Drove my chassis to the McLaren garage



There was a time in Formula One when the field was awash with colour, and not just from the old Beneton team. I remember seeing the distinctive mustard and green bodywork of Flavio Briatore's team when the sport first grabbed my attention in the early 1990s. The team had been known to stand out from the crowd, most notably in their outlandish multicolour design of the late 1980s. Even when it was rebranded to sky-blue and white, the design still turned heads. More were to follow; Jordan became the "yellow" team before going for gold. Footwork Arrows had grand designs like their 1995 number that consisted of a blue nose that was "chipped away" into a white body with a red air vent. The team went on to produce a nice orange number, thanks to, unsurprisingly, the Orange mobile network provider. Even Jaguar, the height of restrained British taste, used classic British racing green regalia to give the team prominence. Sadly, today's showings amount to the scarlet Ferrari and a bit of blue, white and silver here and there. Maybe sponsors are to blame but the cars look very much the same. The similar aesthetics of the cars is not really the problem, though. When what's under the chassis also starts to look remarkably similar ? that's when alarm bells should start ringing. The announcement by F1 back markers Force India that the team will run with Mercedes engines and have access to a host of McLaren technologies, puts the essence of the sport in question. They may well have changed engine suppliers from Ferrari to their main rival, but an alignment towards McLaren will disappoint the tradionalists. The McLaren chief executive officer, Martin Whitmarsh, announced, rather unconvincingly, that Force India will not become a "McLaren 'B' team". The deal puts McLaren at a great advantage though, using the team as a guinea pig to test out improvements in a race environment, rather than the test circuits of Valencia in the close season. It is not a novel practice. Ferrari have provided back-of-the-paddock teams such as Minardi and Lola in the past, but on this occasion the ties seem even closer. There is a sense of pragmatism behind the venture. It is important that F1 remains competitive and it needs its lesser teams to survive. There are currently 10 constructors competing in the premier class but there is room for two more teams. If F1 was to lose a Force India, or if one of the Red Bull racing teams did not exist, the field would look depleted. The sport would find it hard to have any credibility with a field of 16 drivers assisted by four or five manufacturers. The Ferrari Chairman Luca Cordero di Montezemolo was correct in quashing any plans by the Fédération Internationale de l'Automobile (FIA) to serve teams with a single engine provider. Montezemolo's threat to withdraw arguably the sport's biggest draw from competitive racing should it be enforced will hopefully be enough to see the FIA abandon the proposal. The idea makes a mockery of everything the sport stands for: innovation, engineering, development and above all preserving the passion that each and every manufacturer brings to the sport. It would also put off the casual follower. I would hope to see the sport move in the opposite direction and see it openly encourage more companies and manufacturers to come on-board. It's a tough challenge, particularly with the likes of Jaguar, Ford and Spyker struggling to break into the sport. It would be a dream to see 12 different manufacturers on the grid, but in reality, it is enough of a struggle keeping current teams involved with the sport, with the newly founded Formula One Teams Association (FOTA) recently announcing plans to reduce engine costs by more than ?15 million (Dh70m) by 2011 to help teams stay afloat. It's as much a priority to keep Formula One a team sport as it is as an individual one, but when two or more are batting for the same side, a bit of F1's soul is lost.

snelmes@thenational.ae

The biog

Favourite food: Fish and seafood

Favourite hobby: Socialising with friends

Favourite quote: You only get out what you put in!

Favourite country to visit: Italy

Favourite film: Lock Stock and Two Smoking Barrels.

Family: We all have one!

Yahya Al Ghassani's bio

Date of birth: April 18, 1998

Playing position: Winger

Clubs: 2015-2017 – Al Ahli Dubai; March-June 2018 – Paris FC; August – Al Wahda

Formula Middle East Calendar (Formula Regional and Formula 4)
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
From Zero

Artist: Linkin Park

Label: Warner Records

Number of tracks: 11

Rating: 4/5

Company Profile 

Founder: Omar Onsi

Launched: 2018

Employees: 35

Financing stage: Seed round ($12 million)

Investors: B&Y, Phoenician Funds, M1 Group, Shorooq Partners

Europe’s rearming plan
  • Suspend strict budget rules to allow member countries to step up defence spending
  • Create new "instrument" providing €150 billion of loans to member countries for defence investment
  • Use the existing EU budget to direct more funds towards defence-related investment
  • Engage the bloc's European Investment Bank to drop limits on lending to defence firms
  • Create a savings and investments union to help companies access capital
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The specs
Engine: 3.0-litre twin-turbo flat-six

Power: 480hp at 6,500rpm

Torque: 570Nm from 2,300-5,000rpm

Transmission: 8-speed dual-clutch auto

Fuel consumption: 10.4L/100km

Price: from Dh547,600

On sale: now 

Tell-tale signs of burnout

- loss of confidence and appetite

- irritability and emotional outbursts

- sadness

- persistent physical ailments such as headaches, frequent infections and fatigue

- substance abuse, such as smoking or drinking more

- impaired judgement

- excessive and continuous worrying

- irregular sleep patterns

 

Tips to help overcome burnout

Acknowledge how you are feeling by listening to your warning signs. Set boundaries and learn to say ‘no’

Do activities that you want to do as well as things you have to do

Undertake at least 30 minutes of exercise per day. It releases an abundance of feel-good hormones

Find your form of relaxation and make time for it each day e.g. soothing music, reading or mindful meditation

Sleep and wake at the same time every day, even if your sleep pattern was disrupted. Without enough sleep condition such as stress, anxiety and depression can thrive.

Full Party in the Park line-up

2pm – Andreah

3pm – Supernovas

4.30pm – The Boxtones

5.30pm – Lighthouse Family

7pm – Step On DJs

8pm – Richard Ashcroft

9.30pm – Chris Wright

10pm – Fatboy Slim

11pm – Hollaphonic

 

Know before you go
  • Jebel Akhdar is a two-hour drive from Muscat airport or a six-hour drive from Dubai. It’s impossible to visit by car unless you have a 4x4. Phone ahead to the hotel to arrange a transfer.
  • If you’re driving, make sure your insurance covers Oman.
  • By air: Budget airlines Air Arabia, Flydubai and SalamAir offer direct routes to Muscat from the UAE.
  • Tourists from the Emirates (UAE nationals not included) must apply for an Omani visa online before arrival at evisa.rop.gov.om. The process typically takes several days.
  • Flash floods are probable due to the terrain and a lack of drainage. Always check the weather before venturing into any canyons or other remote areas and identify a plan of escape that includes high ground, shelter and parking where your car won’t be overtaken by sudden downpours.

 

THE BIO

Born: Mukalla, Yemen, 1979

Education: UAE University, Al Ain

Family: Married with two daughters: Asayel, 7, and Sara, 6

Favourite piece of music: Horse Dance by Naseer Shamma

Favourite book: Science and geology

Favourite place to travel to: Washington DC

Best advice you’ve ever been given: If you have a dream, you have to believe it, then you will see it.

COMPANY%20PROFILE
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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.”