The New Iraq 2011 Discovering Business
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REPUBLIC of IRAQ MINISTRY of PLANNING NATIONAL DEVELOPMENT PLAN 2013-2017 BAGHDAD JANUARY 2013 2013 2017 Republic of Iraq Ministry of Planning
الفصل الثالث اجنازات اجهزة ومراكز الوزارة الفصل الثالث اجنازات اجهزة ومراكز الوزارة NATIONAL DEVELOPMENTNATIONAL PLAN REPUBLIC OF IRAQ MINISTRY OF PLANNING NATIONAL DEVELOPMENT PLAN 2013-2017 BAGHDAD JANUARY 2013 2013 2017 Republic of Iraq Ministry of Planning National Development Plan 2013-2017 Baghdad January 2013 Preface A clear and defined path for development can only be mapped out through the creation of medium- and long-term plans and strategies built on sound methodology and an ac- curate reading of the economic, social, urban, and environmental reality. All the possibili- ties, problems, and challenges of distributing the available material and human resources across competing uses must be taken into consideration to maximize results for the national economy and the broader society. Three years of implementation of the 2010-2014 National Development Plan have resulted in important successes in certain areas and setbacks in others. It’s not fair to say that respon- sibility for the failures lies with the policies and programs adopted in the previous plan. The security and political dimensions of the surrounding environment, the executive capabilities of the ministries and governorates, the problems that continue to hinder the establishment and implementation of projects, weak commitment to the plan, and the weak link between annual investment budgets and plan priorities, along with the plan targets and the means of reaching these targets are all factors that contributed to these setbacks in certain areas and require that this plan be met with a high degree of compliance. The official decision announcing the 2010-2014 National Development Plan document in- cluded following up on plan goals in 2012 to monitor achievements and diagnose failures. -
US Democracy Promotion in the Middle East
The London School of Economics and Political Science US Democracy Promotion in the Middle East The Pursuit of Hegemony? Dionysius Markakis A thesis submitted to the Department of International Relations of the London School of Economics for the degree of Doctor of Philosophy, London, October 2012 Declaration I certify that the thesis I have presented for examination for the MPhil/PhD degree of the London School of Economics and Political Science is solely my own work other than where I have clearly indicated that it is the work of others (in which case the extent of any work carried out jointly by me and any other person is clearly identified in it). The copyright of this thesis rests with the author. Quotation from it is permitted, provided that full acknowledgement is made. This thesis may not be reproduced without my prior written consent. I warrant that this authorisation does not, to the best of my belief, infringe the rights of any third party. I declare that my thesis consists of 86.627 words. 1 Abstract The promotion of ‘democracy’ abroad has been a feature of US foreign policy since the earlier part of the twentieth century, accompanying its rise as an international actor. It provided the ideological basis for its opposition to rivals in the form of imperialism, fascism and then communism. The end of the Cold War, which signalled the emergence of the US as the sole superpower, accelerated this process. With the ideological fusion of democracy and capitalism credited in large measure for the defeat of communism and the state-planned economy, the promotion of democracy alongside capitalism as the only viable, legitimate mode of governance emerged as an increasingly important component of US foreign policy. -
Soft Landing
FALL/WINTER 2008 the Alumni Magazine of NYU Stern STERNbusiness SOFT LANDING Integrating Both Risk and Opportunity Could Help Cushion the Downside Alumni Peer into the Future I What to Do About Oil I How Long Will “It” Last? I Power and Communications I What’s a Board Member To Do? I Dr. Bob’s Fan Club a letter fro m the dean As the new academic vicissitudes of the energy market (page 20). At the year gets under way, we at Alumni Business Conference in May, themed “A NYU Stern are fully Look to the Future,” some 300 graduates heard an engaged in driving the impressive roster of faculty and business leaders dis- dialogue between business cuss the emergence of social networks, but also the and society. Our vigorous uncertainty in global credit markets (page 17). faculty, our ambitious stu- Similarly, our cover story takes on the theme of dent body, and the many dealing with uncertainty. Two finance professors, high-profile business and Ingo Walter, newly appointed vice dean of faculty, government leaders who participate in our events and Aswath Damodaran, our valuation guru, give a make for a rich intellectual life. The past six months lot of thought to re-evaluating risk and its manage- were no exception. ment – and though they come at it from different Alan Greenspan (BS ’48, MA ’50, PhD ’77, Hon. directions, both believe that a broader understand- ’05), Paul Volcker (Hon. ’83), and Henry Kaufman ing of risk management is needed, and thus also its (BA ’48, PhD ’58) stopped by in May to fête our function within an organization (page 12). -
Major Strategic Projects Available for Investment According to Sectors
Republic of Iraq Presidency of Council of Ministers National Investment Commission MAJOR STRATEGIC (LARGE) AND (MEDIUM-SIZE)PROJECTS AVAILABLE FOR INVESTMENT ACCORDING TO SECTORS NUMBER OF INVESTMENT OPPORTUNITIES ACCORDING TO SECTORS No. Sector Number of oppurtinites Major strategic projects 1. Chemicals, Petrochemicals, Fertilizers and 18 Refinery sector 2 Transportation Sector including (airports/ 16 railways/highways/metro/ports) 3 Special Economic Zones 4 4 Housing Sector 3 Medium-size projects 5 Engineering and Construction Industries Sector 6 6 Commercial Sector 12 7 tourism and recreational Sector 2 8 Health and Education Sector 10 9 Agricultural Sector 86 Total number of opportunities 157 Major strategic projects 1. CHEMICALS, PETROCHEMICALS, FERTILIZERS AND REFINERY SECTOR: A. Rehabilitation of existing fertilizer plant in Baiji and the implementation of new production lines (for export). • Production of 500 ton of Urea fertilizer • Expected capital: 0.5 billion USD • Return on Investment rate: %17 • The plant is operated by LPG supplied by the North Co. in Kirkuk Province. 9 MW Generators are available to provide electricity for operation. • The ministry stopped operating the plant on 1/1/2014 due to difficult circumstances in Saladin Province. • The plant has1165 workers • About %60 of the plant is damaged. Reconstruction and development of fertilizer plant in Abu Al Khaseeb (for export). • Plant history • The plant consist of two production lines, the old production line produced Urea granules 200 t/d in addition to Sulfuric Acid and Ammonium Phosphate. This plant was completely destroyed during the war in the eighties. The second plant was established in 1973 and completed in 1976, designed to produce Urea fertilizer 420 thousand metric ton/y. -
Register of Lords' Interests
REGISTER OF LORDS’ INTERESTS _________________ The following Members of the House of Lords have registered relevant interests under the code of conduct: ABERDARE, Lord Category 1: Directorships Director, WALTZ Programmes Limited (training for work/apprenticeships in London) Director, Twist Partnership Limited (promoting leadership through learning) Category 2: Remunerated employment, office, profession etc. Publications Consultant, Freemasons' Grand Charity (irregular employment) Category 10: Non-financial interests (c) Trustee, Berlioz Society Trustee, St John Cymru-Wales Category 10: Non-financial interests (e) Trustee, West Wycombe Charitable Trust ADAMS OF CRAIGIELEA, Baroness Nil No registrable interests ADDINGTON, Lord Category 1: Directorships Chairman, Microlink PC (UK) Ltd (computing and software) Category 10: Non-financial interests (d) Vice President, British Dyslexia Association Category 10: Non-financial interests (e) Vice President, UK Sports Association Vice President, Lakenham Hewitt Rugby Club ADEBOWALE, Lord Category 1: Directorships Director, Leadership in Mind Ltd Non-executive Director, St Vincent Healthcare (retains 5% shares in this organisation) Category 2: Remunerated employment, office, profession etc. Chief Executive Officer, Turning Point (social care registered charity) Occasional income from broadcasting is paid to Turning Point Commissioner, Audit Commission Category 4: Shareholdings (b) St Vincent Healthcare Category 5: Land and property Flat in London from which rental income is received Category 6: Sponsorship Research and secretarial assistance is provided and paid for by Turning Point Category 10: Non-financial interests (a) Company Secretary, Turning Point Category 10: Non-financial interests (b) Chancellor (visiting Professor), Lincoln University Commissioner, UK Commission for Employment and Skills ADONIS, Lord Category 1: Directorships Non-executive Director, Dods (Group) plc (public affairs and policy communications) Category 2: Remunerated employment, office, profession etc. -
House of Lords Minute
REGISTER OF LORDS’ INTERESTS _________________ The following Members of the House of Lords have registered relevant interests under the code of conduct: ABERDARE, Lord Category 1: Directorships Director, WALTZ Programmes Limited (training for work/apprenticeships in London) Director, Twist Partnership Limited (promoting leadership through learning) Category 10: Non-financial interests (a) Director, F.C.M. Limited (recording rights) Category 10: Non-financial interests (c) Trustee, Berlioz Society Trustee, St John Cymru-Wales Category 10: Non-financial interests (e) Trustee, West Wycombe Charitable Trust ADAMS OF CRAIGIELEA, Baroness Nil No registrable interests ADDINGTON, Lord Category 1: Directorships Chairman, Microlink PC (UK) Ltd (computing and software) Category 2: Remunerated employment, office, profession etc. Media training given by the Member to the Daily Mail Group Trust (December 2011) Category 10: Non-financial interests (d) Vice President, British Dyslexia Association Category 10: Non-financial interests (e) Vice President, UK Sports Association Vice President, Lakenham Hewitt Rugby Club ADEBOWALE, Lord Category 1: Directorships Director, Leadership in Mind Ltd Non-executive Director, St Vincent Healthcare (retains 5% shares in this organisation) Category 2: Remunerated employment, office, profession etc. Chief Executive Officer, Turning Point (social care registered charity) Occasional income from broadcasting is paid to Turning Point Commissioner, Audit Commission Category 4: Shareholdings (b) St Vincent Healthcare Category -
National Development Plan
National Development Plan 2013-2017 Republic of Iraq Ministry of Planning National Development Plan 2013 – 2017 Baghdad January 2013 Preface by the Minister of Planning A clear and defined path for development can only be mapped out through the creation of medium- and long- term plans and strategies built on sound methodology and an accurate reading of the economic, social, urban, and environmental reality. All the possibilities, problems, and challenges of distributing the available material and human resources across competing uses must be taken into consideration to maximize results for the national economy and the broader society. Three years of implementation of the 2010-2014 National Development Plan have resulted in important successes in certain areas and setbacks in others. It’s not fair to say that responsibility for the failures lies with the policies and programs adopted in the previous plan. The security and political dimensions of the surrounding environment, the executive capabilities of the ministries and governorates, the problems that continue to hinder the establishment and implementation of projects, weak commitment to the plan, and the weak link between annual investment budgets and plan priorities, along with the plan targets and the means of reaching these targets are all factors that contributed to these setbacks in certain areas and require that this plan be met with a high degree of compliance. The official decision announcing the 2010-2014 National Development Plan document included following up on plan goals in 2012 to monitor achievements and diagnose failures. In addition, it included keeping up with world economic developments and the effects and repercussions of the financial crisis on all economic conditions, in particular oil prices and developments in oil production and exports in Iraq, expectations of increasing it over the medium term through oil licensing rounds, and the effects of this on the great increase anticipated in the resources available for development and relative improvement in security. -
2012 Discovering Business
The New Iraq 2012 Discovering Business in association with C o n t e n t s Introduction 5 Map - cities, oilfields, international airports & borders 7 Messages Dr. Sami Al-Araji, Chairman of the National Investment Commission 8 HMA Michael Aron - the British Ambassor to Iraq 10 Baroness Nicholson of Winterbourne - Executive Chairman of IBBC 12 Business Matters Private sector role - PricewaterhouseCoopers (PwC) 15 Establishing a presence - Mena Associates Iraq - Amereller Legal Consultants 21 Finance The changing investment landscape in Iraq - MerchantBridge 26 Iraqi banking sector - HSBC 32 Financing the private sector - IMMDF 36 Iraq FDI Competitiveness Report 2011 - Investment Consulting Associates (ICA) 38 The Iraqi insurance market - AAIB Insurance Brokers 43 Facilitating/Trading Organisations Exporting for growth - UK Trade & Investment 47 Iraqi Group offers route to projects market - Al Burhan Group 50 Perspectives on the Iraqi Market - the Middle East Association (MEA) 54 Exploring limitless possibilities - Eastern Holding/Iraq Business Council 57 Risk Management Operating in Partnership - Control Risks 62 Oil & Gas Fast track strategy 66 Tapping the energy potential of Iraq - Mott MacDonald 72 Infrastructure Core infrastructure needs to be in place - Sarah Hildersley 77 Utilities Water - nothing functions without it 82 Power - electricity sector steps up power surge 84 Creating lasting partnerships - Parsons Brinckerhoff 88 3 CONTENTS Construction & Civil Engineering A construction boom that will last decades 91 Lasting foundations -
NATIONAL DEVELOPMENT PLAN 2013-2017 BAGHDAD JANUARY 2013 2013 2017 Republic of Iraq Ministry of Planning
الفصل الثالث اجنازات اجهزة ومراكز الوزارة الفصل الثالث اجنازات اجهزة ومراكز الوزارة NATIONAL DEVELOPMENTNATIONAL PLAN REPUBLIC OF IRAQ MINISTRY OF PLANNING NATIONAL DEVELOPMENT PLAN 2013-2017 BAGHDAD JANUARY 2013 2013 2017 Republic of Iraq Ministry of Planning National Development Plan 2013-2017 Baghdad January 2013 Preface A clear and defined path for development can only be mapped out through the creation of medium- and long-term plans and strategies built on sound methodology and an ac- curate reading of the economic, social, urban, and environmental reality. All the possibili- ties, problems, and challenges of distributing the available material and human resources across competing uses must be taken into consideration to maximize results for the national economy and the broader society. Three years of implementation of the 2010-2014 National Development Plan have resulted in important successes in certain areas and setbacks in others. It’s not fair to say that respon- sibility for the failures lies with the policies and programs adopted in the previous plan. The security and political dimensions of the surrounding environment, the executive capabilities of the ministries and governorates, the problems that continue to hinder the establishment and implementation of projects, weak commitment to the plan, and the weak link between annual investment budgets and plan priorities, along with the plan targets and the means of reaching these targets are all factors that contributed to these setbacks in certain areas and require that this plan be met with a high degree of compliance. The official decision announcing the 2010-2014 National Development Plan document in- cluded following up on plan goals in 2012 to monitor achievements and diagnose failures. -
National Development Plan 2010-2014
Republic of Iraq Ministry of Planning National Development Plan 2010-2014 Baghdad 2010 1 Forward by the Minister of Planning Strategic long-term planning is a feature of modern nations. Short-term planning provides only topical solutions and approaches to emergency situations. This reactionary planning does not address actual and complex problems. We cannot use a short-term approach to build a comprehensive national economy that includes the ambitions of the nation and society. The loss of the strategic compass in the arena of the Iraqi economy has cost us dearly and has led us to waste time and money. The country has not prospered and has left the Iraqi people to suffer despite the affluence they could have due to Iraq’s wealth and illustrious history. Over the past few years, Iraq has demonstrated the inability to manage the annual budget, allocate investments, and has struggled to create an economy that allows for progress and development. This is due to budgets being approved late in the year and the release of the money thereafter. A critical portion of the year elapses and the minister, or other government officials, is unable to make a decision about completing projects. This ineffective cycle is repeated year after year. For this reason, the Ministry of Planning took the initiative to propose adopting a plan that encompassed more than one year. We proposed a five-year plan that covers the period of 2010 – 2014. The Council of Ministers adopted the initiative and the plan became a governmental decision. The Ministry of Planning, including all of its agencies and experts, worked diligently until this was achieved. -
Register of Lords' Interests
REGISTER OF LORDS’ INTERESTS _________________ The following Members of the House of Lords have registered relevant interests under the code of conduct: ABERDARE, Lord Category 1: Directorships Director, WALTZ Programmes Limited (training for work/apprenticeships in London) Director, Twist Partnership Limited (promoting leadership through learning) Category 2: Remunerated employment, office, profession etc. Publications Consultant, Freemasons' Grand Charity (irregular employment) Category 10: Non-financial interests (c) Trustee, Berlioz Society Trustee, St John Cymru-Wales Category 10: Non-financial interests (e) Trustee, West Wycombe Charitable Trust ADAMS OF CRAIGIELEA, Baroness Nil No registrable interests ADDINGTON, Lord Category 1: Directorships Chairman, Microlink PC (UK) Ltd (computing and software) Category 10: Non-financial interests (d) Vice President, British Dyslexia Association Category 10: Non-financial interests (e) Vice President, UK Sports Association Vice President, Lakenham Hewitt Rugby Club ADEBOWALE, Lord Category 1: Directorships Director, Leadership in Mind Ltd Non-executive Director, St Vincent Healthcare (retains 5% shares in this organisation) Category 2: Remunerated employment, office, profession etc. Chief Executive Officer, Turning Point (social care registered charity) Occasional income from broadcasting is paid to Turning Point Commissioner, Audit Commission Category 4: Shareholdings (b) St Vincent Healthcare Category 5: Land and property Flat in London from which rental income is received Category 6: Sponsorship -
Private Equity in the MENA Region
Foreword Dear Friends of the MENA Private Equity Association and Colleagues, I am much honored to introduce the 8th edition of the “Private Equity & Venture Capital in the MENA Region” annual report. Since 2006, this report has presented the state of our industries and overall economic development in the region. Those of you who have been part of the region’s private equity and venture capital landscapes would likely agree that this period of time represents an eventful part of our professional lives. We witnessed extraordinary economic development with the cyclical ups and downs of which we are all aware, as well as a crippling financial crisis that deeply impacted both investors and the region’s growth and development opportunities. Such challenging circumstances have profoundly impacted the stakeholders in our investment community, including regulatory bodies, the general public, fund managers, and entrepreneurs. In particular, these groups have developed a sophisticated view of what actually drives economic value and the role private investors can play to foster and accelerate the development and growth of companies and industries to build a sustainable and internationally competitive regional economy. This has led to a fundamental shift in the relationship between private equity investors and managers. Investors have become more knowledgeable, and therefore more selective and vocal, and managers have generally adjusted to accommodate the needs of these more sophisticated investors. As a result, we are continuously gaining more trust from all of our stakeholders – and this is actually the key factor for the long-term success of our industry. The MENA Private Equity Association is not only the platform through which we can collaborate and communicate our efforts, but also the collective voice that conveys the impact of our investment activities on the regional economy and supports our relationships with other private equity and venture capital associations around the world.