC Academy
Wednesday March 9, UAE v Oman, ICC Academy
Friday March 11, Oman v Namibia, Sharjah Cricket Stadium
Saturday March 12, UAE v Namibia, Sharjah Cricket Stadium
UAE squad
Ahmed Raza (captain), Chirag Suri, Muhammad Waseem, CP Rizwan, Vriitya Aravind, Asif Khan, Basil Hameed, Rohan Mustafa, Kashif Daud, Zahoor Khan, Junaid Siddique, Karthik Meiyappan, Akif Raja, Rahul Bhatia