Advisory Board
Two independent departments monitor, audit and advise the Board and its Chairman:
Legal Department
- 6 law firms registered with the Syrian Bar Association
- Each firm has no fewer than ten seasoned lawyers
- Expertise in Syrian investment law and facilitating foreign investors
- Legal representation of the company before public bodies
Economic Department
- Economists with banking and feasibility-study experience
- Engagement of global economic-research firms
- Every study benchmarked against local and global markets
What it means for the investor
- No decision without a documented legal path
- Independent oversight before and after ratification
- Clear responsibility at every stage
- External auditability
Executive Departments
Every need has a responsible department and a clear point of contact, under the Executive Office:
Executive Office
Steering board decisions and following up departments and branches.
Project Management
Following up project execution and studies with engineering competence.
General Studies
Engineering, legal, technical and economic.
General Administration and Finance
Assets, budget, registry and human resources.
Media and Marketing
Covering and marketing projects and delegations.
Technical Services
Procurement, machinery and transport, and delegation protocol.
Public Relations
Government liaison and scheduling.
Internal Audit
Independent oversight of performance and compliance.
Risk Management and Foreign-Investor Guarantees
Our philosophy: reduce risk before entry, not after — we present no opportunity that has not passed full legal, economic and technical review.
Legal and regulatory
Review by 6 law firms and contracts with international arbitration reference.
Economic and market
Feasibility to global standards and sensitivity tests for prices and exchange rates.
Execution
13 companies under direct management, engineering supervision and progress reports.
Ownership and assets
SPV structuring, title documentation and exit guarantees.
Transparency and compliance
Periodic reports, external audit and an anti-corruption policy.
Relations with public bodies
Specialised government liaison and work within the declared strategy.
Foreign-investor guarantees — what makes the Syrian opportunity bankable for institutions:
Operating under the Investment Law
Under the Syrian Investment Law and its regulating legislation.
Repatriation of profits and capital
The right to transfer under the law, and a structure that protects the stake.
Representation and robust contracts
Legal representation and contracts that protect the investor's stake at every stage.
Legal Framework for Investment
We operate under Investment Law No. 18 of 2021 as amended by Legislative Decree No. 114 of 2025, under the umbrella of the Syrian Investment Agency and the Supreme Council for Economic Development — structuring our projects and contracts so that investors obtain the guarantees and incentives the law provides.
Investor guarantees
- No precautionary seizure or sequestration of the project except by court order.
- No expropriation except by final court ruling with fair, transferable compensation.
- No new procedural or financial burdens outside the procedural guide.
- Guarantees apply to BOT, BOO and PPP projects.
One-stop window and fixed deadlines
- An investor-services centre at the Agency bringing together representatives of public bodies.
- Investment licence with all its permits granted within 30 working days.
- Reasoned refusal, with a right of objection within 30 days decided within 15 days.
Customs and tax incentives
- Exemption of machinery, production lines and project equipment from customs duties.
- Permanent 100% tax exemption for agricultural projects, and 80% for development zones and targeted sectors.
- Temporary residence for the foreign investor until project completion.
Dispute resolution
- Amicable means: conciliation and mediation.
- Arbitration under applicable laws and international agreements.
- The competent courts, and the possibility of a dedicated investment-dispute arbitration centre.
Our obligations as an investor
Accounts to international accounting standards with a certified auditor • Insurance with a Syrian insurer • Use of Syrian execution companies and at least 60% local labour • Compliance with environmental legislation • Coordination with the Syrian Investment Agency on the allocation of state land and property under Circular No. 7 of 2025.
Institutional Operating Principles
Four principles govern how we take decisions and work with partners and communities: protecting technical decisions, community participation, accountability, and integration with institutions.
Protected technical decisions, and communities as partners in design, execution and evaluation.
Protecting technical decisions
Technical decisions remain shielded from external pressure; specialists hold full authority over technical matters, unless the client's wishes explicitly require otherwise.
Community participation
Involving clients and beneficiary communities in designing, executing and evaluating projects, with an added component: financial participation — as in the self-driven urban-development model.
Accountability and transparency
Clear accountability standards: transparency of responsibilities, clarity of mutual obligations, and periodic reports to partners and public bodies.
Integration with institutions
Aligning partner networks to achieve shared interests without compromising any partner's identity or priorities, in cooperation that strengthens integration and mutual benefit.
Growth Strategy
Deep roots, then a rapid rise
We adopt a growth model that begins by setting down roots — reputation, relationships and a solid institutional structure — before the rapid rise; we balance firm foundations with accelerated expansion, securing a strong platform for growth in a changing environment.
What dedicated portfolios deliver for each arm
Financial independence
Dedicated portfolios that let the executive arms take their decisions without relying on external financing.
Support for strategic expansion
Sufficient capital to finance ambitious projects that contribute to the growth of the whole group.
Reduced financial risk
Diversifying investments within portfolios to balance return and risk and secure long-term stability.
Deep foundations before expansion
Building a trusted reputation and firm relationships with local and international partners and clients through reliable solutions and measurable results; and erecting an institutional structure that supports future growth and reduces the risks of early expansion.
Accelerated growth at readiness
Once the roots are firm and the partner base secured, we move to capture emerging-market opportunities: geographic expansion, greater market share, and new companies that strengthen the group and establish it as a leading developer in its sectors.
Strategic Tracks for Phase One
Four parallel tracks translate the strategy into daily work during 2026–2028, monitored by the Executive Office with KPIs for each track.
Corporate track
- Applying governance systems to existing companies under the adopted institutionalisation framework.
- Establishing new companies according to partnership opportunities available locally and internationally.
- Managing institutionalisation and administrative quality for every executive arm.
Financing track
- Establishing and managing a central company fund, and a group of partnership financing funds.
- An independent fund for every executive arm with coded portfolios.
- Offering and selling stakes in subsidiaries under disciplined investment plans and within the governing legislation.
Deals track
- Managing and executing major strategic deals in partnership with the Syrian state.
- Alliances with regional and international partners for immediate execution.
- Deal governance: contract, responsibility and documented follow-up.
Development track
- Contributing to the development of Syrian cities using smart-city methodologies.
- Building modern digital systems that improve public services and support sustainable development.
- Linking urban development to digital transformation from a project's first day.
Investment Policy — The Three-Layer Model
We structure our companies and funds in an integrated three-layer model that gives every arm financial and operational independence, flexibility in directing funds to the best opportunities, and full transparency in allocation, oversight and accountability.
ETT Elite Global — the parent company
The organising and funding body: it sets policy, manages strategic liquidity and oversees the arms and funds.
Executive arms
The five fields, the supply arm and the execution network (23 entities): specialised operating arms in strategic sectors.
Investment funds and portfolios
The financial mechanism for managing and empowering the arms, under central supervision by the Investment Department and the Risk and Impact Unit.
The “gradual empowerment” principle
Decisiveness in investment decisions with strict discipline in risk management. Governance and transparency, sustainable returns, and a tangible developmental and social impact for every investment.
Project evaluation criteria
- Economic feasibility (profitability).
- Social and developmental impact.
- Technical feasibility.
- Sovereign and strategic risk assessment.
The “dual gate” methodology
Smart local financing
Converting operating revenues into productive investment funds.
Connecting the diaspora and international investors
Through legal, secure digital financing platforms within the governing legislation.
Structure of Investment Funds and Portfolios
Investments are directed by a clear national vision and managed through flexible, coded funds, all subject to oversight by a dedicated internal unit for risk management and developmental-impact verification, and established and offered under the governing Syrian legislation.
ETT Elite Global — the parent companyCentral Fund
- Manages major cross-sector strategic investments.
- Supports the capitalisation of new companies.
- Finances major national initiatives and preserves strategic liquidity.
- Its resources and procedures are managed by the Executive Office under Board supervision.
Specialised funds for the executive arms
- Linked directly to each arm's objectives and budget.
- Each fund consists of sub-portfolios coded by arm and approved investment track.
- Full transparency in financial tracking, oversight and performance evaluation.
Partnership Financing Fund
- Dedicated to financing partnerships with individual, institutional and international investors.
- Managed by a joint board of company and partner representatives.
- Invests in the arms' projects or in strategic opportunities with economic and developmental impact.
- A flexible platform for investor participation under the company's governance standards.
Principles of fund and portfolio management
Portfolios are measured by clear indicators — investment return, compliance and developmental impact — and all operate within an internal framework defining their scope and procedures.
Investment-return policy
No project is approved or launched unless its feasibility study demonstrates a minimum return of 30%; special strategic cases below that threshold are accepted only with formal prior approval from the Executive Office and the approved financiers.
Investment Channels for Partners
A flexible, integrated investment model that gives institutional and independent investors access to high-value, high-return opportunities with real developmental impact, through three strategic channels with different risk levels and cycles.
| Channel | Description and suitability | Target return | Investment cycle |
|---|---|---|---|
Channel 1 Specialised executive-arm funds | An independent fund for each arm with precise KPIs; opportunities in real estate, energy, technology, tourism and media — for those seeking safe diversification and stable returns. | 25–40% | 18–36 months |
Channel 2 · A Opportunity deals — fast, high-return | Short-term projects that capture critical opportunities or distressed assets: prime real-estate assets, fast-track government contracts, or alliances for immediate execution — for those who can decide quickly. | 30–50% | 8–18 months |
Channel 2 · B Flagship projects — long-term sovereign deals | Long-term projects with the state or major institutions: infrastructure, housing, education, renewable energy — under legal and financial frameworks that protect partners' interests. | 20–35% | 36–60 months |
Channel 3 Central Fund | The main arm for financing cross-sector projects of national priority: smart cities, special economic zones, infrastructure — for sovereign funds and major institutions. | 15–25% | 36–72 months |
Note: the returns and cycles above are indicative annual targets set for each project according to its feasibility study and market conditions; they do not constitute a promise of return. Funds are established and offered under the Investment Law and the governing Syrian financial legislation.