Abdulhakim Bel­hadj’s Journey from Extremism to Political Life

Abdulhakim Belhadj, center, gives instructions to his troops in Tripoli, Libya’s capital, on Aug. 22, 2011. (Etienne De Malglaive/Getty Images)
Abdulhakim Belhadj, center, gives instructions to his troops in Tripoli, Libya’s capital, on Aug. 22, 2011. (Etienne De Malglaive/Getty Images)
TT

Abdulhakim Bel­hadj’s Journey from Extremism to Political Life

Abdulhakim Belhadj, center, gives instructions to his troops in Tripoli, Libya’s capital, on Aug. 22, 2011. (Etienne De Malglaive/Getty Images)
Abdulhakim Belhadj, center, gives instructions to his troops in Tripoli, Libya’s capital, on Aug. 22, 2011. (Etienne De Malglaive/Getty Images)

Abdulhakim Bel­hadj has shed his combat fatigues for gray sport jackets and crisp white shirts. He has given up his AK-47 rifle for an election ballot.

“My thinking of that time is not a reflection of the way I think now,” the compact 51-year-old said, referring to his fighting days in Libya.

But in a war-divided nation, penetrated by ISIS and struggling to forge a new identity, Libyans have not forgotten who Belhadj once was.

They remember that he fought alongside Osama bin Laden in Afghanistan. They remember that he led the Libyan Fighting Group (LIFG), an obscure, al-Qaeda-linked militia that the United States branded a terrorist organization. Belhadj was considered so dangerous that he was arrested and interrogated at a secret CIA rendition site in Asia after the Sept. 11, 2001, attacks. Later, he was tortured in a Libyan prison.

Today, as key players in the contest between Islamists and their rivals for the soul of the new Libya, Belhadj and his comrades represent a rare instance of former militias associated with al-Qaeda achieving not just legitimacy but the ability to shape the course of a nation.

“These guys are very involved in the political landscape of running things in Tripoli,” said Claudia Gazzini, senior Libya analyst for the International Crisis Group. The worry for some, she said, is: “Have they really shed their extremist upbringing?”

The trajectory they followed is a winding — and uniquely Arab — one. The group dates to the battlefields of the Cold War and blossomed under the oppression of Libya’s autocratic leader, Moammar Gaddafi. During the Arab Spring, Belhadj and his comrades played crucial roles in the revolt that led to the strongman’s ouster and killing, six years ago next month.

Now, as he navigates Libya’s regional and tribal schisms, Bel­hadj enjoys power, influence and wealth. But he remains a widely feared and controversial figure, viewed as a warlord and a terrorist mastermind, even as his supporters paint him as a misunderstood idealist.

“Belhadj represents a threat now and will do so in the future,” said Abdullah Belhaq, a spokesman for Libya’s eastern-based parliament. “He is followed by a number of armed militias, and they will always be against the establishment of a state, to safeguard their interests.”

I first met Belhadj, a civil engineer by training, in May 2010 in the Libyan capital, Tripoli. He and several LIFG leaders had recently been released from prison under an extremist-rehabilitation program conceived by Gaddafi’s son Saif al-Islam Gaddafi. In exchange, they vowed to renounce violence and work to discredit al-Qaeda.

Many Libyans and Western diplomats were skeptical. Belhadj and his comrades were among scores of Libyans who had traveled to Afghanistan to fight the occupying Soviet forces. They met bin Laden in a training camp, an LIFG co-founder, Sami al-Saadi, told me at the time. He was impressed, he said, by bin Laden’s “devoutness.”

Belhadj returned to Libya in the early 1990s. There, he launched the LIFG to overthrow Moammar Gaddafi and transform Libya into an Islamic emirate. A low-level insurgency followed, as well as three failed attempts to assassinate the dictator. By then, Belhadj was known by his nom de guerre, Abu Abdullah al-Sadiq.

Gaddafi’s regime crushed the LIFG, and by the late 1990s Belhadj and his comrades had fled to Afghanistan and Pakistan, where they forged alliances with leaders of al-Qaeda and the Taliban, according to Libyan authorities and analysts. Belhadj, while acknowledging the links, denied he was close to either group.

In the months before the 9/11 attacks, bin Laden urged the LIFG to join his efforts to target the United States and its allies. Belhadj balked. His group’s sole mission, he said recently, was to topple Gaddafi, not attack the West — “and I told it to the al-Qaeda leaders.” But the LIFG split over that choice, and some senior members joined bin Laden.

In late 2001, with the Taliban decimated and bin Laden on the run, many LIFG commanders fled the region. Three years later, Belhadj and his pregnant wife were arrested in Kuala Lumpur, Malaysia, and taken to a CIA site in Thailand. Saadi and others were arrested elsewhere in Asia.

They were handed over to the Libyan government. Gaddafi, once a sponsor of terrorism, had become a counterterrorism ally of the West.

For six years, the LIFG leaders were held in the notorious Abu Salim prison in Tripoli. “I was beaten, hung from walls by my arms and deprived of food and sunlight,” Belhadj recalled. He has sued the British government for allegedly playing a role in returning him to Libya.

Human Rights Watch investigators, citing documents unearthed in Libya, corroborated Belhadj’s accounts of the CIA rendition and torture in Abu Salim.

Encouraged by moderate Islamist preachers and the younger Gaddafi, Belhadj and his comrades crafted a 400-page manifesto denouncing al-Qaeda’s beliefs and attacks on Western civilians.

Still, waging “jihad” against US forces in Iraq and Afghanistan was “a sacred act,” they maintained. “When America invades a country, the insurgency is legal,” Belhadj told me in 2010.

A year later, a violent uprising, echoing similar ones sweeping the Arab world, began. Belhadj and his comrades, with their anti-Gaddafi credentials, were catapulted into leadership roles.

Belhadj became the commander of the Tripoli Brigade, a rebel militia, and on Aug. 22, 2011, he and his men entered the Bab al-Aziziya compound, Gaddafi’s fortress and nerve center.

For the past several months, they had helped lead the battle against Gaddafi’s forces, aided by NATO airstrikes. On this day, they were close to seizing control of Tripoli, and Gaddafi had fled east.

Belhadj was named the leader of the Tripoli Military Council, the committee in charge of keeping order in the capital after Gaddafi was killed by rebels less than two months later. He would also join the rebels’ Supreme Security Council. Other LIFG members joined Islamist movements and ran religious youth camps, advocating strict Islamic sharia laws.

Saadi founded a political party. Khalid al-Sharif, the deputy emir of the LIFG, was appointed deputy defense minister in two post-Gaddafi governments.

In 2014, Belhadj and other LIFG members backed Libya Dawn, a collection of armed militias that briefly seized control of Tripoli and proclaimed their own government. Their actions split public opinion.

Even though he holds no official position in government, his well-armed loyalists wield power in the capital. But because he has moved out of the public spotlight and kept his political and business dealings secret, he remains an enigma to many Libyans.

While some Libyans now view Belhadj as a businessman, others beg to differ. They believe “he’s just pretending to be all about business but he’s still calling all the shots,” said Gazzini, of the International Crisis Group.

Belhaq described Belhadj as exercising immense power largely through ill-gotten money, noting that within two years of his release from prison he owned an airline company. “Where did he get these billions from?” the eastern parliamentary spokesman said.

Belhadj resigned from the Tripoli Military Council to launch his own political party, al-Watan, or “Homeland.” He believes in democracy, he said, and ran unsuccessfully in national parliamentary elections in 2012. He insists he no longer controls a militia. He supports the UN-backed government, he said, because “we don’t want to be out of the international community.”

The Washington Post



Challenges of the Gaza Humanitarian Aid Pier Offer Lessons for the US Army

A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
TT

Challenges of the Gaza Humanitarian Aid Pier Offer Lessons for the US Army

A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS
A truck carries humanitarian aid across Trident Pier, a temporary pier to deliver aid, off the Gaza Strip, amid the ongoing conflict between Israel and the Palestinian group Hamas, near the Gaza coast, May 19, 2024. US Army Central/Handout via REUTERS

It was their most challenging mission.
US Army soldiers in the 7th Transportation Brigade had previously set up a pier during training and in exercises overseas but never had dealt with the wild combination of turbulent weather, security threats and sweeping personnel restrictions that surrounded the Gaza humanitarian aid project.
Designed as a temporary solution to get badly needed food and supplies to desperate Palestinians, the so-called Joint Logistics Over-the-Shore system, or JLOTS, faced a series of setbacks over the spring and summer. It managed to send more than 20 million tons of aid ashore for people in Gaza facing famine during the Israel-Hamas war.
Service members struggled with what Col. Sam Miller, who was commander during the project, called the biggest “organizational leadership challenge” he had ever experienced.
Speaking to The Associated Press after much of the unit returned home, Miller said the Army learned a number of lessons during the four-month mission. It began when President Joe Biden announced in his State of the Union speech in March that the pier would be built and lasted through July 17, when the Pentagon formally declared that the mission was over and the pier was being permanently dismantled.
The Army is reviewing the $230 million pier operation and what it learned from the experience. One of the takeaways, according to a senior Army official, is that the unit needs to train under more challenging conditions to be better prepared for bad weather and other security issues it faced. The official spoke on condition of anonymity because assessments of the pier project have not been publicly released.
In a report released this week, the inspector general for the US Agency for International Development said Biden ordered the pier's construction even as USAID staffers expressed concerns that it would be difficult and undercut a push to persuade Israel to open “more efficient” land crossings to get food into Gaza.
The Defense Department said the pier “achieved its goal of providing an additive means of delivering high volumes of humanitarian aid to the people of Gaza to help address the acute humanitarian crisis.” The US military knew from the outset “there would be challenges as part of this in this complex emergency,” the statement added.
The Biden administration had set a goal of the US sea route and pier providing food to feed 1.5 million people for 90 days. It fell short, bringing in enough to feed about 450,000 people for a month before shutting down, the USAID inspector general's report said.
The Defense Department’s watchdog also is doing an evaluation of the project.
Beefing up training Army soldiers often must conduct their exercises under difficult conditions designed to replicate war. Learning from the Gaza project — which was the first time the Army set up a pier in actual combat conditions — leaders say they need to find ways to make the training even more challenging.
One of the biggest difficulties of the Gaza pier mission was that no US troops could step ashore — a requirement set by Biden. Instead, US service members were scattered across a floating city of more than 20 ships and platforms miles offshore that had to have food, water, beds, medical care and communications.
Every day, said Miller, there were as many as 1,000 trips that troops and other personnel made from ship to boat to pier to port and back.
“We were moving personnel around the sea and up to the Trident pier on a constant basis,” Miller said. “And every day, there was probably about a thousand movements taking place, which is quite challenging, especially when you have sea conditions that you have to manage.”
Military leaders, he said, had to plan three or four days ahead to ensure they had everything they needed because the trip from the pier to their “safe haven” at Israel's port of Ashdod was about 30 nautical miles.
The trip over and back could take up to 12 hours, in part because the Army had to sail about 5 miles out to sea between Ashdod and the pier to stay a safe distance from shore as they passed Gaza City, Miller said.
Normally, Miller said, when the Army establishes a pier, the unit sets up a command onshore, making it much easier to store and access supplies and equipment or gather troops to lay out orders for the day.
Communication difficulties While his command headquarters was on the US military ship Roy P. Benavidez, Miller said he was constantly moving with his key aides to the various ships and the pier.
“I slept and ate on every platform out there,” he said.
The US Army official concurred that a lot of unexpected logistical issues came up that a pier operation may not usually include.
Because the ships had to use the Ashdod port and a number of civilian workers under terms of the mission, contracts had to be negotiated and written. Agreements had to be worked out so vessels could dock, and workers needed to be hired for tasks that troops couldn't do, including moving aid onto the shore.
Communications were a struggle.
“Some of our systems on the watercraft can be somewhat slower with bandwidth, and you’re not able to get up to the classified level,” Miller said.
He said he used a huge spreadsheet to keep track of all the ships and floating platforms, hundreds of personnel and the movement of millions of tons of aid from Cyprus to the Gaza shore.
When bad weather broke the pier apart, they had to set up ways to get the pieces moved to Ashdod and repaired. Over time, he said, they were able to hire more tugs to help move sections of the pier more quickly.
Some of the pier's biggest problems — including the initial reluctance of aid agencies to distribute supplies throughout Gaza and later safety concerns from the violence — may not apply in other operations where troops may be quickly setting up a pier to get military forces ashore for an assault or disaster response.
“There’s tons of training value and experience that every one of the soldiers, sailors and others got out of this,” Miller said. "There’s going to be other places in the world that may have similar things, but they won’t be as tough as the things that we just went through.”
When the time comes, he said, “we’re going to be much better at doing this type of thing.”
One bit of information could have given the military a better heads-up about the heavy seas that would routinely hammer the pier. Turns out, said the Army official, there was a Gaza surf club, and its headquarters was near where they built the pier.
That "may be an indicator that the waves there were big,” the official said.