Reflecting on my first visit to Syria shortly after the liberation a year ago – my first in 14 years – to my most recent one, the momentum that followed last year’s victory is clearly but gradually fading. Yet it is just as clear that the elements required to revive that momentum on a broader scale exist throughout the country, waiting for the right conditions to take root.
The list of challenges is long. The chasm between what is needed and what the existing system can offer is widening. Amid this complexity, one thread runs through almost every difficulty Syria now faces: trust – or more precisely, the lack of it.
Rebuilding a country requires rebuilding trust in both directions – between citizens and those who govern. But the first step must come from the top before the society begins to mirror it back.
The world watched in amazement the rapid transformation of the interim leadership from its extremist past. Yet it has retained one of its most deeply ingrained organisational reflexes: a reliance on a narrow trust chain, a culture built on small circles of absolute loyalty, deep suspicion of outsiders and opaque decision-making. This served as a survival strategy for an underground group, but it is a liability for a government that seeks legitimacy. Mistrust is the barrier to inclusion without which a country as diverse as Syria cannot be governed successfully.
Leadership naturally prefers to work with people they trust. The real question is: trust based on what? Competence – or loyalty?
Interim President Ahmad Al Shara has cited Singapore as a model to emulate. Yet Singapore’s success did not derive from technocratic skill alone. It emerged from the painstaking construction of trust across society, government as well as national and international markets. Its impartial justice system gave investors confidence; its transparent financial governance built credibility; its public institutions earned the trust of citizens by performing and being held to account.
This moment calls for decisions from Al Shara as bold as those he took a year ago when he launched the battle that brought the end of a very brutal and corrupt regime. He must let light into the black box and place his trust in the Syrian people
Syria is not short of talent. Engineers, economists, lawyers, civic leaders – the expertise exists in abundance. But too many remain on the periphery, watching with frustration as key positions go to long-standing loyalists, close allies and family members who are scattered like confetti across key positions.
The authorities’ inability to break out of their narrow trust chain is excluding many of the people capable of rebuilding the country. Inclusion remains mostly symbolic: newcomers are placed in technical or marginal roles while genuine decision-making remains within the inner circle.
This mistrust replicates itself throughout governance. Decisions emanate from inside a “black box”, with little transparency and accountability. Institutions that should model good governance – sovereign and development funds, investment authorities – operate with opacity. Multi-billion-dollar contracts are seldom awarded with disclosure.
Key economic decisions are taken by actors outside formal state structures. Where is the serious effort to establish the regulatory and institutional foundations, the international financial system and investments required to reconnect with Syria: independent commercial courts, reliable arbitration mechanisms, transparent and functional regulatory standards? Instead of strengthening government institutions, parallel structures are being built that bypass them entirely.
The leadership knows that economic recovery is vital for its survival. Serious diplomatic efforts have been made to lift sanctions. The hope is that ending sanctions will restore international confidence, reconnect Syrian banks to banks abroad and unlock investment capital leading to improvement in the system and services that would generate trust.
But Singapore shows that trust produces capital – not the other way around. Foreign investment does not flow simply because sanctions vanish. It flows when institutions are trustworthy: when rules are clear, courts are independent, regulators have authority and financial governance is predictable. Without these pillars, lifting sanctions will merely expose the governance gap.
During my travels across Syria over the past year, I have experienced what fragmentation really looks like. It is not only geographical. It runs through institutions, communities and layers of authority. Yet I have also seen Syria’s most promising leadership – not in the top-level, but rather at the middle. In the villages, towns and cities where local actors, far from the spotlight, are quietly keeping the country afloat.
Municipal heads repairing services against all odds. Local council members co-ordinating responses to emerging crises. A lawyers’ syndicate leader trying to reform the profession from below. Civil society figures filling the education gaps. A deputy mayor who returned from a successful career abroad to rebuild his city on a modest salary. Religious figures using their credibility to sustain civic peace. These local interlocutors have shown remarkable energy and effectiveness.
But all express the same frustration: their decision-making space is limited. Essential projects stall while awaiting approval or funding from Damascus. The authorities, reluctant to delegate power, have imposed a hyper-centralised system they do not have the tools to operate. Syria needs decentralisation not just to manage fragmentation, but to empower its middle leadership – the very people capable of stabilising and rebuilding the country.
This reluctance to trust the wider public is preventing many from trusting back. The trust schism is especially severe in minority-majority regions. The deepest divide is with Sweida, followed by Alawite-majority areas. As Kurds watched the massacres in Sweida and the coast, their already-cold feet towards joining the national project froze entirely. Can transition succeed on such fragile foundations?
The fragility of Syria’s internal landscape is compounded by an equally complex regional one. Mr Al Shara has tried to reassure neighbouring states that Syria seeks stability, but accommodating so many divergent agendas is nearly impossible. The war has ended; those geopolitical tensions have not.
Washington’s shifting position on Syria is a case in point. While the personal chemistry between Mr Al Shara and US President Donald Trump has opened the door to sanctions relief and multi-billion-dollar energy deals for American companies, it has not translated into a coherent US policy. And crucially, Washington has not delivered on the issue Damascus sees as existential: restraining Israel’s escalating strikes and territorial expansion.
Israel’s posture stands apart from that of other regional actors. While most states share an interest in a stable Syria – if only to stem refugee flows and unlock economic opportunities – Israel continues to act from deep mistrust, taking steps that further weaken the country, including exploiting internal divisions such as those in Sweida to advance its own strategic aims.
Paradoxically, that outcome aligns with Iran’s interests. A weakened Syria offers fertile ground for Tehran’s preferred mode of influence: embedding loyal non-state actors outside formal authority. Some actors will continue to exploit Syria’s vulnerabilities – which is precisely why rebuilding trust and legitimacy at home is Syria’s strongest foreign-policy asset.
This moment calls for decisions from the interim President as bold as those he took a year ago when he launched the battle that brought the end of a very brutal and corrupt regime. He must let light into the black box and place his trust in the Syrian people. The immense sacrifices they made in resisting the previous establishment deserve an inclusive and just system. He needs to reshape the governance framework to draw on the country’s vast reservoir of talent and energy.
Syria needs competence, inclusivity, transparency and accountability embedded throughout its institutions. And Syria’s friends should accompany Syrians in this effort by backing the trust-building reforms on which the country’s stability now depends.
If the trust barrier is not overcome, it will eventually undermine the Syrian project. But if it is confronted with courage, it can revive the much-needed momentum.
Timeline
2012-2015
The company offers payments/bribes to win key contracts in the Middle East
May 2017
The UK SFO officially opens investigation into Petrofac’s use of agents, corruption, and potential bribery to secure contracts
September 2021
Petrofac pleads guilty to seven counts of failing to prevent bribery under the UK Bribery Act
October 2021
Court fines Petrofac £77 million for bribery. Former executive receives a two-year suspended sentence
December 2024
Petrofac enters into comprehensive restructuring to strengthen the financial position of the group
May 2025
The High Court of England and Wales approves the company’s restructuring plan
July 2025
The Court of Appeal issues a judgment challenging parts of the restructuring plan
August 2025
Petrofac issues a business update to execute the restructuring and confirms it will appeal the Court of Appeal decision
October 2025
Petrofac loses a major TenneT offshore wind contract worth €13 billion. Holding company files for administration in the UK. Petrofac delisted from the London Stock Exchange
November 2025
180 Petrofac employees laid off in the UAE
RESULTS
ATP China Open
G Dimitrov (BUL x3) bt R Bautista Agut (ESP x5)
7-6, 4-6, 6-2
R Nadal (ESP x1) bt J Isner (USA x6)
6-4, 7-6
WTA China Open
S Halep (ROU x2) bt D Kasatkina (RUS)
6-2, 6-1
J Ostapenko (LAT x9) bt S Cirstea (ROU)
6-4, 6-4
ATP Japan Open
D Schwartzman (ARG x8) bt S Johnson (USA)
6-0, 7-5
D Goffin (BEL x4) bt R Gasquet (FRA)
7-5, 6-2
M Cilic (CRO x1) bt R Harrison (USA)
6-2, 6-0
'Munich: The Edge of War'
Director: Christian Schwochow
Starring: George MacKay, Jannis Niewohner, Jeremy Irons
Rating: 3/5
UAE currency: the story behind the money in your pockets
UAE%20v%20West%20Indies
%3Cp%3EFirst%20ODI%20-%20Sunday%2C%20June%204%20%0D%3Cbr%3ESecond%20ODI%20-%20Tuesday%2C%20June%206%20%0D%3Cbr%3EThird%20ODI%20-%20Friday%2C%20June%209%26nbsp%3B%3C%2Fp%3E%0A%3Cp%3EMatches%20at%20Sharjah%20Cricket%20Stadium.%20All%20games%20start%20at%204.30pm%0D%3Cbr%3E%0D%3Cbr%3E%3Cstrong%3EUAE%20squad%3C%2Fstrong%3E%0D%3Cbr%3EMuhammad%20Waseem%20(captain)%2C%20Aayan%20Khan%2C%20Adithya%20Shetty%2C%20Ali%20Naseer%2C%20Ansh%20Tandon%2C%20Aryansh%20Sharma%2C%20Asif%20Khan%2C%20Basil%20Hameed%2C%20Ethan%20D%E2%80%99Souza%2C%20Fahad%20Nawaz%2C%20Jonathan%20Figy%2C%20Junaid%20Siddique%2C%20Karthik%20Meiyappan%2C%20Lovepreet%20Singh%2C%20Matiullah%2C%20Mohammed%20Faraazuddin%2C%20Muhammad%20Jawadullah%2C%20Rameez%20Shahzad%2C%20Rohan%20Mustafa%2C%20Sanchit%20Sharma%2C%20Vriitya%20Aravind%2C%20Zahoor%20Khan%0D%3C%2Fp%3E%0A
Key findings of Jenkins report
- Founder of the Muslim Brotherhood, Hassan al Banna, "accepted the political utility of violence"
- Views of key Muslim Brotherhood ideologue, Sayyid Qutb, have “consistently been understood” as permitting “the use of extreme violence in the pursuit of the perfect Islamic society” and “never been institutionally disowned” by the movement.
- Muslim Brotherhood at all levels has repeatedly defended Hamas attacks against Israel, including the use of suicide bombers and the killing of civilians.
- Laying out the report in the House of Commons, David Cameron told MPs: "The main findings of the review support the conclusion that membership of, association with, or influence by the Muslim Brotherhood should be considered as a possible indicator of extremism."
bundesliga results
Mainz 0 Augsburg 1 (Niederlechner 1')
Schalke 1 (Caligiuri pen 51') Bayer Leverkusen 1 (Miranda og 81')
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.”
Most F1 world titles
7 — Michael Schumacher (1994, ’95, 2000, ’01 ’02, ’03, ’04)
7 — Lewis Hamilton (2008, ’14,’15, ’17, ’18, ’19, ’20)
5 — Juan Manuel Fangio (1951, ’54, ’55, ’56, ’57)
4 — Alain Prost (1985, ’86, ’89, ’93)
4 — Sebastian Vettel (2010, ’11, ’12, ’13)
UAE currency: the story behind the money in your pockets
The%20specs
%3Cp%3E%3Cstrong%3EEngine%3A%3C%2Fstrong%3E%206.4-litre%20V8%0D%3Cbr%3E%3Cstrong%3ETransmission%3A%20%3C%2Fstrong%3E8-speed%20auto%0D%3Cbr%3E%3Cstrong%3EPower%3A%20%3C%2Fstrong%3E470bhp%0D%3Cbr%3E%3Cstrong%3ETorque%3A%20%3C%2Fstrong%3E637Nm%0D%3Cbr%3E%3Cstrong%3EPrice%3A%20%3C%2Fstrong%3EDh375%2C900%20(estimate)%0D%3Cbr%3E%3Cstrong%3EOn%20sale%3A%3C%2Fstrong%3E%20now%3C%2Fp%3E%0A
Landfill in numbers
• Landfill gas is composed of 50 per cent methane
• Methane is 28 times more harmful than Co2 in terms of global warming
• 11 million total tonnes of waste are being generated annually in Abu Dhabi
• 18,000 tonnes per year of hazardous and medical waste is produced in Abu Dhabi emirate per year
• 20,000 litres of cooking oil produced in Abu Dhabi’s cafeterias and restaurants every day is thrown away
• 50 per cent of Abu Dhabi’s waste is from construction and demolition
Lexus LX700h specs
Engine: 3.4-litre twin-turbo V6 plus supplementary electric motor
Power: 464hp at 5,200rpm
Torque: 790Nm from 2,000-3,600rpm
Transmission: 10-speed auto
Fuel consumption: 11.7L/100km
On sale: Now
Price: From Dh590,000
The British in India: Three Centuries of Ambition and Experience
by David Gilmour
Allen Lane
At Eternity’s Gate
Director: Julian Schnabel
Starring: Willem Dafoe, Oscar Isaacs, Mads Mikkelsen
Three stars
Scores
Day 2
New Zealand 153 & 56-1
Pakistan 227
New Zealand trail by 18 runs with nine wickets remaining
'How To Build A Boat'
Jonathan Gornall, Simon & Schuster
UAE squad
Rohan Mustafa (captain), Ashfaq Ahmed, Ghulam Shabber, Rameez Shahzad, Mohammed Boota, Mohammed Usman, Adnan Mufti, Shaiman Anwar, Ahmed Raza, Imran Haider, Qadeer Ahmed, Mohammed Naveed, Amir Hayat, Zahoor Khan
Tamkeen's offering
- Option 1: 70% in year 1, 50% in year 2, 30% in year 3
- Option 2: 50% across three years
- Option 3: 30% across five years
How to watch Ireland v Pakistan in UAE
When: The one-off Test starts on Friday, May 11
What time: Each day’s play is scheduled to start at 2pm UAE time.
TV: The match will be broadcast on OSN Sports Cricket HD. Subscribers to the channel can also stream the action live on OSN Play.
The alternatives
• Founded in 2014, Telr is a payment aggregator and gateway with an office in Silicon Oasis. It’s e-commerce entry plan costs Dh349 monthly (plus VAT). QR codes direct customers to an online payment page and merchants can generate payments through messaging apps.
• Business Bay’s Pallapay claims 40,000-plus active merchants who can invoice customers and receive payment by card. Fees range from 1.99 per cent plus Dh1 per transaction depending on payment method and location, such as online or via UAE mobile.
• Tap started in May 2013 in Kuwait, allowing Middle East businesses to bill, accept, receive and make payments online “easier, faster and smoother” via goSell and goCollect. It supports more than 10,000 merchants. Monthly fees range from US$65-100, plus card charges of 2.75-3.75 per cent and Dh1.2 per sale.
• 2checkout’s “all-in-one payment gateway and merchant account” accepts payments in 200-plus markets for 2.4-3.9 per cent, plus a Dh1.2-Dh1.8 currency conversion charge. The US provider processes online shop and mobile transactions and has 17,000-plus active digital commerce users.
• PayPal is probably the best-known online goods payment method - usually used for eBay purchases - but can be used to receive funds, providing everyone’s signed up. Costs from 2.9 per cent plus Dh1.2 per transaction.
Dust and sand storms compared
Sand storm
- Particle size: Larger, heavier sand grains
- Visibility: Often dramatic with thick "walls" of sand
- Duration: Short-lived, typically localised
- Travel distance: Limited
- Source: Open desert areas with strong winds
Dust storm
- Particle size: Much finer, lightweight particles
- Visibility: Hazy skies but less intense
- Duration: Can linger for days
- Travel distance: Long-range, up to thousands of kilometres
- Source: Can be carried from distant regions
PETER%20PAN%20%26%20WENDY
%3Cp%3E%3Cstrong%3EDirector%3A%20%3C%2Fstrong%3EDavid%20Lowery%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStars%3A%3C%2Fstrong%3E%20Alexander%20Molony%2C%20Ever%20Anderson%2C%20Joshua%20Pickering%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%3C%2Fstrong%3E%203%2F5%3C%2Fp%3E%0A
Inside%20Out%202
%3Cp%3E%3Cstrong%3EDirector%3A%C2%A0%3C%2Fstrong%3EKelsey%20Mann%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStarring%3A%3C%2Fstrong%3E%C2%A0Amy%20Poehler%2C%20Maya%20Hawke%2C%20Ayo%20Edebiri%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%20%3C%2Fstrong%3E4.5%2F5%3C%2Fp%3E%0A
Specs
Engine: Dual-motor all-wheel-drive electric
Range: Up to 610km
Power: 905hp
Torque: 985Nm
Price: From Dh439,000
Available: Now
Our legal consultants
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants.
Omar Yabroudi's factfile
Born: October 20, 1989, Sharjah
Education: Bachelor of Science and Football, Liverpool John Moores University
2010: Accrington Stanley FC, internship
2010-2012: Crystal Palace, performance analyst with U-18 academy
2012-2015: Barnet FC, first-team performance analyst/head of recruitment
2015-2017: Nottingham Forest, head of recruitment
2018-present: Crystal Palace, player recruitment manager
UAE currency: the story behind the money in your pockets
The%20Letter%20Writer
%3Cp%3E%3Cstrong%3EDirector%3A%3C%2Fstrong%3E%20Layla%20Kaylif%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStars%3A%3C%2Fstrong%3E%20Eslam%20Al%20Kawarit%2C%20Rosy%20McEwen%2C%20Muhammad%20Amir%20Nawaz%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%3C%2Fstrong%3E%202%2F5%3C%2Fp%3E%0A
RESULTS
Tottenham 1
Jan Vertonghen 13'
Norwich 1
Josip Drmic 78'
2-3 on penalties
Day 3 stumps
New Zealand 153 & 249
Pakistan 227 & 37-0 (target 176)
Pakistan require another 139 runs with 10 wickets remaining
The specs: 2018 Jeep Compass
Price, base: Dh100,000 (estimate)
Engine: 2.4L four-cylinder
Transmission: Nine-speed automatic
Power: 184bhp at 6,400rpm
Torque: 237Nm at 3,900rpm
Fuel economy, combined: 9.4L / 100km
