Fernando Torres celebrates after scoring on his home debut for Liverpool, against Chelsea, on August 19, 2007.
Fernando Torres celebrates after scoring on his home debut for Liverpool, against Chelsea, on August 19, 2007.

Fernando Torres departure to Chelsea has hurt Liverpool fans but he had his reasons too



The last chapter of Fernando Torres's autobiography is titled I'll Never Walk Alone. In it, he writes: "It's hard to explain how I feel when the fans chant my name, but I'm going to try. In the first few games I played they sang my surname like they used to do with Dalglish and Fowler …

"But I also felt a real sense of responsibility because they're associating you with the legends of Liverpool. Those guys were everything to this club and always will be. I felt very proud to be treated just as they were."

In December 2007, a few months after Torres had signed for Liverpool from Atletico Madrid, the club he had supported as a boy, The Times pulled off the interview coup of the year, getting him and Kenny Dalglish together.

When it was over, Dalglish told Torres: "Fernando, this is a special club with special fans. They love people who love to wear their shirt.

"But they're not daft, they know when it's real and when it's just for show, kissing the badge and all that. They love to identify with people on the pitch. And I think they will identify with you very, very easily."

They did for another three years. Despite his disenchantment at the downturn in Liverpool's fortunes, and the lack of Champions League football, Torres had stayed on at Anfield after the World Cup in South Africa.

But a new dawn never materialised. Roy Hodgson, manager of the year last season while at Fulham, came and went, leaving behind only some of the most sterile football seen on Merseyside in half a century.

It was 40 years ago that Stevie Wonder released I Never Dreamed You'd Leave in Summer. Not many Liverpool fans would have imagined a Torres departure in bleak midwinter.

With Dalglish, a man who Torres had always spoken of as an iconic figure, back in the managerial hot seat, optimism had returned to Anfield. For whatever reason, Torres did not share it.

On Sunday afternoon, he will be in Chelsea blue and up against his old teammates at Stamford Bridge.

Chants of "Turncoat" will rain down from the visiting section, to add to the images from Monday night of a couple of idiots burning the Liverpool shirt with his name on it.

In the space of less than a week, the much-loved player has become a figure of hatred.

The fans and football media need their heroes and villains. In reality, Torres is neither.

Had he been a hero, he would have stayed to spearhead a renaissance under Dalglish, especially once the new owners declared their intent by signing Luis Suarez, the prolific Uruguayan striker, from Ajax, the Dutch club.

But he is no villain either. Since 2008/09, when Liverpool finished second and did the double over both Manchester United and Chelsea, the team has gone backwards.

Torres came to a team that had been to two Champions League finals in three years. He leaves behind a side that will struggle to qualify for the Europa League this season.

The culprits are easy to identify. Tom Hicks and George Gillett, the former owners, built no stadium and they certainly did not provide the funds that would have meant progress from second place in 2009. Rafael Benitez upset Xabi Alonso enough to make him leave for Real Madrid.

Christian Purslow came and went as chief executive, overseeing the recruitment of Hodgson - who had never won a title in the big leagues - when the situation cried out for Dalglish's unifying powers.

Torres, who turns 27 next month, has yet to win a trophy in club football and was faced with the prospect of at least another season outside the Champions League. So his head was turned when Chelsea came calling.

But let's not talk of disloyalty in a business, and that is what football has become, that no longer believes in honour and commitment.

Not when Benitez, the man who signed Torres and was so passionate about Liverpool that he could not stop talking about the club even while at Inter Milan, was sacked after one poor season.

For someone like me, who can recall the despair of Heysel and Hillsborough, this too shall pass. When Kevin Keegan, whose electrifying pace inspired the first European Cup win in 1977, walked away, the club replaced him with King Kenny. There will always be new heroes.

When Dalglish told him during The Times interview that not being able to stand on the Kop was one of his few regrets, Torres answered: "I've stood on the Kop. But also only when it was empty. And I would love it if, by the time I retire, I, too, will also be unable to go stand on the Kop."

He'll get his wish, but not in the way that he or the thousands who once idolised him would have imagined.

Meghan%20podcast
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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.”

CREW
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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

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  • A single, divorced or widowed Muslim Emirati female, residing in the UAE may apply to foster a child if she is at least 30 years old and able to support the child financially
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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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3rd ODI, January 14

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On sale: Available for preorder now

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  • NBA-spec basketball court with auditorium
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Group B: Paris Saint-Germain, Atletico Madrid, Botafogo, Seattle.

Group C: Bayern Munich, Auckland City, Boca Juniors, Benfica.

Group D: Flamengo, ES Tunis, Chelsea, (Leon banned).

Group E: River Plate, Urawa, Monterrey, Inter Milan.

Group F: Fluminense, Borussia Dortmund, Ulsan, Mamelodi Sundowns.

Group G: Manchester City, Wydad, Al Ain, Juventus.

Group H: Real Madrid, Al Hilal, Pachuca, Salzburg.

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Name: Dr Hassan Mohsen Elhais

Position: legal consultant with Al Rowaad Advocates and Legal Consultants.

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COMPANY PROFILE
Name: Kumulus Water
 
Started: 2021
 
Founders: Iheb Triki and Mohamed Ali Abid
 
Based: Tunisia 
 
Sector: Water technology 
 
Number of staff: 22 
 
Investment raised: $4 million