Business Review Middle East magazine - May 2017 by Business Chief Middle East

www.businessreviewmiddleeast.com

May 2017

ORANGE BUSINESS SERVICES BIG, BOLD & SMART

LEGO’S GREATEST LANDMARK BUILDS

GOING BEYOND LEISURE WITH LAPITA HOTEL

THE RIDE TO

SUCCESS D U B A I PA R K S & R E S O RT S LO O K S S E T TO D E F I N E T H E R E G I O N ’ S T H E M E PA R K I N D U S T RY O F T H E F U T U R E

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EDITOR’S COMMENT

BUILDING BIG VISITING DUBAI REINFORCES the perception that the city does not do construction by half. Awash with enormous buildings at various stages of completion, the desert is being transformed at a serious pace. We recently arrived to explore the new tourist attraction in town, Dubai Parks and Resorts, and were blown away by the scale of what has just been opened to the public. Four enormous theme parks joined by a huge promenade of dozens of shops and restaurants – it was an opening on a scale rarely seen. Matthew Priddy and Brian Machamer discuss the opening, detailing the various challenges and opportunities presented by this mammoth project; a project which is by no means over, for another park, Six Flags, is due to open in 2019. It is not just a tourist haven that has been opened – Dubai Parks and Resorts is also a B2B paradise, fitted with a tremendous array of conferencing and events facilities. I take a look at the corporate side in more detail, and also run down 10 of the most impressive landmarks made from LEGO in the LEGOLAND park. Dubai is not only building big, but also smart. The same can be said of the region as a whole, and Orange Business Services is helping to make this happen. We go behind the scenes to find out more. As ever, join the debate @BusinessRevME

Enjoy the issue!

Tom Wadlow Editor tom.wadlow@bizclikmedia.com 3

F E AT U R E S Dubai Parks and Resorts:

BEYOND LEISURE 6 PROFILE

TECHNOLOGY

BIG, BOLD AND SMART

LIST

TOP10 LANDMARKS MADE OF LEGO

May 2017

C O M PA N Y PROFILES

Dubai Parks & Resorts Construction

Al Ghurair

106

Lankmark Leisure Supply Chain

Technology

Emirates NBD Supply Chain

New Mowasat Hospital Healthcare

Dubai Parks and Resorts:

BEYOND LEISURE

In and among the vast array of rides and attractions lies a wealth of B2B value. We take a look at what the site has to offer the corporate world Writ ten by: TOM WADLOW

PROFILE

PROFILE THIRTY MILLION SQUARE feet, 100 attractions and 50 retail and dining outlets. Dubai doesn’t do construction by half. In the case of Dubai Parks and Resorts (DPR), there is more to come still. By 2019, a new thrill seeker Six Flags park will open alongside the already up and running Bollywood, Motiongate, LEGOLAND and LEGOLAND Waterpark sites. Fast forward to 2020 and Dubai’s muchpublicised ambition to attract 20 million tourists, and this surely will contribute significantly to that target. Theme parks are relatively new concept to Dubai and much of the Gulf, and the sheer size of DPR means this form of leisure has arrived in the region with a bang. However, it is not just local and international consumers of entertainment who are set to benefit. For the corporate customer, the destination is awash with opportunities to impress guests and reward employees. Brian Machamer is just one of the management team who has been tirelessly working behind the scenes to get the resort operational. Starting with LEGOLAND in October, all sites have been open since the 8

May 2017

turn of the year. We caught up with the Vice President of Theme Park Operations in the lobby of Lapita, DPR’s on-site hotel. “It has been hectic,” he says. “When you plan for one attraction or to open one ride you can look on a calendar and plan every stage, from putting in the structural steel to testing, so you can be fairly sure on pinning down a date. For a project of this size – multiple themes with multiple vendors – picking a date is tough, and it doesn’t always work that way.” From LEGOLAND to Bollywood With the groundwork finished and guests starting to enjoy the numerous offerings, Machemer is clearly excited by the potential to attract MICE (meetings, incentives, conferences and events). “We’re taking on a lot of MICE bookings,” he confirms. “We have excellent meeting spaces and you can then head out onto the rides and enjoy the attractions. Even with LEGOLAND, which is not normally geared towards MICE events, we have Miniland which is perfect for things like cocktail receptions,

D U B A I PA R K S A N D R E S O R T S : B E Y O N D L E I S U R E

â&#x20AC;&#x153;Attracting businesses is just as important as attracting families as this gets us through the slower periodsâ&#x20AC;? BRIAN MACHAMER, Vice President of Theme Park Operations

PROFILE

504

Number of rooms and suites at Lapita Hotel

30 million mÂ˛ The size of Dubai Parks and Resorts

Apart from the outdoor event space, Lapita Hotel hosts;

5 1

Restaurants and bars

Fully functioning ballroom 10

May 2017

D U B A I PA R K S A N D R E S O R T S : B E Y O N D L E I S U R E

PROFILE buffets and other events.” Miniland is a world of LEGO built in record-breaking proportions. The scale model of the Burj Khalifa is 17 metres tall, while the Egyptian Pyramids of Giza have been recreated using more than a million bricks. The Taj Mahal model alone took more than 2,000 hours to build, weighing in at 645 kilos. The iconic Indian landmark also forms the basis of an impressive

“Even with LEGOLAND, which is not normally geared towards MICE events, we have Miniland which is perfect for things like cocktail receptions, buffets and other events” BRIAN MACHAMER Vice President of Theme Park Operations

May 2017

D U B A I PA R K S A N D R E S O R T S : B E Y O N D L E I S U R E

venue over in Bollywood Parks. “We’ve already hosted quite a few events,” Machamer says. “Recently we had a large party in Bollywood in front of the Raj Mahal theatre, where 850 guests enjoyed a sit down dinner before heading in to watch the show.” Outside of the parks in Riverland, numerous open spaces have been deliberately designed to host events, with catering options almost unlimited given the variety of food outlets in the vicinity. At the heart of Riverland lies Encore,

an enormous blank canvas of an indoor space that is perfect for hosting large conferences. Into Polynesia Overnight options are a must when hosting such conference events and gatherings, particularly at DPR which is a considerable drive up the giant Sheikh Zayed Road from Dubai International Airport. Judging by the sheer volume of construction equipment visible from our taxi, the vast expanse either side of the 13

PROFILE

eight-lane expressway will largely be filled in years to come, further integrating Dubai Parks and Resorts into the rest of the Emirate. For now, however, the Lapita Hotel at DPR is the only hotel in town. The 504 Polynesian-themed rooms and suites, including 441 conventional hotel rooms, 60 suites and three villas, serve both visiting families and corporate guests. For the latter, it is an especially vital component. “For me, attracting businesses is 14

May 2017

just as important as attracting families as this gets us through the slower periods,” Machamer explains. “During the slower periods when the parks close earlier is an ideal opportunity to maximise MICE bookings. The park might close at 7pm and then re-open for a 5,000-person event until midnight before stopping at Lapita.” Immaculate as the rooms are, the real ace in the hole at Lapita, part of Marriott’s unique Autograph Collection, is its meeting space.

D U B A I PA R K S A N D R E S O R T S : B E Y O N D L E I S U R E

Seven large meeting rooms and boardrooms are accompanied by outdoor terraces and private gardens available for hire. For grander scale meetings and conferences, the Tamure Ballroom is a massive 710 square metre space which can be split into three or four separate sections. Somehow this combined 2,200 square metres of meeting space, along with a fully-staffed business centre, is contained within what increasingly feels like a TARDIS of a hotel building. For Machamer, having all bases covered powers his belief in the B2B potential of Dubai Parks and Resorts. “The variety of what we can offer at the resort makes it easy for someone to come in and meet our sales team to find out what can work for them – which park works for them, whether they need the hotel and its conference facilities and so on. We’ll continue to push this as much as we do our day business.” While all the publicity seen to date appears to be directed towards the leisure-seeking consumer, the corporate appeal might well turn out to be a crucial foundation to any long term success stories. 15

BIG, BOLD AND SMART The Middle East is the most exciting region in the world for smart city uptake. Whether it be renovating existing infrastructure or building entire new districts, new projects are popping up at a serious pace. We speak to Orange Business Services, a key player in many of these developments Writ ten by: TO M WA D LOW

May 2017

TECHNOLOGY

TECHNOLOGY THE MIDDLE EAST isnâ&#x20AC;&#x2122;t doing smart cities by half. More so than any other region in the world, the GCC countries in particular have recognised the need to join up public and private services with technology. From Doha and Dubai to Al Irfan and Yanbu Industrial City, urban centres across the Gulf nations are making serious investment, drawing in expertise and resource from public and private sectors. Enter Orange Business Services (OBS). A B2B branch of the Orange

May 2017

Group operating across the Middle East, North Africa and Turkey (MENAT), the 2,000-strong team is implementing smart solutions in six key territories - Saudi Arabia, UAE, Qatar, Turkey, Egypt, Morocco â&#x20AC;&#x201C; while working alongside Orange affiliates in Egypt and Jordan. Working with clients at an enterprise, city and country level, the business division is bringing together key stakeholders in regional developments, whether this be through consulting services or design and deployment of its solutions.

BIG, BOLD AND SMART

Though the concept may appear to be a fairly recent phenomenon, OBS began its smart cities operations more than a decade ago, making it one of the first global operators, large system integrators and digital services businesses to enter what is now known as the smart cities market. With a huge amount of consultation work already complete, the focus is very much now on delivery of big, bold and smart.

“What exactly do we mean by ‘smart city’? These terms are commonly used but inconsistently understood, so a common lexicon or vocabulary is crucial” – Adnane Retmi

Smart appetite In charge of driving the development of smart city projects is Mohammed Adnane Retmi, OBS Head of Orange Applications for Business in the IMEAR Region (Indirects, Middle East, Africa and Russia). Indeed, smart cities represents a major growth area for Orange Business Services, not just in the Middle East but also at a global level. “A key challenge for cities is to provide citizens with digital services to simplify their day-to-day lives and enhance their economic and tourism attractiveness,” Retmi explains, pointing to the huge potential in the Gulf region. The area holds an enormous advantage

over the likes Europe when it comes to urban development – the ability to build from scratch. “The Middle East, and especially the ambitious, large scale smart city programmes in the GCC – with a focus on Saudi Arabia, UAE and Qatar – are a strategic focus of this global programme due to the unique greenfield opportunities of the GCC. “The example of the Middle East is revealing. Those countries actively developing smart cities or smart components of urban areas enjoy significant advantages and benefits, from clear and visionary leadership, well organised and very committed approach to projects and 19

TECHNOLOGY

dnane Retmi, OBS Head A of Orange Applications for Business in the IMEAR Region 20

May 2017

BIG, BOLD AND SMART

the resources to deliver fast results. They are also hungry for innovation and with the benefits of greenfield sites and few legacy constraints, real innovation is a possibility.”

Definition difficulty Asked about the common difficulties faced by city planners aiming to turn smart, Retmi highlights three particular challenges. The first of these is a seemingly simple definition exercise, a critical foundation of understanding if any meaningful progress is to be made. “What exactly do we mean by ‘smart city’?” Retmi asks. “These terms are commonly used but inconsistently understood, so a common lexicon or vocabulary is crucial. For example, a smart city is not an end product or single project but an evolving long term programme or journey, so organising, leading and managing an undertaking of this scale is also a major human challenge.” Second, and where OBS earns its crust in unifying the interests of stakeholders, is determining a clear vision of the end result of a smart city programme. “It is said that most large projects fail at

the beginning not at the end, and usually because of poor planning, including lack of shared vision,” Retmi observes, adding that OBS is uniquely positioned as an operator and integrator, able to deliver a fullyfunctioning solution to what can be a fragmented ecosystem of technology and services. “Coordination is vital between the various stakeholders on smart city projects. City planners need a partner to help in assessing, designing, building and running smart cities, and play the role of master systems integrator in these very complex smart city ecosystems.” The third, and perhaps most obvious challenge revolves around financing and ownership. Despite the Middle East being home to world’s most valuable natural resource wealth, smart city developments carry enormous budget requirements, making collaboration with the private sector in models such as PPP and revenue sharing a desirable option.

Yanbu Industrial City Despite these significant hurdles, Retmi has already pointed to the Middle East countries’ commitment to thorough organisation and project 21

TECHNOLOGY management. Yanbu Industrial City in Saudi Arabia is a perfect case in point. Though Retmi has expressed the massive scope for smart cities to be built from scratch, Yanbu is demonstration of what can be achieved on brownfield sites in the region. “The Royal Commission for Yanbu had a vision for the city which was focused on gaining greater control of information and systems and creating easier operations,” he adds. “It wasn’t any one particular thing like M2M or connected cars powering the plans forward, so Orange distilled that vision down, established what services would bring the right value and ensured that it was scalable.” New smart services powered by technology will integrate with conventional services like water, electricity, gas, public transport and traffic management to transform daily living and working habits. The open access network, built on fibre infrastructure, will enable delivery of services from multiple providers, with consumers staying informed via multichannel communication comprising voice, online, IPTV and VPN. 22

May 2017

Working closely with key partners such as Mobily, Orange Business Services is delivering infrastructure that combines the latest technology with bespoke design. Key elements of the deployment include: > Community portal – the online gateway for all Yanbu residents and businesses to access city services including public information, community management and subscription to services to receive updates and all latest data > Smart home solution – the next generation of urban living. Feature-enabled smart homes connect to the internet and make life easier for residents. In Yanbu, the solution is based on a control box and sensors plus seamless integration of the service into the web portal > Command centre - one of the key elements of the Yanbu project, all smart city services are managed from a single, central point, delivering great efficiencies and benefits to Yanbu.

BIG, BOLD AND SMART

Thanks to these developments, Yanbu is now perfectly placed to be a model of evolved technological architecture and services in the MEA region, bringing connected living to citizens, business and municipalities. Retmi adds: “Smart cities projects in the Middle East are not just about brand new cities but also brownfield sites such as Yanbu, Riyadh, which aim to become ‘smarter’ cities, while greenfield developments

include new districts in Dubai, Doha, King Abdullah Economic City in Saudi Arabia. Greenfield sites provide the opportunity to interconnect the different services right from the beginning, which is something you cannot do in an existing city. “To achieve all of this requires the financial and political will that is present in the Middle East. There is also a big difference in scale between Middle East and European 23

TECHNOLOGY

smart city projects. The city of Nice for example has put in some smart city components with very focused services. Projects are simply much bigger and more allencompassing in the Middle East.”

Bright future Retmi mentions several other smart city projects in which OBS is playing a vital role, including a partnership with Al Ra’idah Investment Company to develop Saudi Arabia’s King Abdullah Financial District. An investment of more than $70 billion, this is the country’s largest smart 24

May 2017

city programme covering transport, energy supply and other vital services for citizens and businesses. The sheer size of the task ahead here and at other smart city sites, both brownfield and greenfield, adds to the challenges outlined by Retmi earlier. “Nowhere in the world have there been smart city projects launched on this scale and with this amount of energy and drive behind them. The big vision, the leadership and the resources are all in place but these are new models and so require new thinking; it is not a question of importing a model from elsewhere.”

BIG, BOLD AND SMART

Indeed, the willingness to face up to these challenges of scale, ownership and finance has resulted in the Middle East becoming the global smart city forerunner. Authorities and enterprises have realised that facing up to these challenges of implementation will solve far greater, more fundamental pressures facing their countries and economies caused by urbanisation. According to UN figures, 85 percent of the UAE’s population live in urban areas, a figure set to hit 91 percent by 2050. The Middle East, it is fair to say, is a highly urbanised part of the world.

Retmi concludes: “City-dwellers consume over three quarters of all the world’s energy production and are responsible for 80 percent of CO2 emissions. To help manage energy and other resources in these urban environments, governments in the Middle East are looking towards smart city technology. “Rapidly increasing urban populations are straining existing infrastructure even while governments look to attract new businesses and industries to support their economies beyond oil. The pressure is on for smart cities to provide the answer.” 25

TOP10 LANDMARKS MADE OF LEGO LEGOLAND DUBAI is the home to a world of iconic landmarks, both local and international - a display comprising structures made from millions of LEGO bricks W R I T T E N BY: T O M WA D L O W Most of us will have endured trials and

tribulations building LEGO structures at some stage in our lives. Whether it be

assembling a pirate ship or recreating space stations, persistence is certainly required in order to achieve LEGO mastery. Last year the toy manufacturing giant sold

more than $4 billion worth of LEGO, with

a not insignificant amount of these bricks heading into Dubai Parks and Resorts.

MINILAND can be found in LEGOLAND Dubai. Made up of more than 20 million bricks, it has recreated Dubaiâ&#x20AC;&#x2122;s skyline

alongside landmarks predominantly from Asia and Africa, with some individual structures comprising more than

500,000 individual pieces; a far cry

from putting together a 100-piece pirate ship. Here is a rundown of some of the most impressive builds on display. 26

May 2017

T O P 10

DUBAI CREEK Number of LEGO bricks used: 170,344

Based in the heart of Dubai between Bur Dubai and Deira, Dubai Creek comprises traditional markets including gold and spice souks. The LEGO model took the work of 20 people over six months to complete, totalling 3,277 hours. The Dubai Museum is recreated in this scene, the building alone weighing 75kg and using up 33,300 bricks.

SAHARA DESERT Number of LEGO bricks used: 18,204

The Imamâ&#x20AC;&#x2122;s Rock Palace, the Dar Al-Hajar, located in Wadi Dhar Valley, is an iconic symbol of Yemen found on postcards and magazines, with the LEGO model taking 639 hours to design and build. The structure includes a majlis area with LEGO tents, belly dancers spinning and a parachute going up and down with a push of a button.

May 2017

TOP 10 LANDMARKS MADE OF LEGO

SHEIKH ZAYED ROAD Number of LEGO bricks used:

408,702

KUWAIT TOWERS

Sheikh Zayed Road is an enormous highway spanning the whole of Dubaiâ&#x20AC;&#x2122;s iconic skyline. The Mall of the Emirates alone took 1,600 hours to design and build, using 408,702 LEGO bricks in the process. Also featured here are the Dubai World Trade Centre which took 736 hours and 79,032 bricks, and The Gate at DIFC made of 59,496 bricks. Sheikh Zayed Road wouldnâ&#x20AC;&#x2122;t be complete without the Dubai Metro, travelling from Mall of the Emirates station all the way to the Jumeirah Emirates Towers, taking 1,517 hours and 190,920 bricks to construct.

Number of LEGO bricks used:

123,000

Weighing 205kg, the Kuwait Towers form a major part of the Kuwait landscape, the highest tower reaching 187 metres in height. There are three towers in total that are part of the Kuwait Water Towers system. The LEGO versions on display at Dubai Parks and Resorts took some 978 hours to build. 29

T O P 10

SHEIKH ZAYED GRAND MOSQUE Number of LEGO bricks used: 536,292

One of the largest models at MINILAND at LEGOLAND Dubai, the Sheikh Zayed Grand Mosque model weighs over a ton and took more than 6,300 hours to complete. Younger guests can crawl through the model and see every detail of the mosque from a different perspective, including the elaborate designs and patterns throughout.

HANGING GARDENS OF BABYLON Number of LEGO bricks used: 142,920

One of the ancient wonders of the world, the Hanging Gardens of Babylon are recreated in LEGO form at Dubai Parks and Resorts. Originally built by Nebuchadnezzar II, the Assyrian King of the Neo-Babylonian Empire around 600 BC, they are a feat of engineering, though some question the origins of their existence. The LEGO version took 1,560 hours to build. 30

May 2017

TOP 10 LANDMARKS MADE OF LEGO

TAJ MAHAL

Number of LEGO bricks used: 280,741

Among the seven new wonders of the world is Indiaâ&#x20AC;&#x2122;s Taj Mahal, built in memory of Shah Jahanâ&#x20AC;&#x2122;s wife in 1632, finally finishing some 20 years later. The LEGO model took considerably less time, though 2,019 hours is still a considerable amount of time to dedicate to the construction of a LEGO structure. It is an impressive replica, weighing 645kg.

DUBAI AIRPORT

Number of LEGO bricks used: 500,000

Dubai is home to the busiest airport in the world in terms of international passenger traffic, making it a welcome addition to MINILAND. Two dedicated LEGO model builders took an astounding three months to put this structure together, which weighs almost two metric tons. The A380 flying above the airport alone took 710 hours to build.

T O P 10

EGYPTIAN PYRAMIDS Number of LEGO bricks used: 1,117,992

Another of the seven ancient wonders of world, the Pyramids of Giza are the oldest such relic, and took roughly two decades to build. The LEGO model broke the million brick mark and took more than 5,000 hours to build, the whole Egyptian landscape on display weighing three tons.

May 2017

TOP 10 LANDMARKS MADE OF LEGO

BURJ KHALIFA

Number of LEGO bricks used: 439,000

At 17 metres tall, the LEGO model of the Burj Khalifa is a record breaker for a model of a building, living up to the same heights as the real building, which itself is the tallest in the world. The LEGO model took 5,000 hours to build and to reach the top one would have to stack 1,774 LEGO bricks on top of each other. Just like the actual Burj Khalifa, the Dubai Fountain is located right in front of the model where guests can enjoy a water show accompanied by music.

THE RIDE TO

SUCCESS

Writ ten by Dale Benton Produced by Kiron Chavda

D U B A I PA R K S A N D R E S O R T S

May 2017

CONSTRUCTION

In just a few short months, the first integrated theme park and resort in Dubai looks set to define the region’s theme park industry of the future It is a legacy for residents and tourists who will come here again and again,” – Raed Kajoor Al Nuami, CEO of DXB at the official inauguration of Dubai Parks and Resorts, December, 2016. Dubai Parks and Resorts (DPR) officially opened its doors in December 2016. As the largest integrated theme park destination in the Middle East, spanning 30.6 million square feet of land and filled with over 100 rides and attractions, building a legacy is key to the success of the park and to the future landscape of Dubai. “This entire resort was built to drive the vision of his highness Sheikh Mohammed bin Rashid Al Maktoum for Expo 2020, which is to get 20

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D U B A I PA R K S A N D R E S O R T S

million visitors to Dubai. I don’t know how you’d achieve a number like that without something of this size and calibre being built,” says Brian Machamer, Vice President, Theme Park Operations, DPR. The calibre and magnitude of DPR is a true sight to behold, with three theme parks, a water park and a themed hotel integrated into the overall experience as well as over 50 themed retail, dining, and entertainment experiences on offer within the 234,000 square feet “gateway” between each park.

Spared no expense As we walk around each park, Motiongate, Bollywood Parks, Legoland and Legoland Water Park, as well as the Riverland “gateway” it is somewhat overwhelming with a seemingly never ending offering of entertainment, food and activities. With Dubai Parks and Resorts, it really is a case of sparing no expense. Make no mistake, DPR has something quite literally for everyone, all with the goal of serving that ultimate vision for Dubai. “With DPR, you want to influence

May 2017

people’s travel patterns and help create a more well-rounded experience. That is what’s going to take the average three-night stay of a tourist up to seven nights, which is ultimately what the city needs to take the next step and hit 20 million overnight tourists and beyond,” Machamer says. DPR is of course not the only theme park in the region, and Matthew Priddy, CTO of DPR, believes that only together can that goal be achieved. “We look at other venues as complimentary. Together it’s our goal to have a regional destination for tourists, not just something to do when you’re here,” he says. One such venue will be but a stone throw away from DPR. Though there are still new developments to come late this year, including a Lionsgate Hunger Games themed section of Motiongate, DPR has already begun construction on Six Flags Dubai, the first Six Flags branded theme park in the region. With an open date planned for late 2019, the 3.5 million square ft., AED 2.6 billion park will consist of 27 rides and attractions tailored towards the thrill seekers of all ages.

D U B A I PA R K S A N D R E S O R T S

May 2017

“TO DELIVER A PROJECT OF THIS SIZE TO THE QUALITY THAT WE HAVE, WITH THE GREAT FEEDBACK WE’VE BEGUN TO GET FROM VISITORS, IT REALLY FILLS US WITH A GREAT SENSE OF ACHIEVEMENT” Building a vision As we sit down in the Lapita Hotel, the 504 room Polynesian themed hotel located right in the heart of DPR and part of Marriott’s Autograph Collection, we rewind the clocks to 12 months ago, when everything was still under construction and almost a lifetime away from the wonder that stands before us today. Needless to say, to get to where they are today, both Machamer and Priddy have had quite a frenzied year that has not been without its challenges. “It’s been a very busy year to say the least,” says Priddy. “To try and pull off what we’re trying to pull off is such a monumental thing.” This is a feeling shared

by Machamer. “To deliver a project of this size to the quality that we have, with the great feedback we’ve begun to get from visitors, it really fills us with a great sense of achievement,” he adds. Both Machamer and Priddy can call upon rich histories and experience in the theme park industry, with a combined 70+ years that has seen both men working on parks with Universal Studios and Walt Disney. It is this experience that allows Priddy to reflect on the last year and boldly state that there were no surprises along the way. “This is actually my eleventh theme park, and as they say in Texas this is not my first rodeo,” he says.

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Our Cloud based technology powers point-of-sale and customer engagement solutions across the retail, destination and hospitality sectors.

Omnico is an official technology supplier of Dubai Parks & Resorts (DXB Entertainments PJSC) Courtesy of Dubai Parks & Resorts The Green Hornet ride

UNDERSTANDING THE VISITOR Omnico understands what visitors expect from the theme park and resort experience, thanks to the extensive and ongoing Theme Park Barometer research we conduct in the US, UK, China, Japan and Malaysia. This research is designed to help our customers understand where to focus their investments, both now and in the future, and to inform our product roadmap.

FUTURE TECHNOLOGY Our findings clearly show that visitors today want a single, connected and personalised experience, using new and innovative technologies. 65% of respondents said they expect virtual reality experiences and guides to be within theme parks in the next three years. Followed by 41% who expect voice-activated mobile apps and 38% personal digital assistants.

WHY CHOOSE OMNICO DESTINATION SOLUTIONS? At Omnico, we offer solutions for destinations from single theme parks, water parks and heritage sites, to large-scale, single or multi-site resorts. We make the guest experience personalised and seamless throughout their stay, from attractions, hotels, spas, food & beverage and retail outlets, to golf courses and beaches. Omnico works with 7 out of the top 11 global theme parks including Dubai Parks and Resorts (DXB Entertainments PJSC ) where we installed a single integrated Point-Of-Sale (POS) system across all the parksâ&#x20AC;&#x2122; retail and hospitality sites. We are the only vendor that provides a single platform for retail (POS and mPOS), loyalty & promotions, entitlements, ticketing, stock and food & beverage. This ensures a continuous and immersive visitor experience at the point-of-sale and throughout the guests interaction with the brand.

Get more insights from our research at www.omnicogroup.com/insights

CONTACT US To discuss the ways in which Omnico can help you to meet visitor expectations of theme park and resort experiences, please contact us at enquiries@ omnicogroup.com to talk to one of our experienced sales team. www.omnicogroup.com

CONSTRUCTION

Subsequent success DPR may have been officially opened in December, but LEGOLAND was the first part of the parks to be opened in late October, followed by Bollywood in November and Motiongate in December. This staggered opening approach granted DPR a sense of breathing space, as each section of the park is made up of various different vendors and multiple themes. With the gradual opening, this made the management element of each park that little bit easier. “Looking at it we thought, it’s better to open 100 percent of 80 percent, rather than 80 percent of 100 percent,” says Priddy. Through subsequent opening, Priddy and Machamer were able to ensure that the necessary pieces were in place, both technically and on an operational aspect. This created a mentality where they could strive to get everything right on the first attempt, and then follow on that success with the subsequent and ultimately seamless opening of the other areas of the park. There is also a third benefit of this approach, marketing. Subsequent opening results in subsequent marketing “hits”. “Now you can go back into the market and say, we have even more stuff online. It provides us with that multiple marketing hit which of course will bring more footfall,” says Priddy. One such example of this will be the completion of the Lionsgate Zone, a new area of the park within Motiongate as part of the aforementioned Hunger Games franchise. A huge international draw, this will of course attract a new range of tourists, both first time visitors and previous visitors to the park.

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WE STRIVE TO BE INDUSTRY LEADERS WHEN IT COMES TO FUNDAMENTALS SUCH AS GUEST SERVICES AND SAFETY, AS WELL AS INTRODUCING NEW ATTRACTIONS TO DRIVE REPEAT VISITATION

D U B A I PA R K S A N D R E S O R T S

May 2017

CONSTRUCTION

A bumpy ride To look at the exceptional, often breath-taking work that has gone into the park, both on the design side and structurally, it would be foolish to believe that it has been a 100 percent seamless challenge free process. With the park now open and tourists experiencing the numerous parks within the park, this presented Machamer with an opportunity to begin tweaking various different elements to paint a better picture of visitor behaviour and how it can be used to better serve new and existing visitors going forward. And with such a diverse offering, in what is a very young and growing industry in Dubai, these lessons learned at an early stage can and will define said industry for years to come. â&#x20AC;&#x153;Experimenting with the different park operating hours has been a very interesting challenge,â&#x20AC;? says Machamer. For example, the LEGOLAND area is predominantly targeted towards families with young children which often results in families visiting the park earlier in the morning. Much like the subsequent opening of the park itself, Machamer used this knowledge to test the impact of opening LEGOLAND first, followed by Motiongate and then Bollywood an hour later, providing those families with just the right amount of time before wanting to move on. There is an added bonus to this experimentation. The staggered opening hours presents a great opportunity for the retailers and vendors situated in Riverland to tailor their services to capitalise on this flow of people.

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CONSTRUCTION

The doors are open, the heat is on Walking around such a huge park in the middle of the Dubai desert, the searing heat is something that you are all too aware of. During the winter monthâ&#x20AC;&#x2122;s this does not present such a problem, but as we approach the summer season, with average temperatures of around 41 degrees C, the staggered opening hours will be something that will only continue to be experimented with further.

Much like the benefits of subsequent opening of the overall park, this will allow Machamer to get things right. With the summer heat intensifying, DPR has the DreamWorks Zone. This enormous indoor facility, which can fit five A380 aeroplanes inside the entire building from wing to wing, is home to major DreamWorks IPâ&#x20AC;&#x2122;s including Shrek, Kung Fu Panda and Madagascar, and How To Train Your Dragon.

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D U B A I PA R K S A N D R E S O R T S

“It has 12 separate attractions within the building alone, it’s a theme park within a theme park and we definitely want to use that to our advantage in the summer months,” says Machamer. With the park fully operational and visitors experiencing what there is to offer, this is a key shift in the paradigm of designing, constructing and preparing to operate a theme park of this magnitude. “When you open a theme park it takes a few months to really burn in the right systems, attractions and let the operators and the maintenance teams to get comfortable in their roles,” says Priddy. “You can practice all you want but it’s not the same in practice where its polite, it’s predictable. The real experience comes with real guests, experiencing different nationalities, different cultures.” But before any of this can be put into practice, both Brian and Matthew had to ensure they had the right team, from the people in the offices working alongside them to the people out in the field, facing

May 2017

CONSTRUCTION

“YOU CAN PRACTICE ALL YOU WANT BUT IT’S NOT THE SAME IN PRACTICE WHERE ITS POLITE, IT’S PREDICTABLE. THE REAL EXPERIENCE COMES WITH REAL GUESTS, EXPERIENCING DIFFERENT NATIONALITIES, DIFFERENT CULTURES” w w w. d u b a i p a r k s a n d re s o r t s . c o m

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CONSTRUCTION

DUBAI PARKS AND RESORTS IS DIRECTLY EMPLOYING OVER 4,000 PERSONNEL

customers and contributing to the overall experience of the park. “Theme parks are new to Dubai and one of the biggest challenges, and ultimately successes, was recruiting the management teams and frontline staff,” says Machamer. With integrated parks, how will the team deal with the management of the many different parts? The answer, is through a double matrix system of management. “We have technical specialists and we have project teams. The vertically of these specialists and the horizontality of the project teams pass through one another and it is that intersection that is used as an information and support point,” says Priddy. This is where Priddy is, in his own words, still out in the field “kicking ass”. Priddy’s role sees him digging out any problems and issues that he can locate in the park, pinning these problems down and working in that system to identify what solution is needed and assisting in the enrolling of that solution.

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Satisfaction guaranteed With the park now open and months of training, scrutinising every detail of operations, the success of the park will ultimately always be defined by the voice of the most important element – the visitors. Machamer beams at the very mention of feedback, as the park is [at the time of writing] already seeing guest satisfaction scores sitting high in the 80 percent range. Achieving such a high rate is no small feat when factoring in the new industry, the new culture of theme parks in Dubai as well as pulling together around 4,000 employees with varying degrees of experience at this level. “It’s extremely important to have the right technical services team in place to ensure ride operational uptime is as high as possible,” says Machamer. The staff represent the physical embodiment of what the park and both Brian and Matthew want to be seen as, and both men cannot speak highly enough of the work that the operations team do to serve the public.

May 2017

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CONSTRUCTION

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CONSTRUCTION

DPR IS BUILT ON 30.6 MILLION SQUARE FEET OF LAND AND FEATURES OVER 100 RIDES AND ATTRACTIONS

The end is only the beginning Standing in the centre of Riverland with each park almost acting as three of the four pillars of the earth, it is easy to fall into the trap of thinking now the park is running the work must be over? This is what Priddy means when says he’s still out there kicking ass. There are still a number of attractions that will be opened in due course inside DreamWorks, the Lionsgate Hunger Games section and of course major construction on Six Flags. Coupled with the day to day operations of running a theme park, the finish line, if there is one, is by far nowhere in sight just yet. “One of the most horrible feelings I’ve ever had was waking up the next day from opening and it suddenly all feeling over,” says Priddy. With the rush and the non-stop work to get to the point of opening, the day it arrived almost crept up on the team and that presents the next challenge; getting back into the swing of things. “It’s about keeping people motivated, ensuring they have the right resources that they need to get back to it, Priddy continues. “My role in this is about saying; I’m here if you need me, I’ll remove any roadblocks in the way of success. When you’re successful, we are all successful.”

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CONSTRUCTION

Technology, data and DPR Despite its size and scope, DPR is very much in its infancy. Machamer has already seized the opportunity to experiment with opening times and entertainment offerings, but the key is how the company can store and ultimately utilise the data captured through this process. DPR employs Radio Frequency Identification (RFID) wristbands, mobile devices, smart kiosks and digital signage through a complete omnichannel customer interaction solution. This allows the team to collect the all-important data. A simple scan of the wristband captures the time, location and duration a visitor will spend at any given park. Machamer also utilises an e-wallet system in which visitors can store up value on their tickets to use in shops and restaurants throughout the park as well as presenting DPR the opportunity to introduce offers and promotions. When you think of a theme park anywhere in the world, fun and (in most cases) embarrassing photos taken while on a rollercoaster or ride is

THE DREAMWORKS ZONE IS SO BIG THAT IT CAN FIT FIVE A380 AEROPLANES INSIDE WING TO WING AND IS 22M HIGH AT ITS TALLEST POINT ONCE INSIDE an image synonymous with the theme park experience. DPR’s image capture partner, Picsolve, is integrating its DigiPass technology with the Dubai Parks and Resorts ticketing system provided by VGS (snAPP). Visitors can have all photos taken of them loaded onto their ticket and be readily available at any shop within the resort. “You can put all the pieces of the puzzle together and generate a complete picture of any one visit,” says Machamer. When it comes to data, is there any possibility of ‘too much’? “Sometimes yes, but at this stage it’s better to have more,” Machamer answers. “We have no history and a lot of assumptions have been made. Every day is a new day, so once we get that data only then we can start making educated decisions and be certain about our assumptions.”

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Five parks, Six Flags Looking to the future, Machamer will continue to monitor and develop DPR while also working to complete construction of Six Flags for that 2019 opening date. “We want to make sure the rollercoasters have steeper drops, taller loops and are faster,” says Machamer.

May 2017

Both Machamer and Priddy are approaching Six Flags with the key lessons learned from the construction of DPR, with the assumption that this particular park should be a much more seamless operation. “We have a more experienced team, guys who have been working together for a number of years,” says Priddy. With the change in emphasis

CONSTRUCTION

“THEME PARKS ARE NEW TO DUBAI AND ONE OF THE CHALLENGES, AND ULTIMATELY SUCCESSES, WAS RECRUITING THE MANAGEMENT TEAMS AND FRONTLINE STAFF”

geared towards thrill seekers, this means that DPR will be implementing rides and machinery that are pre-engineered operating systems and not prototypes, much like those within DPR. By the time Six Flags officially opens, DPR will be a much more mature operation and Machamer sees this as a key opportunity to

achieve his specific goal for the company to be industry leaders. “We strive to be industry leaders when it comes to fundamentals such as guest services and safety, as well as introducing new attractions to drive repeat visitation,” he says. “By the time Expo2020 Dubai comes around, we will be firing on all cylinders.”

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Dealing with DIVERSIFICATION Written by Lisa Higgins Produced by Craig Daniels

AL GHURAIR

How has Al Ghurair transformed its IT setup into an organization able to serve a diverse array of business interests operating in many different industries?

S U P P LY C H A I N

Mohamed Said Group CIO

ransforming the Information Technology in one of the largest diversified conglomerates in the Middle East, Al Ghurair, from a service provider to a business enabler has been a mammoth undertaking. In the last 15 months the familyowned group, which was founded in 1960, has restructured its IT department, moving it from a fully centralized function to a federated organization with a major Enterprise Resource Planning (ERP) program across all the business units that make up the hugely successful group. Business Review Middle East speaks to Mohamed Said, Group Chief Information Officer, who led the technological evolution to find out just how such a feat was achieved. From the outset Mr Said looks to be the right person for the job. Having started his career in programming, Mr Said, 45, advanced into software and application development until he reached his role at Al Ghurair. Prior to joining the group, he had extensive experience both regionally

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May 2017

Suite of offerings to help transform your business

S U P P LY C H A I N

and globally where he led large digital on a large digitization initiative, transformation programs for major implemented huge ERP program and retailers in the US and GCC. At Al created a supporting infrastructure Ghurair he embarked on an ambitious providing value for the businesses. digital strategy to turn the existing IT Beside the Administrative functions department into a business partner. provided by the ERP system which “The most challenging part of includes Finance, HR, and the transformation journey Procurement, the solution was dealing with the extends to cover the diversification of Al Operational activities Ghurair,” he says. for different “We are a industries such conglomerate as Manufacturing, Years Al Ghurair with many Projects, has been operating different industries; and Property Foods, Resources, Management ” Properties, Construction, Energy and many more. For Differentiating capabilities a large and diversified group To deliver the new digital landscape like that, it’s a challenge for for Al Ghurair, Mr Said divided the an IT department to find the right strategy into three different phases. balance between synergy and “The first phase involved creating responsiveness and to be able to differentiating capabilities within speak the business language of the IT department. My immediate all these different businesses.” task was to create a strong linkage “The first task in the transformation between the IT organization and was to revamp our systems, the businesses. We moved from specifically ERP, which had little a centralized organization to a standardization. We embarked federated organization, where we

50+

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“When you’re making IT organizational changes you need to drive collaboration and ensure the businesses are aligned on the strategy. We also hired the right people, despite encountering challenges in finding appropriate caliber across every role.” – MOHAMED SAID GROUP CIO 72

May 2017

focused more on responsiveness to the business demand by having technology experts with relevant industry expertise supporting the businesses. We have also built a PMO (Project Management Office) within the IT department to ensure we deliver upon our vision and strategic objectives. “The second phase was about implementing the ERP project, Disaster Recovery program, and building technology road maps for each business. The third phase is still ongoing, building on what we have done already and embracing various technological trends, from Cloud Computing to Robotic Process Automation and the Internet of Things to execute on the technology road maps” Mr Said has also facilitated the introduction of paperless meetings via a leading collaboration solution on Apple’s iPad that transforms directors’ and executives devices into highly secure digital board and committees meeting packs that can be accessed online or offline from any location. While these achievements are no

S U P P LY C H A I N

doubt numerous, they did not arrive without challenges. “When you’re making IT organizational changes you need to drive collaboration and ensure the businesses are aligned on the strategy. We also hired the right people, despite encountering challenges in finding appropriate caliber across every role.” Indeed, Mr Said’s understandably high expectations of new hires added an extra element to the recruitment test. “Finding talent, generally speaking, is a challenge for any CIO,” he continues, “but to add to this, I wanted people capable of understanding the businesses and their needs. They report directly to the business, and thus, have the advantage of directly demonstrating how the IT strategy works. It took time but now we are in a very good position and are executing the strategy as we speak.” Change management Establishing a change

management framework to lead the ERP program ensured there was a readiness from the businesses to adopt the introduced changes to processes and systems. “We worked with the businesses to ensure that every IT project had a sponsor from the business. A change management plan was put in place when it came to the training, communication, and reassessment of roles and responsibilities,” Mr Said explains. “For example, one of the major challenges in ERP implementation was to find the right balance between what each business needs to be customized and the base product

AL Ghurair Resources ship for transporting grains

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Number of countries that Al Ghurair works in

package. Many companies fall into this pitfall and end up with highly customized ERP systems, which may not contribute to the bottom line of the business. Mr Said collaborated with the executive leadership team, who welcomed the technology road map. “We looked at the solutions, if customization was a business need with a tangible impact, we accommodated it, but if it was not, then we worked together to identify the best solutions.”

May 2017

Another important element related to Change Management was Benefit Realization. “Our governance model includes what we call “Rear View Mirror” where we analyze the utilization of the new systems. This helps us answer the question: “Did we realize the benefit of what we implemented?” “As an example, we realized that a percentage of users were not logging onto one of the systems,” Mr Said says. “We are now going back to assess the reason. Are these users

S U P P LY C H A I N

following a manual process, do they get their data from outside the system? Answering these questions helps us in adopting the system to continually improve it and realize the full benefits for the businesses.” Vendor Partnership Mr Said continues: “The partnerships with our vendors have worked extremely well so far, and we look forward to working with them again in the future on other transformational initiatives.”

As for the next three to five years, the Group CIO is keen to focus on exploring differentiating opportunities and leveraging technology and trends related to mobility, cloud, robotic process automation and big data. “We want IT to become a capable organization and to play a proactive role in providing differentiating capabilities for the business,” he concludes.

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Caring for generations WRITTEN BY NELL WALKER PRODUCED BY STUART SHIRRA

Dr. Alexander Varghese, Hospital Director of New Mowasat Hospital, describes the ways in which the company has maintained a reputation as one of the best in the nation

household name in Kuwait, the New Mowasat Hospital in Salmiya has been offering premium medical services to patients for over 50 years. Established in 1965, the facility is 27,000 square meters in size with 100 beds. The hospital is plush and luxurious, with top-of-the-range equipment to serve all types of patient except for those requiring cardiologyrelated treatment (although this is set to change). Mowasat Healthcare Company, owner of the hospital, is a publically-traded company on the Kuwait Stock Exchange. The hospital considers itself a champion in caring for the community, committing itself to providing highquality care, the highest possible levels of comfort for patients, and

May 2017

the maintenance of the incredibly high standards the company is known for. Its core values promote a positive working environment, which benefits both staff and patients. New Mowasat Hospital’s employees are considered the most valuable resource of the business, as the link between the brand and the client, and all of the hospital’s great achievements are made due to their talent and dedication. New Mowasat Hospital’s values system is known as C.A.R.E. – Care & Compassion, Accountability, Respect, and Excellence & Ethics. Compassion is about understanding the needs of others and caring accordingly; Accountability refers to staff taking personal responsibility for their own actions and provided services, and

H E A LT H C A R E

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prioritizing patient wellness above all else; Respect is about giving colleagues and patients the dignity they deserve the require, and ensuring that they feel valued; and Excellence and Ethics includes details about job dedication, the best possible customer service, and accomplishing goals with a positive attitude. The Board, CEO, Hospital Management Committee are equally involved in ensuring that we stand by our Vision, Mission and Values at

May 2017

New Mowasat Hospital. One of the men behind the implementation of this system of values is Hospital Director Dr. Alexander Varghese, a dentist by profession, completed his Masters in Hospital Services Management at Apollo Hospitals, Chennai, India in association with Charles Sturt University in New South Wales and delved into managerial roles upon graduating. Dr Varghese is new to New Mowasat Hospital, but is well aware of the importance of this particular facility

H E A LT H C A R E

to Kuwait and its citizens. Its motto is ‘Caring for Generations’, and Dr Varghese confirms that the hospital is extremely family-orientated. “It’s a family-owned business, which is publically listed and started by the grandfather 50 years ago,” he explains. “After 25 years it really blossomed into a 100 bed hospital. Members of the family who own the business were born in this hospital. Our Medical Director has been here 35 years, and various royal family have been born here because we were the first private hospital in Kuwait. Because of that we’ve leveraged a lot of good will and a good name for ourselves. The words ‘Mowasat’ and ‘hospital’ are synonymous with one another here. There are other private hospitals now but we have the reputation. I guess we have strong family values, with four or five generations of patients coming to us.” As if its word-of-mouth reputation wasn’t enough, New Mowasat Hospital is bolstered officially by various accreditations. These are internationally recognised evaluations of service, clinical excellence and

Mr. Abdullah Al Wazzan CEO

Dr. Alexander Varghese BDS, MHSM, FACHE

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quality which act as guarantees of excellence, assuring customers and prospective employees alike of the hospitalâ&#x20AC;&#x2122;s superiority. Measuring clinical outcomes and therapies and treatments is a tough job and goes on in the background of good ethical organizations and New Mowasat stands testimony to the that Clinical Excellence and Ethics. New Mowasat Hospital has thrice been surveyed and recommended by the Joint Commission International Accreditation, in 2010, 2014 and most recently in 2017, for the latter year achieving 100 percent compliance in all standards related to Quality Improvement & Patient Safety Governance & Leadership and Patient Education, and 97 percent in all other standards of best practice. In 2008 the hospital received accreditation from Accreditation Canada International, and in 2011 and 2014 from the updated Accreditation Canada Qmentum International, rated Platinum and Diamond respectively. Diamond is the highest possible level of accreditation by this particular survey team, proving New Mowasat Hospitalâ&#x20AC;&#x2122;s dedication

May 2017

H E A LT H C A R E

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H E A LT H C A R E

to continuous improvement, clinical best practice in their country – that excellence and patient care. doesn’t work. It makes sense to us “We’ve had accreditation bodies here for everybody to work in a Kuwaiti coming in for nine years, and the way, and establishes a solid working surveys are done to prove that our environment.” That benchmarks protocols and practices are on par itself to the best in the world with the best hospitals in the world. This even extends to local-specific Kuwait is a dynamic and rich country medical specialties. One particular and because of the size we don’t focus at New Mowasat Hospital is have many of these institutions, but IVF treatment, for which it hires some elsewhere in the Middle of the best professionals in East and the rest of the the world.“In the Middle world, accreditation is East like everywhere important and holds else not having kids a lot of value in the is considered a big eyes of the public issue,” Dr Varghese and the regulators. explains. “People NUMBER OF Our standards are who can’t have EMPLOYEES AT NEW MOWASAT important to us.” kids don’t want to HOSPITAL Being here makes go public about it, so a lot of financial sense, they come for discreet IVF so we’ve ended up with a multitreatment. It’s a taboo subject that cultural society due to staff and people don’t like to talk about, but patient population from across the we’ve had the systems in place to globe and at the hospital we have do this for about 17 years. We have around 22 nationalities, most of which very well qualified doctors; it’s very are Middle Eastern or Asian. But delicate, specialist work and it has to that means we have to standardize be perfect. It’s not like having a cold things; you can’t just let people do or a fever – it takes a lot more time what they think is right because it’s and it’s easier to go wrong. We’ve

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got a very strong team of IVF doctors who have been with us for a decade. We have high success rates, particularly for patients between 30 and 40 years old when they are at peak health.” And our success rates are the best in the region. While New Mowasat Hospital has had its limitations – such as the lack of interventional cardiology & cardiac surgery treatments – it is looking to include these in its roster of services in the near future. It plans to implement these along with a focus on nephrology, neurology, intensive acre and others in the next two-to-three years, and most of all, maintain its status as the number one Kuwaiti private healthcare provider. Its four key pillars are: Patient Care, Safety & Continuous Improvement; People Development; Financial Performance & Growth; and Appropriate use of technology. Dr Varghese concludes: “There is room for further expansion, and we are working hard to fully stabilize and reinvent our current position and race towards the future. The Kuwait market doesn’t grow like other parts of the world, because there isn’t a big populace going in and out. You’ve got to maintain what you have and make smart investments.”

May 2017

H E A LT H C A R E

â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve had accreditation bodies coming in for nine years, and the surveys are done to prove that our protocols, practices and outcomes are on par with the best hospitals in the worldâ&#x20AC;?

Emirates NBD

First-class banking in the UAE Written by Catherine Rowell Produced by Heykel Ouni

Senior Vice President of Procurement and Realty Services Abdullatif Albastaki discusses how the move towards digitisation has impacted financial services in the UAE

ince its formation in 2007, Emirates National Bank of Dubai (NBD) has been going from strength to strength, with operations in nine countries across the world including the UAE, Egypt, the Kingdom of Saudi Arabia (KSA), United Kingdom, Singapore and other countries such as India which will start operation in Q4 2017. With the potential to grow and deliver value to shareholders, customers and employees, the bank is staffed by over 10,000 employees representing 70 nationalities,

May 2017

cementing its position within the UAE with the potential to expand into further markets. With the aim to grow the business and its operations in alignment with Dubaiâ&#x20AC;&#x2122;s Smart City vision, Emirates NBD is continually reassessing its procurement and supply chain strategies, remaining innovative with the creation of new products and services, with over 200 branches in the UAE and worldwide. With a multitude of roles under his umbrella, Senior Vice President of Procurement and Realty Services Abdullatif Albastaki is responsible for the group procurement for the entirety of Emirates NBD, including Emirates Islamic Banks and the companyâ&#x20AC;&#x2122;s international branches. In addition, Albastaki is behind the delivery of the bankâ&#x20AC;&#x2122;s supply and management in all regions, physical security, travel and transportation, alongside projects and engineering. Furthermore, his remit includes the fit outs for the bank and facilities management for both owned and lease branches. However, with regards to residential buildings, Albastaki confirms that this service

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is outsourced to specific companies, with contracts monitored closely. “We provide all the support, strategic services and project management skills to ensure products that are required for businesses run smoothly and for products to reach the market on time, according to schedule,” explains Albastaki. “Last year was the best collaborative year between procurement and all the other businesses.”

“We provide all the support, strategic services and project management skills to ensure products required for businesses run smoothly and for products to reach the market on time”

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Procurement power With one of the biggest brand names in the region’s banking industry, Emirates NBD has significant buying power and presence within the UAE. To this effect, the bank continually focuses on providing an advantageous space for employees and customers through leasing management, fit outs and design. Albastaki sits on multiple steering committees, which incorporates the visibility and budget of new branches, alongside ones which need refurbishing and remodeling. All of this is allocated before the end of the year, with the aim to provide focus for the year ahead. It also ensures that all buildings under Emirates NBD are designed in alignment with the rules and regulations of the country, and that they are designed smartly to ensure collaboration with multiple teams. Albastaki comments: “Through negotiation and research, we find the best spaces, working with consultants and contractors to provide this in the best way possible, but at the same time, providing the best value for money,

alongside the use of ISO certified and environment friendly materials.” With approximately AED 3 billion invested in purchasing operations, Emirates NBD utilises procurement software Zycus to successfully undertake strategic sourcing, at which Albastaki is behind every purchase. Both requirements and budgeting is finalised at executive level, which is then cascaded down and allocated, enabling all teams to understand their forecast, build the required resources and allocate them accordingly in alignment with the number of projects planned. “We collaborate and sit together to plan all of the projects realistically, so we are able to hand it over due to the required time,” comments Albastaki. This has enabled the bank to achieve no delays in any given project, with products and services delivered on time and on schedule. Albastaki continues: “This highlights that we have strong teams in both Procurement and Realty Services in addition to the outstanding suppliers and service providers that led us to build strong stakeholders trust.”

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Quick to market The bank’s IT procurement team works closely with the group’s IT services to ensure first mover advantage with new products and ideas, with a strong focus on customer feedback and requirements. “From a strategic point of view, we are using a strong brand name which allows us to be the first in the market most of the time”, explains Albastaki. With a continual focus on sourcing technologies, Emirates NBD ensures these are consistently up to date, up to speed and open in the market, providing a stream of procurement earlier than everyone else, or alongside everybody else. Albastaki adds: “It’s really essential for us

to be advanced with technology in our procurement and supply chain and of course, from the supplier perspective, we look at all these points as well.” The bank has announced that it aims to invest AED 500 million over the next five years towards digital innovation and multichannel transformation of processes, products and services. Listening to customers’ feedback and providing consistent innovative solutions has enabled Emirates NBD to win a multitude of awards, such as Bank of the Year, Best Customer Experience in Banking and Best Mobile Banking app. It has also become the first bank in the UAE and the Middle East to win in three

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categories at the Euromoney Awards for Excellence in 2016. Albastaki adds: “All of these are of course useful leverages, which we can use in negotiations with suppliers.” The bank utilises approximately 2,000 suppliers - a mix of both national and international - enabling it to cement its status as leaders in the market, manage all sourcing elements to a high standard and remain ahead of the game. Albastaki explains, “the number of suppliers goes up and down, because some smaller suppliers we sometimes bring in for one time only”. However, he adds: “We have

approximately 100 or more strategic suppliers”, which is continually fluctuating. From a spend perspective, Albastaki confirms that there can be up to 200 suppliers that the bank can consider. Nonetheless, the growth of Emirates NBD has not been without its challenges. One common issue is governance, both in Dubai and countries where the bank imports from, whilst logistics, lead time and benchmarking services are also regular challenges. Albastaki explains: “We are on boards with leaders and consultants which give us insight on

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“Being a brand name, we are strong and can mutually come to a common ground with suppliers and service providers to finalise our contracts”

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what prices are around the world, and we try to benchmark them on current market conditions as well.” Emirates NBD also encounters internal challenges with regards to contracting, insurance and risk, at which Albastaki explains, “some governing bodies we have internally would want to see a minimum requirement which might not fit the suppliers’ appetite”. However, he concludes: “Luckily, being a brand name, we are strong ourselves and can mutually come to a common ground and finalise our contracts.”

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Abdullatif Albastaki Senior Vice President Group Procurement & Realty Services

â&#x20AC;&#x153;We need to be digital, secure, and influence our customers to use and explore the digital worldâ&#x20AC;?

E M I R AT E S N B D

Millennial influence Technological innovation is imperative for Emirates NBD to retain and attract further customers, remain competitive and bring requirements and products to the market effectively, ensuring positive, continual customer engagement. IT has become the biggest spend at Emirates NBD, where over 87 percent of the bank’s customer transactions are now undertaken through digital channels. For this year, the bank will be focusing on the millennial generation and its influence within banking and digitisation. “We have noticed that the new generation want everything at their fingertips. People do all their payments online, transfers online, sort their credit card payments online, so the need to carry cash is becoming less, year on year,” explains Albastaki. “To allow this, we need to be digital, secure, and influence our customers to use and explore the digital world.” The bank’s aim to be proactive with customers and solve problems before they occur through providing solutions before customers ask for

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them is something Emirates NBD is striving to achieve. Use of online and mobile apps and products, creating a seamless and convenient financial service, will allow it to do just that. With the vision to be globally recognised as a financial services provider, delivering tailored, innovative banking solutions, Emirates NBD will continue to listen to customers and drive key products to the market, whilst ensuring all new services encompass accessibility and remain user friendly through embedding smart technologies, strategic sourcing and essential procurement services. In 2016, the bank achieved all targets, despite a slowing in the market, and achieved steady growth, cementing its position within the UAE and opening up the future for expansion into new markets in years to come.

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G N I T R O P G P N I SUILD LEARN AY L P H G U O THR

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LANDMARK LEISURE GROUP ENCOURAGES CHILDREN TO LEARN THROUGH PLAY, WITH A FOCUS ON CHILD GROWTH AND DEVELOPMENT.

ith a positive growth rate, the Middle East is placing an increased focus on developing a number of key markets to attract increased investment, boost tourism and promote economic growth. Developments consist of a number of communal and leisure spaces, retail facilities, restaurants and parks, but there are also a number of key areas within the communal and leisure space which are slowly rising and increasing competition within the Middle East. Launched back in 1999, Landmark Leisure Group has become a brand which now dominates the leisure and entertainment market for young children, providing exciting, educational spaces for children to develop key skills, socialise and thrive. Part of the multinational conglomerate Landmark Group, Landmark Leisure has locations across the GCC and India, with over a thousand employees

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and over 40 different nationalities, creating an environment which is multicultural and diverse. BOLDER BRANDS Providing children with beneficial learning and entertaining spaces is Chief Operating Officer Silvio Liedtke. Amongst the Group’s expansion plans, Liedtke is also behind the development and subsequent launch of two further brands later on this year. “These brands will focus on youth and adults, completing the Group’s portfolio for entertaining for any age and for any desire,” he adds enthusiastically. Home to four main brands, Fun City, Fun Ville, Fun Block and Fun Works, Liedtke explains that the Group’s centres are part of the communities in which they are situated, and have become a staple for both children and their parents to socialise and enjoy, with many customers visiting

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entertainment centre, present in over 65 locations across the Middle East and India and caters to children from ages 1 to 12 years. The company also received numerous accolades and awards under Silvio’s guidance such as Great Place to Work 2014 - Superbrands: UAE’s Choice 2014 - Middle East & North Africa Council of Shopping Centres: Marketing Excellence. Prior to Fun City, Silvio worked as Head of the FEC business for the MAF group for 3 years. In his role, he was responsible for managing all aspects of the Magic Planet FEC operations and delivery across the entire MAF portfolio.

SILVIO LIEDTKE - CEO Silvio Liedtke is the Chief Operating Officer at Landmark Leisure since 2010. In these six years Silvio has transformed the leisure division into one of the fastest growing businesses within Landmark Hospitality. Under his guidance and vision, the company offers to its guests a wide range of entertainment and play centric opportunities at Fun City, Fun Ville, Fun Works, Candelite and POParazzi’s Gourmet Popcorn. In the last few years, Silvio worked very hard in re-positioning its flagship brand Fun City to become the company’s flagship brand and the market leader in indoor leisure business. Fun City is a well-respected, extremely well operated

Before relocating to the Middle East in 2007, Silvio was Managing Director of the Butlins Holiday Resort in Bognor Regis in UK - a multifacetted holiday resort with over 5000 units of accommodation, 3 hotels, an indoor water park, an outdoor theme park, several entertainment venues, over 25 restaurants, a small shopping mall, outdoor sports activities etc. His first foray in to the Leisure business was at the world famous Legoland Windsor in UK. Having originally joined during the opening period of this attraction, Silvio ended up being the Managing Director of this Theme Park, which at the time attracted 1.8 million visitors annually before deciding to move to Butlins, also in the UK. With his background of working for strong brands in the entertainment and leisure industry, Silvio is strongly equipped to help Landmark Leisure implement its long-term strategy. When he is not working, Silvio is seen spending quality time with his wife and two kids, preferably in Fun City, working out in a Gym or playing squash and golf. w w w w. l a n d m a r k l e i s u re . a e

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twice a week. To this effect, Liedtke “This really drives our ambition.” has been behind the launch of new All brands under the Group provide confectionary brand POParazzi’s – a indispensable and exciting learning gourmet popcorn brand with variety platforms and create customer and of sweet and savoury popcorn with child engagement. Fun Block has locations across the UAE and Qatar. therefore built on this concept and One of the largest playful learning has become an extension of Fun and entertainment spaces in the City’s facilities, with entertainment Middle East, Fun City has been facilities, such as a 600 square metre developed for trampoline park, climbing children up to 12 wall and a play zone. years. The brand ‘Fun Works’, however, has become such has since become one a hit, the Group of the largest Group has expanded to ventures, spanning the UAE, Kuwait 6,000 square metres Number of employees Qatar, Bahrain, over two floors at at Landmark Leisure Saudi Arabia, Yas Mall in Abu Oman and India. Dhabi. “Any market All centres under Fun we operate in we City encourage and support want to be the largest and child development through a number the best operator,” Liedtke says. of activities, such as the Play Zone, enabling children to socialise and EXPANSION PLANS develop key skills within an engaging The Group’s aggressive growth environment. “We’re focusing on plan encompasses expanding the quality in the entertainment space number of centres they currently and want to be the operator of own in India, but also to develop their choice in the countries in which existing spaces over the next five we are situated,” adds Liedtke. years. However, Liedtke explains that

1,000

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“WE’RE FOCUSING ON QUALITY IN THE ENTERTAINMENT SPACE AND WANT TO BE THE OPERATOR OF CHOICE IN THE COUNTRIES IN WHICH WE ARE SITUATED” such ambitions would not have even been possible without the support of shareholders and landlords who underpin the viability of the Group, and also the relevancy of its products and services. He adds succinctly: “With the time and the vision to create the right spaces to operate in, only then can you succeed.” In addition, Liedtke is aware that the Group is facing increasing competition from a number of competitors, and is consistently developing new ways to remain one of the biggest names in the leisure business, stating: “how do we stay relevant to customers? How do we ensure that they will come back?” To ensure the Group caters to increased customer needs, it produces customer surveys to drive interaction and improvement

of services, machinery and products to ensure delivery is second to none, in addition to utilising a centralised system to operate a number of successful communication channels. Despite these ongoing challenges, maintaining the Group’s position, whilst providing environments which support essential learning through brands which are sustainable and create everlasting smiles, is something Liedtke continually strives to implement. “Only when we have achieved that then we remain relevant and continue to be one of the biggest leisure operators within this space,” he adds. It is clear that Landmark Leisure’s long-term vision will provide a more dynamic and positive marketplace, drive positive customer experiences and deliver long-term benefits to the regions in which it grows. “It also comes down to the culture, the vision you create and the responsibility which comes with it,” Liedtke concludes.

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