Business Review Middle East - November 2017

November 2017

www.businessreviewmiddleeast.com

Zero client services in the

Middle East

EATON’S SUSTAINABLE SOLUTIONS TO POWER DEMAND EXCLUSIVE

TOP 10 MOST VALUABLE MIDDLE EASTERN BRANDS

FOREWORD HELLO AND WELCOME to the November edition of Business Review Middle East.

Our cover feature this month looks at the challenges involved in population surges throughout the Gulf Co-operation Council, and whether sustainable solutions can be found to meet an increased demand for power. Frank Ackland, Managing Director for the Middle East of power multinational Eaton, discusses this exclusively in Business Review Middle East.

Cyber security is also a challenge for the region, and Toshiba’s Maki Yamashita explains how it can adopt a more efficient, faster and safer way of working.

Our features also look at technology – Envac works to support the development of smart cities through embedding exceptional technologies, whilst Al Nabil’s efficiency is largely driven by the company’s appreciation of technological ingenuity.

We have several other exclusive company insights this month, as well as our list of top 10 most valuable Middle Eastern brands.

Enjoy the issue!

www.businessreviewmiddleeast.com www.bizclikmedia.com

3

F E AT U R E S

HIGH ENERGY

– SUSTAINABLE SOLUTIONS TO POWER DEMAND

16

Zero client services in the

Middle East

08

Top 10

most valuable Middle Eastern brands

26

ENERGISING THE INDUSTRY 6 - 8 MARCH 2018 I WORLD TRADE CENTRE, DUBAI, UAE

The region’s leading international trade event for the power industry

8

POWER GENERATION

SOLAR

TRANSMISSION & DISTRIBUTION

ENERGY STORAGE & MANAGEMENT

LIGHTING

ENQUIRE NOW FOR EXHIBITING OPTIONS

www.middleeastelectricity.com

sales@middleeastelectricity.com

LEADING MACHINE-TOOL SUPPLIER WORLDWIDE IN OIL&GAS DANOBAT focus on providing the most suitable solution for your API, GOST and PREMIUM thread requirements fo medium and high production applications, addapting automation level and machines layout to your particular needs.

DANOBAT

Arriaga kalea, 21 E-20870 ELGOIBAR (Gipuzkoa) Spain

Tel.: + 34 943 74 80 44 danobat@danobat.com www.danobatgroup.com

C O M PA N Y PROFILES

34 Al Nabil RETAIL

42

Al Futtaim RETAIL

54

GLEE Hospitality Solutions LLC RETAIL

76

Linde Group HEALTHCARE

62 Envac ENERGY

INTERVIEW

HIGH ENERGY

– SUSTAINABLE SOLUTIONS TO POWER DEMAND Frank Ackland, Managing Director for the Middle East of power multinational Eaton, discusses the challenges involved in population surges throughout the Gulf Cooperation Council, and whether sustainable solutions can be found to meet an increased demand for power…

Writ ten by STUART HODGE

INTERVIEW THE SURGE IN both population sizes and GDP in countries throughout the Gulf Co-operation Council (GCC) is set to put huge demands on the power infrastructure of the region.

According to the International Renewable Energy Agency (IRENA), GCC electricity consumption is expected to reach 856TWh by 2020, requiring 100GW of additional power to be brought online over the course of the next decade or so.

The dramatic increase in power consumption already seen has been well met up to this point, partly down to the fact that GCC countries have collaborated in developing a joint Gulf power grid. This was done with a mind towards improving the region’s electricity network and aiding power infrastructure development. Frank Ackland, Managing Director (Middle East) for power management multinational Eaton, admits he’s been impressed.

“The local utilities here have done a really good job of keeping pace with demand, so you don’t get blackouts and those type of things here. The grid is relatively stable, but they need to invest on a yearly basis just to keep pace with growth.

10

November 2017

The GCC is still heavily reliant on oil as a source of revenue “So far they haven’t had a major problem. In the GCC, the utility companies are professional. I’ve been dealing with them for 20 years and they understand the need to bring on new generation to feed that growth.

“If we look in Dubai, for example, the network is very stable and very rarely do you have an incident.

“What they’re now working on is how to make it more diverse, so there are nuclear power plants going up in Abu Dhabi and we’ve got Dubai’s

huge investment in solar energy that is bringing down dependency on fossil fuels, which is good.”

Indeed, that now appears to be the main challenge for the region: to continue investing more in renewable sources of energy without compromising the stability of the power infrastructure.

Figures in the ‘GCC Power Overview 2016’ estimate that GCC countries could save up to 3bn barrels of oil, which translates to around $200bn

“WE INVEST ALMOST US$3BN IN R&D EVERY YEAR, AND WE’VE GOT RESEARCH AND INNOVATION CENTERS AROUND THE WORLD” – Frank Ackland, Managing Director (Middle East), Eaton 11

INTERVIEW

“I’M REALLY EXCITED ABOUT THE IMPACT THAT THIS TECHNOLOGY CAN MAKE ON AREAS OF THE WORLD WHERE THEY’RE NOT ABLE TO HAVE DIRECT ACCESS TO POWER” – Frank Ackland, Managing Director (Middle East), Eaton (US), if 2030 renewable energy targets are reached. However, Ackland is certain that trying to do so will bring its own challenges.

“One of the issues with renewables, of course, is that it’s not sunny all the time. It is more often than not in this part of the world, but there’s always a question of availability,” he says.

“If you’ve got a diverse feed portfolio, for example solar, wind and oil, then trying to keep that balance right is really, really important.

12

November 2017

“This is something that we’ve been working on as an organisation for some time. The key that unlocks that challenge is energy storage, so we’re now able to talk to various different customers, small and large, about how we can bring a technology like energy storage online to help the utility improve its efficiency.

As well as the technology’s ability to transform life for individual families as well as commercial enterprises, the potential for

energy storage technology to bring power to new areas in the region which didn’t have it before, is particularly intriguing to Ackland.

“The interest we’re receiving from various customers [in energy storage technology] is increasing quite dramatically,” he says. “So, if we talk to utilities for example, then the best way to run a utility is to have stable outputs during the course of the day. Bringing storage in would help the utility take out the peaks

and the troughs, and have a more stable and linear generation profile.

“Commercial [enterprises] are looking for ways to either be independent, or use power at the cheapest rate, but we’re also seeing some really interesting opportunities in elements and areas where there may be energy poverty. I’m really excited about the impact that this technology can make on areas of the world where they’re not able to have direct access to power.”

Although that is perhaps one for the future, the value of GCC power projects, as it stands, is around US$250bn and that figure is only set to increase with the growth in populations and, subsequently, power demand across the region. With this in mind, Ackland feels that the safety and security of power resources is an increasingly important issue.

“Because there are challenges with some counterfeit products around, you have to make sure that the equipment that’s being used is from a quality manufacturer,” he explains.

“Your data, for example, is going to be backed up in a data centre, somewhere in the cloud.

“But, basically, the cloud is just 13

INTERVIEW a big building of servers, and all those servers are backed up with the addresses, but are those uninterruptible power systems able to keep all that data safe for you?

“If you’re in a building, for example, the fire detection systems, or the emergency lighting systems – are they the right quality? As an industry, because it is a large market, I think we should also be focused on the fact that quality, safety and security are incredibly important.”

Ackland believes that a company’s agility is key to building powerful customer relationships, which are paramount to achieving success in this day and age. Eaton currently has more than 10,000 registered patents, and he cites this as evidence of the company’s flexibility.

Although Ackland feels having the right people and culture within the company is obviously the most important factor in achieving success in the power industry, technology and innovation are the conduit to getting it right.

He adds: “We invest almost US$3bn in R&D every year, and we’ve got research and innovation centers around the world. In a 14

November 2017

competitive market, you need to make sure that you’re putting out products that give customers features and benefits they want to use.

“The other thing as well from the technology perspective, something that we’re actively working on, is the engineering teams that we have. We need really, really strong, talented people who are looking at what the market’s asking for, and developing services and products that keep us at the leading edge.

“We work with all the stakeholders in our region, raising awareness of the importance of using the right equipment, the importance of buying techs and systems, and emergency lighting, and obviously that’s a priority at the moment, because there have been spates of building fires recently.

“We’re engaging with those decision makers to find out how we can bring our expertise and collaborate to come up with safer solutions.

“So, for us, it’s all about the end user, the people who are going to be using the products every day, and having dialogue and conversation with them, so we can constantly be moving in the right direction.”

Frank Ackland, Managing Director (Middle East), Eaton 15

TECHNOLOGY

Zero client services in the

Middle East

Toshiba is busy pioneering mobile zero client services for global business computer users.

Senior Vice President, PC & Solutions EMEA Maki Yamashita believes it’s time for Middle Eastern businesses to say hello to a more efficient, faster and safer way of working‌ Writ ten by DAN BRIGHTMORE

17

TECHNOLOGY

WHAT IS THE future of secure, efficient and flexible computing?

Toshiba has unveiled what it believes is a game changer for businesses who need the same confidence in their mobile devices as they have in their desktop solutions.

The company has introduced the Toshiba Mobile Zero Client (TMZC), delivered on its awardwinning B2B notebook products 18

November 2017

such as the Satellite Pro range.

Research conducted by PwC offers a compelling reason for businesses in the region to make the switch to a more secure way of working.

The ‘Cybersecurity in the Middle East’ report found that last year over half (56%) of companies lost more than $500,000 as a result of cyber incidents, and 13% lost at least three working days.

“Those ransomware attacks used known OS breaches for which a patch was already available, but where the users had not updated their machine in a timely manner” – Maki Yamashita, Senior Vice President, PC & Solutions

So, what makes this new solution more secure? Similar to thin clients, zero clients rely on a central, purposebuilt server hosting an operating system and applications. However, with zero clients the operating system can be removed from a device, eradicating any dependence on its hard (HDD) or solid state (SSD) drive for storage. The entire gamut of functionality and data can then be opened via a cloud-based virtual desktop infrastructure (VDI) offering the opportunity to perform securely at full capacity whether in the office, travelling or at home.

Toshiba’s EMEA Senior Vice President Maki Yamashita believes the company is well placed to meet the needs of businesses demanding these more flexible solutions: “Toshiba is the only PC manufacturer to develop its own BIOS (basic input/output system) in-house. We’ve leveraged this competency to develop a zero client BIOS which addresses the desktop virtualisation world.”

Yamashita recognises that businesses in the Middle East are under increasing pressure to make sure they have the technology and processes in place to meet employee demands for flexible, secure working solutions.

“Embracing mobile technology not only drives staff engagement and workplace satisfaction, but also increases productivity while making long-term savings,” he notes.

Yamashita reasons that mobile users are often seen as the weakest link within a company’s security policy, and overcoming this vulnerability can slow down the digital transformation process.

Toshiba’s own research found that 84% of senior IT decision 19

TECHNOLOGY makers believe unauthorised IT system use to be endemic within their businesses. “We have met some businesses – including banks and insurance companies – which do not allow the usage of mobile devices,” he says, “while others will spend a tremendous amount of money and time to keep data secure and encrypted.

With TMZC, no data remains in the machine once you’ve turned it off, so this headache is completely eliminated.”

Security – no compromise Keen to extol the system’s benefits, Yamashita cites the recent ransomware attacks Wannacry and Petya as reasons to be fearful of letting security slip. “The attacks generated a lot of trouble within the market, impacting large companies all over the world.

We saw consequences such as the rescheduling of surgeries in hospitals, stopping production in the manufacturing industry, and even preventing consumers from paying for their parking,” he remembers.

“Those ransomware attacks used 20

November 2017

known OS breaches for which a patch was already available, but where the users had not updated their machine in a timely manner.

With zero clients, the OS is on the server rather than on the endpoint; therefore, IT staff can easily and immediately update all installed base clients, instantly protecting against those malwares.”

A system like TMZC also offers the added benefit of eliminating the need to over zealously replace PCs when they become outdated.

Not only are zero clients more affordable, quicker and more efficient, according to Information Technology Group they also consume 97% less energy than standard desktop PCs. However, Yamashita says the biggest challenge for Toshiba in implementing its services is that zero client technology requires the units to be connected at all times, since once turned off there is no more data on the device. “In some countries, we have faced coverage issues for highly mobile people,” he concedes.

“The positive aspect is that the expansion of 4G, and subsequently 5G coverage, will solve this issue.”

Yamashita asserts TMZC is the

“Embracing mobile technology not only drives staff engagement and workplace satisfaction, but also increases productivity while making longterm savings” – Maki Yamashita, Senior Vice President, PC & Solutions

ideal solution for a proliferation of businesses in the Middle East in sectors concerned by data privacy and data security. Hence, Toshiba has adopted a more focused B2B distribution strategy to ensure the end-user has access to all its product solutions, with partners across the region including ABM in KSA, El Araby in Egypt, Al Futtaim in UAE, ABM in Kuwait and Mannai in Qatar. It’s good news for business users in a region renowned for the early adoption of new tech where uptake is at an advanced stage, says Yamashita: “We 21

“Those ransomware attacks used known OS breaches for which a patch was already available, but where the users had not updated their machine in a timely manner” – Maki Yamashita, Senior Vice President, PC & Solutions

have had very good feedback from companies that are understandably cautious about data security and data privacy – in particular from government agencies and those within the banking, telecoms, insurance and healthcare sectors.”

Crowd pleaser Yasser M. Ghoneim, Enterprise Marketing General Manager at El Araby Group is confident companies will be eager to switch. “A solution like TMZC that empowers staff to work on the move, while following all of the business security regulations, will be a much-anticipated proposition in the Middle East,” he says. A sentiment echoed by Rajagopal.

S, General Manager at another of Toshiba’s partners Al Futtaim Electronic, Techserve, which shows the company is winning the battle for hearts and minds: “Toshiba is a well-known and respected brand in the Middle East,” he says. “We’re looking forward to working together on its renewed B2B strategy to grow its position in this competitive sector.”

Meanwhile, Yamashita is particularly proud of the benefits Toshiba’s solution is bringing to

customers within the healthcare market. “Here it is playing a key role in enabling such organisations to create wellness rather than manage it, by using LOT (Labour Optimisation Tools) to prevent illness ahead of time.”

Yamashita believes what sets TMZC apart from other offerings in the market is that it uses a customer’s existing infrastructure and does not require any modification of their existing system. “It’s extremely easy to implement,” he says. “And because TMZC uses Toshiba’s genuine in-house developed BIOS, it can provide total security through its device. This solution can be customised to the VDI infrastructure of the client because we have direct access to our developers to tailor our solutions to meet the needs of a business.”

Yamashita argues this is one of the key strengths of the TMZC system as it can be easily integrated into any existing VDI environment – be it thin, zero, or even fat client. It’s a big reason why he feels businesses can switch with confidence with a positive outcome. “Imagine a customer is using a desk-based thin client in the office and TMZC for 23

TECHNOLOGY

About Maki Yamashita

Yamashita’s industry pedigree and global experience of a complex market inspires confidence.

Recruited by Toshiba’s Japanese HQ in 1993 to handle the coordination of its American PC manufacturing operation, he later moved to France in 2000 to take up a role as Assistant GM before returning to his homeland for a five-year stint heading up global strategy. From 2005 he spent three years in Germany before transferring to Singapore as GM to set up Toshiba’s B2B business.

After successfully building the organisation there, he returned to Europe and his current position as EMEA Senior Vice President.

“My career to date has helped me acquire diverse skills covering a large spectrum of fields, including product and production planning, strategy planning, sales and marketing, and general administration,” he says. “Moreover, it has enabled me within my present role to build a network both inside and outside the company, from manufacturing and engineering to product and business planning. This network has proved invaluable to me, both when setting up new solutions and in creating the business models to take these to market in multiple countries.”

24

November 2017

“We’re confident in the strength of our renewed strategy and channel partners and are aiming for sustained growth across the Middle East” – Maki Yamashita, Senior Vice President, PC & Solutions

their mobile workforce and in remote offices,” suggests Yamashita. “Our solution is fully compatible and will deliver mobility and security across the board, evolving with their needs.

Our assessment will dictate the devices supplied to the company, which come 100% preconfigured.

More importantly, since there is no HDD or SSD to retain critical security information, our product is totally secure compared to existing thin clients. This is key for our customers.”

The future Looking ahead, Toshiba is continuing to build industry partnerships to

further enhance its offering and reach out to customers. It’s this focus Yamashita feels has been crucial to informing Toshiba’s direction with dedicated business devices and solutions, delivered by taking the unique step of assuming complete control of the design and manufacturing process. “We are finalising discussions with VMware in order to get our TMZC Solution officially VMware certified within the next month,” reveals Yamashita. “A similar discussion with Citrix is also at an advanced stage and we expect to get officially Citrix certified by Q1 2018. We also have a TMZC demo unit running at the Citrix European Executive Briefing Center (EBC) in Munich, Germany, which enables Citrix to demonstrate this new opportunity to their users and visitors.”

Yamashita believes investments like these that Toshiba is making across EMEA are creating strong conditions for growing its PC business in its core regions and sectors. “We’re confident in the strength of our renewed strategy and channel partners and are aiming for sustained growth across the Middle East,” he maintains.

25

Top 10

most valuable Middle Eastern brands Brand Finance’s 2017 list ranks the companies by brand value – let’s take a look at the 10 most valuable brands in the Middle East W r i t t e n by O L I V I A M I N N O C K

10

ABU DHABI COMMERCIAL BANK (ADCB) Abu Dhabi Commercial Bank had a 2016 value of $2.186bn, an increase of 77% from the previous year. ADCB is a full-service commercial bank offering private, corporate, commercial and investment banking, wealth management and Islamic products.

ADCB’s strategy is to maintain a culture of service excellence and efficiency to boost its brand. The company also places emphasis on “attracting, developing and retaining top talent”.

ADCB holds a 10.8% gross market share in loans and a 9.9% share in deposits. It serves upward of 761,000 retail clients and around 57,700 wholesale clients, with 48 branches in the UAE and representative offices in London and Singapore. The bank was afforded a band rating of AAA- by Brand Finance.

28

November 2017

9

ZAIN Zain is a mobile and data services operator, active in 88 countries across the Middle East and Africa with a workforce of 7,000. Zain provides a range of mobile voice and data services to over 45.5mn people, and has a current net income of $271.5mn. Based in Kuwait, the company was set up in 1983 as the Middle East’s first mobile operator.

The brand’s value is currently $2.339bn, an increase of 9% from its 2015 value of $2.141bn. It combined a range of six iconic brand names across Africa and the Middle East in 2007. Justifying its AA+ rating, the company states that it attracts and retains top talent and trains people “with our brand at the centre of everything we do. Out highly committed teams are proud to be ambassadors of our brand”

7

ALMARAI

8

NATIONAL BANK OF ABU DHABI (NBAD) NBAD has merged with FGB as of 2017, but even for its 2016 value the organisation maintained its #8 ranking with $2.496bn. This was an increase of 62% from 2015’s $1.538bn. The company is now known as FAB (First Abu Dhabi Bank) but is maintaining its strong branding, and has put a lot of effort into branding the merger itself, which has been dubbed the “Grow Stronger Movement”. MBAD currently operates in over 19 countries across the world from its headquarters in Abu Dhabi. It looks to meet customers’ banking needs with its market-leading corporate, investment and personal banking franchises.

Brand Finance was awarded the brand a rating of AA++.

Almarai is a dairy company established in Riyadh in 1977, through a partnership between Alistair McGuckian, founder of Irish agri-business Masstock, his brother Paddy and Prince Sultan Mohammad bin Saud Al Kabeer. The company’s brand value is $2.593bn, up 12% from last year’s $2.308bn.

Almarai describes its key values as adaptability, collaboration, passion, innovation, respect and excellence.

The company as a whole consists of a few brands: Almarai being the main brand which provides fresh and long-life dairy products, desserts and juices. Other brands under the umbrella include Alyoum, L’usine, 7Days and Nuralac.

29

5

EMIRATES NBD

6

OOREDOO Ooredoo – Arabic for “I want” – is an international telecoms company based in Doha, Qatar and operating across the Middle East, North Africa and South-East Asia. The company provides mobile, wireless, wireline and content to a customer base of over 100mn. In 2016, it was ranked at number 11 so has climbed considerably in the past year. Indeed, its brand value has gone up 48%, from $2.104bn in 2015 to $3.104bn in 2016. Oordeoo has been awarded a brand rating of AA, and stays true to its “I want” concept by having facilities available to help customers “every hour of the day”. The brand is 68% stateowned and notable partnerships have included Facebook, Rocket Internet, Telephonica and MIT Media Lab. 30

November 2017

Emirates NBD came out of a 2001 merger between Emirates Bank International and National Bank of Dubai. This combination of the second and fourth largest banks in the UAE formed what Emirates NBD refers to as “a banking champion capable of delivering enhanced value” across corporate, retail, Islamic and investment banking. The company aims to become the most valued financial services provider in the Middle East. Brand Finance puts its brand value at $3.406bn, a 56% jump from $2.186bn in 2015. The brand has been awarded a rating of AA+ and was also the only bank in the Middle East to be named among the top 20 in the “Power 100 Social Media Rankings.” Emirates NBD has 221 branches and employs 9,000 people.

3

ETISALAT

4

QNB Qatar National Bank was established in 1964 as the country’s first Qatariowned commercial bank. It is 50% owned by Qatar Investment Authority and 50% by members of the public.

The group’s brand has been valued at $3.826bn, a 56% increase from its 2015 value of $2.453bn. The group also owns Turkish bank Finansbank of which it acquired 99.98% in 2016 for $3.19bn. The bank’s values include excellence, integrity, transparency and social responsibility. It also claims to pursue continuous development through innovation. These corporate values as well as the monetary value of the brand have earned it a rating of AA+.

Etisalat is the brand name of Emirates Telecommunications Corporation, a multinational telecommunications provider based in Abu Dhabi. It operates in 16 countries across the Middle East, Africa and Asia. Etisalat serves 11.6mn residential customers and over 300,000 enterprises and government customers in the UAE. As the UAE moves toward its “smart” vision, Etisalat hopes to be play a major part in transforming into a leading integrated digital services provider, bringing “smart services” into all the aspects it offers. Its brand value has risen 45% from $3.797bn in 2015 to $5.512bn in 2016. It was awarded a brand rating of AA+.

31

2 Emirates began in 1985 with just two planes, and now holds the world’s largest fleets of Airbus 380s and Boeing 777s. Emirates’ 230-plus aircraft fly to over 150 destinations in over 80 countries worldwide, with over 1,500 Emirates flights departing Dubai every week. Named the World’s Best Airline in 2016 by Skytrax, Emirates is the largest airline globally in terms of passengers carried. It stays away from traditional alliances, but partnered with Qantas in April 2013 to “create cost and network efficiencies for both airlines, and reinforce Dubai’s standing as a global hub”. The airline has actually dropped in the rankings from its #1 spot this year, as it experienced a 21% decrease in value from its $7.743bn value in 2015. However, it maintains a healthy value currently of $6.082bn and its brand rating is AAA.

32

November 2017

1 Based in Riyadh, Saudi Arabia, Saudi Telecom Company offers landline, mobile and internet services and computer networks. Founded in 1989, it now employs 17,000 people and reported a 2016 revenue of $13.6bn. STC’s strategy, LEAD, was developed to focus collective energy on emerging opportunities and managing challenges. Its main aims are to drive efficiency, empower employees to perform and shape “win-win government outcomes”. STC has overtaken Emirates for the #1 spot, having previously been at #2 with a value of $5.613bn. Its 2016 value increased by 11% to $6.218bn and it was awarded a brand rating of AA+.

33

Al Nabil: The name you can rely on for high quality food Written by Laura Mullan Produced by Craig Daniels

High-quality products, talented expertise, and efficient facilities are the cornerstone of any thriving food and beverage business, and it’s a mantra which Al Nabil Food Industries Company lives by

A

l Nabil Food Industries Company Ltd. is widely regarded as a major player in the food and beverage industry, being one of the main suppliers to the market leaders such as McDonald’s, Papa John’s Pizza and Subway. By meeting international standards and using only the best GMO-free ingredients, CEO Ahmad Sallakh believes it is the company’s commitment to high-quality food that gives it a competitive edge.

“We boast state of the art facilities, the best expertise and staff, and we always produce a consistent, high-quality product,” says Sallakh.

“Over and above, we encourage continuous improvement through our product development which helps us to stay at the top. Our brand equity is an integral aspect

36

November 2017

of our business and it is paramount to the success of the company.”

Expanding internationally Satisfying the tastes of both local and international markets alike, Al Nabil offers food products to key stakeholders such as hotels, restaurants, universities, and the retail sector. As a result, all of Al Nabil’s products are 100% Halal and manufactured to the highest international standards. Whilst the company already has a tight grasp on the international food and beverage industry, selling products in over 20 countries, Sallakh is keen to take the company’s global footprint further.

“Our core mission is to serve our people and our community with highquality, cost-effective products for

FOOD AND DRINK

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

37

AL NABIL

each and every meal,” notes Sallakh.

“However, my main concern as CEO today is increasing international export sales. We have recently opened a new international sales office in Dubai which will allow us to transcend new markets and expand our international reach.”

Driving efficiency The Rassam Family established their business in Baghdad, Iraq, in 1945, moving to Jordan in 1988.

Operations at the company began with approximately 28 employees

and a handful of lines and products.

Today, the company boasts more than 850 employees, nine production lines and an electric range of over 200 products. As a result, improving efficiency and productivity is an integral part of Al Nabil’s mission.

This efficiency is largely driven by the company’s appreciation of technological ingenuity, which has been passed down generation after generation. “We are significantly increasing our investments in technology at all levels,” notes Sallakh.

TOGETHER IN CREATIVITY AND SUCCESS Hasenosa started in the food industry in 1978, soon becoming an international reference in the supply of coating systems with its predusts, high-adhesion batters, tempura, breadcrumbs and texturizers.

Products: COATINGS • Breadcrumbs: traditional, extruded and Japanese crumbs.

• Battermixes, tempura mixes and high-adhesion batters.

SPECIAL PRODUCTS • Gluten free, Bio and Clean Label | TEXTURIZERS of cereals and Rusks • SAUCES AND MARINADES | SEAFOOD ADDITIVES

LET’S JOIN CREATIVITY AND SUCCESS

www.hasenosa.com

FOOD AND DRINK

“For instance, this year we are knowledge and knowhow. Through implementing a new ERP and CRM this, the company strives to retain system. This is important because only the best talent and expertise. it’s making our decisions faster, our data more accurate, and it’s improving Maintaining talent and expertise our customer relationships. We’re “The most important asset we have is continuing to invest in our customer our people,” notes Sallakh. “If you have supply chain, CRM and other supply the best expertise you will always be chain management because these at the top. If you invest in your people, are driving factors towards you will always lead in your industry. efficiency, agility, and fast If you train good people reaction to the market.” and invest in them, it is Al Nabil has the biggest asset you brought the latest can have. As CEO, technologies and I can say with real techniques to the pride that persistent, food and beverage passionate and Number of employees industry, however, innovative minds have at Al Nabil despite this, Sallakh driven the company to asserts that it is the where it stands today and company’s expertise and I hope I can build on that.” talent which are its most valuable Sallakh has been at the helm of Al assets. By using key performance Nabil for 18 months now, overseeing indicators, Al Nabil identifies and the company’s successful operations rewards high achievers in the company as CEO. But in an industry that is and actively encourages innovation. ever-evolving and ever-changing, By taking staff to regional and what does the future have in store? international conferences and “I think the food and beverage exhibitions, Sallakh is keen to industry will continue to grow and offer his staff the latest industry competition will become more

850

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

39

AL NABIL

“If you have the best expertise you will always be at the top. If you invest in your people you will always lead in your industry. If you train good people and invest in them it is the biggest asset you can have” – Ahmad Sallakh, CEO aggressive,” reflects Sallakh. “In my opinion, I also think that more mergers and acquisitions may take place which will change market dynamics.”

With tightening food regulations and changing consumer habits, the food and beverage industry is a competitive market. However, Sallakh remains confident that by upholding its commitment to quality food, staff and facilities, Al Nabil will continue to succeed and remain at the top.

40

November 2017

“Competition is becoming tough,” notes Sallakh, “but competition is healthy. It’s essential because it keeps you on your toes. It motivates you to be lean, to optimise and utilise your assets, and to keep innovating.

“In my opinion, our priority is to maintain our commitment to providing the highest quality products in the market. It’s a challenge because when you’re known for being great, you have to challenge yourself to be greater.”

FOOD AND DRINK

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

41

AL FUTTAIM: F&B SUPPLY CHAIN SUCCESS IN THE MIDDLE EAST Written by Dale Benton Produced by Heykl Ouni

Inside Ba Dubai Fe

AL FUTTAIM HAS EMBARKED ON AN AGGRESSIVE EXPANSION PLAN INTO THE FOOD AND BEVERAGES SECTOR, STARTING WITH A SOLID SUPPLY CHAIN PROCESS

T

he Al Futtaim Group is one of the largest family-owned diversified businesses operating in the Middle East, encompassing global brands in a multitude of sectors including: automotive, financial services, real estate and retail.

Over the last two years, the company has created a new vertical, forming an aggressive expansion plan into the food and beverages sector.

Ensuring the Supply Chain is in place for this expansion is Nick Gallager, Head of Procurement &

44

November 2017

Supply Chain at Al Futtaim Retail - F&B Division.

“Al Futtaim, technically, has already been operating in the food and beverages space,” says Gallager. “for example, Ikea & M&S both have cafes as a by-product, it is not their core business. With the food and beverages arm, the company wants to cement its position as a leading player in the franchisee market.”

The company began its journey into food and beverage with a number of key acquisitions. First, TWG Tea from

R E TA I L

arilla Restaurant at stival City Mall

Singapore, a high-end producer of quality tea products. Soon after, the Italian restaurant chain Barilla and the US based Super Chix followed and Al Futtain’s food and beverage arm had its first three franchises.

“Now we have those three horizontals we can start to look at the verticals, in particular the

different food themes,” says Gallager.

“The aim is to expand the brand and portfolio in the Middle East, acquiring more verticals from all around the world and in the space of five years make this a substantial element of Al Futtaim’s offering.”

Gallager is no stranger to the supply chain and logistic operations in the

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

45

A L - F U T TA I M R E TA I L

food and beverages sector, having principles and locally available”. To worked for major companies in the UK ensure the best commercials without as well as for a number of the Middle losing the quality, a localisation East’s biggest F&B operators. Starting strategy is needed. All the products in Kuwait some two years ago and are approved by the brand principles. then moved across to be Dubai based The aim is to match products locally while still covering MENA operations. available in the Middle East with an It is that local experience that will equal product to the brand principles allow for a smoother expansion home country product, reducing the for Gallager, and not the steep requirement to directly import learning curve that comes with and carry that cost and risk of a new geographic location. direct importing. The goal “In setting up of this is to keep costs any new food down and give high and beverage levels of security of Number of supply chain, it supply whilst start employees at Alis essential to have up volumes are small.

Futtaim Group the right foundations to For the proprietary deliver from the start and will products, Gallager explains, support the business expansion “Once it’s imported, I have and exceed expectations on the ‘control’ product that I can try cost and product quality. There are and match,” he says. “For example, always going to be challenges, but in Dubai there are a number of if your foundations are strong, they manufactures that can produce an can be overcome with the minimum equivalent product meeting the brand commercial impact” he says. principles spec and requirements In supplying the products for but manufactured locally. Removing its franchises, Gallager explains, the costly reliance on importing “there are two main product types, from America or Europe.” proprietary products from the brand While Gallager admits that matching

10,000

46

November 2017

SPAZIODIPAOLO.IT

We create the of your success!

Bases

75%

Pre-cooked & frozen pizza bases.

hydration

30h levitation

We use the natural water from the mountain of Gran Sasso.

Hight digestibility.

Organic & whole grain.

Made in Italy

0%

no preservatives / no additives Our ingredients are simple and genuine.

Professional use only

propizzafood.com

0%

no animal fats, no dairy product

Vegan and vegetarian.

A L - F U T TA I M R E TA I L

“THE AIM IS TO EXPAND THE BRAND AND PORTFOLIO IN THE MIDDLE EAST, ACQUIRING MORE VERTICALS FROM ALL AROUND THE WORLD AND IN THE SPACE OF FIVE YEARS MAKE THIS A SUBSTANTIAL ELEMENT OF AL FUTTAIM’S OFFERING” – Nick Gallager, Head of Procurement & Supply Chain, Al Futtaim Retail - F&B Division

48

November 2017

R E TA I L

DUBAI The HQ location of Al-Futtaim Group

the product will significantly reduce the costs in the supply chain and logistics, there is still a reliance on the imports that cannot be escaped.

“The infrastructure in the Middle East has come on leaps and bounds in manufacturing and importing, but it still doesn’t have enough raw ingredients. Products may be manufactured locally, but the manufacturer will source a lot of its raw ingredients through imports,” he says.

In food and beverage, recipe is king. Each POS system in each

franchise will have in excess of 70 different dishes, which in turn will have 70 different recipes, and then of course each POS will have 70 different buttons and links to each dish. For Gallager, when it comes to managing all of these intricate details, an inventory system is a crucial tool to keeping those costs down.

“Think of the recipe writing process in general and you need to account for many points, but one of the most important is - yield loss,” he says. “Getting that yield

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

49

A L - F U T TA I M R E TA I L

loss right is very hard, it affects the cost of goods and the stock that the system is reporting as a variance.� “The more accurate the yield losses, the more accurate the cost of goods, the consumption, the wastage and the variance and a solid inventory system is key to that.�

This extends further with regards

50

November 2017

to the forecasting of consumption, a key part in minimising the input cost, from freight to warehousing to product pricing. This allows Al Futtaim F&B to gauge and predict what it needs in terms of stock and inventory with minimal risk and cash tied up. Technology in supply chain and logistics operations continues to

R E TA I L

Nick Gallager together with Chiara Pisano (Head of Marketing Barilla, Italy) and Melissa Samarakkody (Marketing Manager - Al Futtaim) grow. Where an inventory system, or supply management platform once consisted of a single document, it now manifests itself in the form of much more intricate and detailed planning systems and tools.

“This ensures suppliers can offer exactly what we require for our customers. In franchises, you

cannot vary the quality, there are standards and specifications set by the brand principles” says Gallager.

“That consistency is achieved by leveraging the management platforms we now use. The key driver here is as much the quality of food as it is the costs of procuring that supply in the first place.”

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

51

A L - F U T TA I M R E TA I L

As a host to some of the world’s leading and most luxurious brands, Al Futtaim prides itself on the strong relationships it has built with brand principles and suppliers in order to achieve a product offering of the highest of quality.

This is no difference in the food and beverage space.

“It’s about understanding their business as much as understanding our markets andcustomers” says Gallager.

“It’s about being open. Being open removes risk on both sides. Understand their needs and requirements, explain what you can offer to them and it all makes for a greater relationship that is built on trust and a win/win approach.” This is the same for brand principle and suppliers alike.

Already 12 months into this expansion plan, AL Futtaim’s

52

November 2017

F&B footprint already stretches across four TWG Teas, two Barilla Restaurants, one Super Chix and a central production facility. Over the course of the next five years, Gallager will look to oversee an aggressive expansion that exceeds 80 stores.

A key component in the future of Al Futtaim, will be to continue the company’s approach to supplier and partner relationships.

“When you go into a franchise it’s a relationship of trust. They are trusting you with their brand and you’re trusting them with their knowledge of the market and consumer” he says. “Foster that relationship, grow it and have open conversations – if you can achieve that, and it needs to work on both sides, you can build a relationship that works for both and the customer enjoys the benefits.”

R E TA I L

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

53

FILLING THE GCC’S F&B FRANCHISES WITH GLEE Written by Fran Roberts Produced by Craig Daniels

55

THE GCC FOOD SERVICES SECTOR IS HEADED FOR CONTINUED GROWTH AND IS EXPECTED TO HIT A VALUE OF US$29.3BN BY 2020, ACCORDING TO A REPORT ISSUED BY AL MASAH, DRIVEN BY A GROWING POPULATION AND TOURISM SECTOR, AN INCREASE IN DISPOSABLE INCOME AND CHANGING CONSUMER HABITS. ONE COMPANY LOOKING TO LEVERAGE ON THIS PREDICTED GROWTH IS GLEE HOSPITALITY SERVICES

A

fter moving to Dubai end of 2007, Abdul Kader Saadi, MD, helped to establish GLEE Hospitality in late 2010, quickly becoming a leading F&B player in the region. “The Gramercy was our first project, basically setting up a gastropub, and from that one we started getting more referrals through word of mouth,” Saadi observes.

Having studied hotel management in Switzerland and with over a decade’s worth of industry experience in two of the world’s top gastronomical cities – Paris and London – Saadi

56

November 2017

was certainly well equipped to help GLEE make its mark in the region.

“The business has evolved from pure consultancy in terms of delivering full turnkey solutions – coming up with the concept, doing the branding, doing the design, the recruitment, creating the menu, securing locations – to an operational business where we also run and manage the business on behalf of the private investors,” Saadi explains.

“We also provide some services for businesses in terms of auditing, operational services, anyone looking

R E TA I L

Abdul Kader With over 25 years of experience in the development, consultancy and management side of the Food and Beverage industry, Abdul kader brings his international experience having worked in the UK, France, Switzerland and Morocco. Prior to “GLEE Hospitality Solutions� Abdul kader had eight years of experience in the high end food and beverage industry having set up and worked on Michelin Star restaurants based in the UK. His responsibilities extended from concept development and project management to operational management. Abdul kader also spent seven years working for a global leader in industrial catering. The group served over 100.000 meals daily across France, Monte-Carlo and Morocco. Roland Garros and the Monaco Tennis Open were some of the major events covered. w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

57

G L E E H O S P I TA L I T Y S O L U T I O N S L L C

Things that Make You Say “WAHOO!” Skydiving? A great water slide?

How about something more simple that can make your day. Like a customer or guest letting you know just how happy they are with the service and convenience you have provided them. This is how we at Vector view our goal as your technology partner in the F&B and Hotel industry. Our service is to provide you with the right technologies that make you even better at what you already do well: pleasing customers.

Happy customers mean loyal customers and recommendations to friends and that means driving revenues – in business terms. That is our focus with you and we can provide the solutions and innovation, like cloud based mobile ordering and guest analytics, to help you ‘wow’ your customers.

Let us know how we can help

can I get a ‘WAHOO!’

www.vtec.ae T +97143633301

R E TA I L

to evaluate their business for selling, for M&A, franchising services – people looking to secure a franchise or to franchise out. We’ve branched out to all fields related to the F&B sector and as we’ve grown we’ve started working with more investment groups and more government entities. That’s where we are currently with GLEE.”

HELPING BRANDS Franchising is the latest service launched by GLEE Hospitality.

Euromonitor International predicts that the franchising model, especially in F&B, is geared for an annual growth of 7.4% until 2019 in the MENA region.

“We are helping brands from Europe or the US to find a local partner and we are also helping local investors to find the right franchise from the rest of the world. We’re helping existing brands develop their franchise manuals to enable them to franchise out regionally,” enthuses Saadi.

“Another department that we’ve set up is the advisory department which is helping some of the businesses to either raise capital, sell the business or to merge with other businesses.

“We have maybe 15-20 brands that work with us in terms of trying to find the right partner – we’re just working with them trying to connect the dots.

Stage one is obviously just trying to find the right partner all the way to finalising the lease agreement and then also working with the local partner on implementing the franchise.

A lot of the local partners here do not have F&B experience so we will show the brand ways to help the local partner and to make sure the franchise is well translated into the local market here. And, if the local partner wants, we can go one step further and manage it on their behalf.”

HONESTY: THE BEST POLICY In just under a decade, GLEE Hospitality has successfully launched over 50 F&B concepts, and unveiled more than 70 outlets across the region, including the UAE, Bahrain, Saudi Arabia, Egypt, Oman, Kuwait and Jordan. This is no mean feat in such a competitive market and GLEE Hospitality strives hard to differentiate itself. “I think we are brutally honest with clients. I’ve

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

59

G L E E H O S P I TA L I T Y S O L U T I O N S L L C

turned away some clients in the past where I felt that the concept’s not going to work, the project’s not going to work or where they’re not well-funded. One of the biggest failures of projects is underestimating the costs,” Saadi observes.

“I don’t want to lock anyone in and then six months down the line we can’t develop the project because they can’t pay the bills. We need to be honest with the client and be realistic on the return. We never tell the client that they’re going to pay back their investment in one year.

60

November 2017

We have to be realistic and if we’re lucky enough to pay it back in one year then great, that’s a bonus.”

The word of mouth nature of much of GLEE Hospitality’s business means it must be very careful about the projects it works on. “I want the client to be happy and I want the project to work. At the end of the day the success of the project is our success because we are really in the public eye,” explains Saadi.

“Any project that we do is open for anyone to scrutinise. Most services are hidden behind offices and no

R E TA I L

“WE DEFINITELY WANT TO EXPAND INTO SAUDI ARABIA QUITE AGGRESSIVELY AND EGYPT. THESE ARE THE TWO MAIN BIG MARKETS THAT WE WANT TO LOOK AT” – Abdul Kader Saadi, MD, GLEE Hospitality

one knows what’s going on there but a restaurant is very visible.”

REGIONAL EXPANSION GLEE Hospitality has achieved much over a short period of time, and this momentum shows no signs of slowing down – by the end of 2017 it plans to open The Roost in Dubai. “I think we will see a couple of opportunities both in the markets in the UAE and regionally. Regionally, we definitely want to expand into Saudi Arabia quite aggressively and Egypt. These are the two main big markets that we

want to look at. As a company, we are still looking for a potential strategic partner to come onboard to allow us to expand into Saudi Arabia and grow our business,” states Saadi.

“We would like to work with more hotel operators. Dubai has over 80 hotels opening over the next two years and you would imagine every hotel has three outlets, so that’s 240 restaurants to develop. I don’t believe the hotel operators have the work force in house to develop all of those, so we’d like to see if we could work with some of the big operators.”

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

61

An Envac automatic waste collection facility

REMOVING WASTE

CREATING VALUE W R I T T EN BY: CATHERINE STURMAN P R O D U C ED BY: ROB GRAY

ENVAC SUPPORTS DEVELOPING SMART CITIES THROUGH ITS SUSTAINABLE, AUTOMATED VACUUM WASTE SOLUTIONS

“

There are huge opportunities to change the waste management industry. The earlier a design considers waste the better,” explains Envac Business Development Manager Alex Mitchell.

By 2050, cities will house approximately 70% of the human population, creating significant challenges in the way in which we manage waste. Whilst there have been advances in a multitude of industries, waste management has remained the same, creating high levels of pollution and increased health concerns.

However, this is set to change.

Founded in 1961 and with over 1,000 systems operating in 30 countries, Envac works to support the development of smart cities through embedding exceptional technologies that can be applied in large-scale developments, apartments, hospitals, commercial

64

November 2017

buildings and airports. Moving waste via a pipe network, Envac’s system connects buildings to a number of collection stations, situated away from the main development or city site, creating cleaner, more efficient spaces in which to grow and thrive.

Envac’s systems are ISO 9001 and HACCP compliant, yet the company faces an uphill battle in order for it to transform such a traditional industry. “Envac is slowly changing the perception of how waste can be managed by focusing on projects where we add value,” explains Mitchell. Envac’s waste collection solutions are able to significantly reduce labour costs long-term, reduce carbon emissions and eliminate a number of potential risks associated with increased waste levels and growing demands on this industry.

To increase market penetration and provide reliable development

ENERGY

Envac’s system serves residential properties

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

65

Envac’s systems are ISO 9001 and HACCP compliant

“THERE ARE HUGE OPPORTUNITIES TO CHANGE THE WASTE MANAGEMENT INDUSTRY. THE EARLIER A DESIGN CONSIDERS WASTE THE BETTER” - ALEX MITCHELL Envac Business Development Manager

www.environelectro.com | Tel: +971-559271353 info@environelectro.com | n.sambath@environelectro.com

ENVIRON ELECTROMECHANICAL CONTRACTING is a young team of professionals offering services on design, engineering, fabrication and installations works within UAE and wider GCC, we strive to be an integral part of our customers success by delivering projects of the highest quality, on time and on budget.

We believe in these basic principles for having a successful business. We have it at the back of our minds at all times to value this.

ENVIRON ELECTROMECHANICAL CONTRACTING - PO BOX: 126562 DUBAI, UAE

ENERGY

guidelines for the automated vacuum waste collection industry, Envac has invested in working with the British Standards Institution (BSI) to develop a specification. This will “set the bar of quality” for industry to follow and will give a level of confidence to clients when it comes to the design.

will be connected to all areas in the district. The system will collect 145 tonnes of mixed waste per day via a pipe network that connects to a single collection station, where the waste is then stored in sealed containers which are removed from site once full. “If you imagine a neighbourhood within traditional waste management, KING ABDULLAH FINANCIAL a truck has to visit every single DISTRICT (KAFD) building and house and pick up By identifying customer requirements, the waste,” comments Mitchell. the need for the system and the “Envac’s system reduces carbon type of waste generated, Envac emissions as a result of reduced has been behind the waste strategy waste vehicle traffic, reduced fuel for the King Abdullah Financial emissions and idling time for trucks, District (KAFD) project. Situated contributing to a safe environment.” in Riyadh, Saudi Arabia, KAFD To drive up resource recovery will become the largest mixed use rates, the project will adopt a twofinancial centre in the Middle East. fraction system, one for dry and one Unlike traditional for wet waste. Each waste management waste fraction will systems, where be deposited into waste is manually separate waste Since 1961 Envac has collected and inlets, which will accumulated over 4,000 placed into a connect to multiple years of operational compactor and vertical gravity collected via trucks, chutes. The use of experience Envac’s flexible system inlets will eliminate the

1961

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

69

E N VA C

An Envac litter bin in Stockholm, Sweden

Your partner

Together with our customers, we are always working to develop improved solutions within automation and industrial processes.

70

www.provektor.se

November 2017

possibility of overflowing waste, seen in traditional waste collection systems.

“Many existing high-rise buildings have gravity waste chutes installed, where residents or office workers can throw waste into an inlet on each floor,” explains Mitchell. “Envac’s system connects to the bottom of that chute where we install our discharge valve.”

The waste is temporarily stored at the valve until a collection cycle is activated by a level sensor or a timed sequence controlled by Envac’s Automation platform. The vacuum exhausters, located at the

“IF TRUCKS DON’T COME INTO THE DEVELOPMENT, IT REDUCES THE NUMBER OF TRUCKS ON THE ROAD AND THE RISK OF ACCIDENTS WITH PEDESTRIANS OR OTHER VEHICLES” - ALEX MITCHELL Envac Business Development Manager

collection station, are energised and create a negative pressure within the pipe network.

Once the required vacuum pressure is reached, Envac’s automation platform controls the valve openings to create a flow of air within the pipe network. The discharge valves then open to allow the waste to enter the system reaching speeds of 70kph. The air which carries the waste is consequently treated through a multistage filtering system, eliminating all potential odours.

Each waste collection station

in the Envac system is situated remotely or offsite, removing the need for waste collection trucks to enter the development. “If trucks don’t come into the development, it reduces the number of trucks on the road and the risk of accidents with pedestrians or other vehicles,” comments Mitchell. “One of our biggest environmental savings is the reduction in the reliance on transport.”

Previous studies have shown that Envac’s systems have consequently reduced waste traffic and associated carbon emissions by up to 90%.

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

71

E N VA C

GIFT CITY Envac’s 10-year project at Gujarat International Finance and Technology City (GIFT City) in India has seen the development of its first integrated collection and segregation facility.

Eliminating potential waste from landfill, the project will transform the area and ultimately attract financial and technological investment upon completion, in a bid to become one of India’s smart cities.

Envac’s waste collection systems are on the rise in both the Middle East and Asia, especially within housing developments. “In India for example, it is difficult for us to sell a system if it doesn’t include a treatment technology as well, so we sell a holistic approach, otherwise it just doesn’t stack up,” says Mitchell.

“We also find in the Middle East, for substantial development projects, that with increasing population density, municipal regulation and zero waste targets, the economics of pneumatically collecting waste and treating the waste on site are becoming more viable. Globally, I think waste management has gained a

72

November 2017

higher profile over the last ten years.”

Phase one of the GIFT City project is now complete, with phase two now underway. The project will see Envac’s waste system incorporated into a new district, encompassing hospitals, schools, hotels, retail and corporate facilities, all spread over 900 acres. Similar to KAFD, the project has become one of the most ambitious and technologically advanced infrastructure projects that Envac is in the process of undertaking, where its systems will cater for up to 400 tons of waste per day.

Sustainable practices have been at the forefront of all Envac’s designs. Two chute inlets enable valuable resources to be recovered from the wet organic waste at GIFT City, whereas dry waste enters a mechanical sorting process.

Bottles, cans, paper and plastic will all be segregated out of the waste stream and placed within a recycling stream at every collection station.

Eventually, up to seven collection stations will be built at GIFT City, removing any need for waste collection trucks to enter the area.

ENERGY

“The system’s ability to revolutionise the waste collection process, from making the development cleaner and more hygienic by eliminating overfull bins, to making the area safer and more environmentally friendly by removing large trucks from the waste collection process - all whilst reducing the cost of waste collection - is extraordinary,” comments Ajay Pandey, Managing Director and Group CEO at GIFT City.

Additionally, security is a key issue within Envac’s waste management systems as the sealed system offers a secure pathway for waste to leave a site without the need for any trucks.

These systems are highly desirable in a majority of Envac’s projects, especially within airports where Envac handles waste from the terminals (e.g.

Hamad International Airport in Doha) and from flight catering operations (e.g. Emirates Flight Catering in Dubai).

In many projects in Europe, Envac has implemented tracking technologies, providing advanced analytics and providing greater insights into the efficiency of its systems. Waste is placed in inlets, which are able to

Envac’s bins automatically empty underground

“THE SYSTEM’S ABILITY TO REVOLUTIONISE THE WASTE COLLECTION PROCESS... ALL WHILST REDUCING THE COST OF WASTE COLLECTION - IS EXTRAORDINARY” AJAY PANDEY MD and Group CEO at GIFT City

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

73

E N VA C

Envac’s underground waste management system

74

November 2017

ENERGY

be tracked through the use of Radio Frequency Identification (RFD) tags. Accessible only by authorised users, Mitchell explains that “once scanned, the inlet will open for users to deposit their waste, which falls down onto the discharge valve which have inbuilt weighing systems.”

“In future, a charging scheme could be implemented to further incentivise users to recycle more and dispose of less garbage,” creating sufficient cost controls and reduced fuel costs for businesses.

OUTDOOR SPACES To further support this global smart city vision, traditional waste litter bins on local streets have also been modernised, making all waste management accessible, convenient and low-cost in order to encourage individuals to support Envac’s operations. Whilst outdoor inlets and high capacity litter bins resemble traditional bins, the updated designs enable the bins to connect to Envac’s systems underground so that “they are emptied automatically,

ensuring that no truck has to go to the street to empty them,” adds Mitchell. “They can handle waste from pedestrians or facilities management service contractors, creating cleaner, more hygienic spaces.

“We also have systems in Singapore that operate as low as 250 to 500kg of waste per day, all the way up to systems which collect 400 tonnes of waste a day. We have a wide range so there is a lot of versatility.”

An aggressive five-year expansion plan will consequently enable Envac to drive further competition in the delivery of waste management solutions, and grow in alignment with this global demand for smart technologies.

“There are other companies that offer similar technologies, but we don’t have as much competition as we would like.

I think any industry thrives with a bit of competition,” concludes Mitchell.

“I think the market could do with more companies coming into it and as a result, more appreciation and understanding of the technology and as that happens, more opportunities become available as well.”

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

75

Linde Healthcare:

Healthcare closer to home Written by Dale Benton Produced by Stuart Shirra

With successful hospital care and homecare solutions the world over, The Linde Group looks to cement its footing in the UAE and Saudi Arabia as a provider of choice

T

he global healthcare industry is facing a major challenge, the challenge of a growing and aging population.

As the population grows older, the demand for healthcare grows with it as there is a significant increase in chronic diseases.

Ultimately, this will bring an increase in the cost of healthcare provision which, in turn, could very well transform the way healthcare providers prioritise their care solutions.

78

November 2017

H E A LT H C A R E

A female patient with nasal cannula is transported by a nurse in a hospital bed

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

79

LINDE GROUP

The Future of Ventilation Therapy.

BreathCaring Simplicity.

Lรถwenstein Medical Arzbacher Straร e 80 56130 Bad Ems - Germany Internet: en.hul.de

A medical assis 80

November 2017

H E A LT H C A R E

The industry will begin to see strong management of these costs on the side of the payer, which in the UAE and Saudi Arabia is funded by the government.

Healthcare is subsidised in the UAE, so the challenge of managing an increase of patients and diseases all within a lower cost bracket is even more imminent, as it will be the first time something like this will hit the GCC. Linde Healthcare Middle East, part of the larger global Linde Group, is a provider of pharmaceutical and medical gas products, services and patient-care programmes. The company has successful operations across Europe and the Americas and Asia-Pacific.

Patients are a virtue As a healthcare provider, the company’s vision is to establish a reputation that is considerably different to the traditional business perspective of other competitors.

This vision is not fuelled by searching the quickest dollar, it’s about human beings.

Everything Linde Group does is centered around support, prolonging life and easing pain.

To that regard, Linde Healthcare is embarking on a mission to become a relevant and powerful market player, one that is recognised for the values it represents, its trust worthiness and its reliability.

Linde Healthcare was established in the UAE only recently in 2013, and so the company is still

stant in a Linde Group hospital w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

81

LINDE GROUP

growing in a very mature market.

The healthcare provision market in both the UAE and Saudi Arabia is overpopulated, with a number of large scale companies already taking up the majority of the market share.

But Linde Healthcare, in such a short space of time, has successfully managed to obtain and capture a big share of the market in Saudi Arabia and the UAE. Naturally, this is a significant turning point in the company’s history.

Linde Group was able to establish a business in a market place that is very competitive and had been captured by a number of healthcare players. Success can be measured by the fact that Linde Group was able to acquire customers that purchase hospital gases, medical gases or related services.

Through the process of establishing that market presence, Linde Healthcare has managed to sign and extend existing supply contracts with hospitals, other clinical providers and the Ministry of Health. The Ministry of Health contract, which is an extension of an already existing three-year

82

November 2017

contract, will see Linde Healthcare as the leading supplier of medical gases for a further three years.

These relationships show the confidence that customers have in what Linde stands for. It is a company with values that are associated to its relationships, and a long-term commitment to the market, to hospitals, and most importantly to patients.

Putting the people first As Linde Healthcare entered a market already populated by competitors, providing a point of difference in the market and continuing to be the provider of choice is crucial.

In healthcare, the one big difference is the people. In a world driven by commodity products, the important part is the people involved, the right people, with the right knowhow and the right attitude.

Linde Group recognises that in the grand scheme of healthcare, medical gases are very much a “c-level” product, but it is still a product that clinical customers and eventually patients need.

H E A LT H C A R E

A baby being taken care of inside an incubator

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

83

LINDE GROUP

Medical gas is a commodity, but where Linde Group is being recognised is as a key supplier Customers, and ultimately the patients, are working with and choosing to do repeat business with The Linde Group and the company can rest assured it is doing a lot of things right on that front.

Taking healthcare home As healthcare budgets are being squeezed, a direct consequence of the growing demands of an aging population, a trend has begun to emerge. Payers are looking for more cost optimal solutions, where

healthcare can be provided in a more cost-effective manner, not necessarily a cheaper solution, but one that is more suited to their needs.

This will ultimately result is less acute care, less chronic care in hospitals, and in their place more preventative care.

All types of care, be it elderly care, long term care, rehabilitation, things that don’t necessarily need to be treated in a hospital – will be treated at home. As the healthcare budget is squeezed further, this will be the reality sooner rather than later.

This is something that Linde Andreas Wagner, Managing Director

84

November 2017

H E A LT H C A R E

Healthcare Middle East is more than prepared for, with the launching of its homecare solutions in Saudi Arabia and the UAE later this year.

Linde Healthcare already successfully provides homecare services and solutions across Europe and the Americas, but this will be a first for the UAE and Saudi Arabia regions.

Due to its notable successes across the world, Linde Group already has the knowhow and the practices on how to enter the homecare market. The company is ready for that reality [chronic services moving from hospitals] and it’s the ideal time to enter that market.

The company has already signed an agreement with a renowned Abu Dhabi based company while negotiations are underway to launch homecare solutions in Saudi Arabia next year.

As the company looks to expand and grow in the changing healthcare space, it is not about finding the business solution and profitability in order to determine success - it is about the people.

Hafees Rahaman, SHEQ Manager AE

w w w. b u s i n e s s re v i e w m i d d l e e a s t . c o m

85

14 2014

Our energy source for the future: APPRECIATION.

THIS IS CLARIANT: SPECIALTY CHEMICALS CREATING VALUE We engage with the issues of the future.

This approach is deeply rooted in our brand: we focus on appreciation – in all areas in which we are active. The result is innovative solutions to lower emissions, reduce raw material consumption, and create sustained added value. This is precious to us.

www.clariant.com