Business Review Middle East magazine - October 2017

TOP10 TOURIST

DESTINATIONS

October 2017

TAIBA HOSPITAL

MASHREQ BANK

www.businessreviewmiddleeast.com

JEROEN SCHLOSSER on the region reacting to cyber crime

GLOBE EXPRESS SERVICES CEO

MUSTAPHA KAWAM WHY CHANGE IS ESSENTIAL FOR GROWTH

FOREWORD WELCOME TO A bumper edition of Business Review Middle East. Our cover story this month features an in-depth piece with Mustapha Kawam, President & CEO of logistics giant Globe Express Services. The GES chief details the practices his company is using to expand its services throughout the region. “It’s always important that you listen to the customer and, from our perspective, they always have to be open to any new ways we can develop to improve our service to make sure that we can meet and fulfil our obligations, and also exceed the customer’s expectations.”

Elsewhere we feature Jeroen Schlosser, MD of data analysts Equinix, who tells us how private data exchange between businesses is forecast to double its growth and outpace the public internet six times in volume by 2020. Schlosser explains: “If we look to the economy on a global scale we see a dramatic change with enterprises digitalising the way they do business, interact with their customers and execute their supply chain.”

We also list the 10 most popular travel destinations in the Middle East. Further still, we have some in depth, exclusive company profiles on some of the biggest players in the Middle East from companies such as Mashreq Bank, Envac, Taiba Hospital and GE. Enjoy the read, and as always, tweet your feedback @BusinessRevME Enjoy the issue!

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F E AT U R E S INSIGHT

10 WHY CHANGE IS ESSENTIAL TO GROWTH TECHNOLOGY

18

THE GROWTH OF PRIVATE DATA: HOW THE MIDDLE EAST IS REACTING TO CYBER CRIME

TOP10

TOP10 Middle Eastern Tourist Destinations

28

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INSIGHT

WHY CHANGE IS ESSENTIAL TO GROWTH Mustapha Kawam, President and CEO of Globe Express Services, talks about the vital importance of change when adapting business to new technology

Writ ten by: STUART HODGE

IN BUSINESS, NOTHING ever stays still. If you remain stationary, then you are bound to be left behind by your competitors, particularly when it comes to the subject of embracing technology and utilising advancements to the best benefit of your business and its customers.

For Mustapha Kawam, President and CEO of Globe Express Services (GES), instilling a culture where staff don’t just accept, but embrace change, is paramount to success. Like every other region, the e-commerce boom has very much impacted the way companies are operating in the Middle East and within the GCC, and that means that this point is more important now than ever before.

GES is a leading global provider of supply chain solutions which started in Saudi Arabia back in 1974 and has subsequently expanded throughout the region, with major bases in Lebanon, the United Arab Emirates and Kuwait, as it seeks to extend its footprint.

But the expansion is not just for the company’s own benefit.

Part of the motivation behind it is the acceptance that we now live in a global marketplace and anything which makes life easier for the customer will, in turn, be beneficial to the business.

Kawam says: “Our main objective is to improve the 11

INSIGHT service for our customers, and with technology, it’s an ongoing process that never stops.

“Technology is moving very quickly and we are exerting all efforts to keep pace. E-commerce is having a huge impact on both B2B and B2C. “For B2B business, when they’re setting up in e-commerce, we will work closely with them and offer support because of our footprint around the globe. We have to be aware of how it affects our warehousing and delivery for the customer.

“Business is moving because of this, especially the retail industry and in the GCC. In Saudi Arabia, we had a meeting with a company few weeks ago, which is an e-commerce business. It started with 200 employees and they now have 1,400 employees in less than three years.

I was listening to them and thought it was quite interesting to see how business was moving and shifting.

“That’s why it’s always important that you listen to the customer and, from our perspective, they always have to be open to any new ways we can develop to improve our service to make sure that we can meet and fulfil our obligations, and also exceed the customer’s expectations.”

The GCC contributes 35% of GES’s business, so Kawam recognises that ensuring the company gets things right in the region is absolutely vital.

He says: “We have developed solid foundations, and continue to serve our core markets in the Middle East, the GCC and our global offices.

“In addition, we have established our presence in Europe and the United States of America, where we

“THAT’S WHY IT’S ALWAYS IMPORTANT THAT YOU LISTEN TO THE CUSTOMER AND, FROM OUR PERSPECTIVE, THEY ALWAYS HAVE TO BE OPEN TO ANY NEW WAYS WE CAN DEVELOP TO IMPROVE OUR SERVICE” Mustapha Kawam President and CEO of Globe Express Services 12

October 2017

GES collaborates with numerous shipping companies around the GCC

1,400

Number of employees at Globe Express Services

35%

proportion of GES revenue generated in the GCC

have the same opportunities and room for growth.

“There’s always room for expansion. We continue to pay close attention to technology while being focused on satisfying our customers.

“Having our own fleet and a strong setup - from warehouse to terminal - in Saudi Arabia, means that the expectations are at a much higher level in KSA, especially after 40 years of experience in the market.

This plays a critical role when expanding, and also when working with customers who are looking for a partner to provide them with an excellent service that allows them to focus on their core business.

“They focus on their work, while we take care of their supply chain needs from A to Z, offering tailormade solutions beyond shipping from port to port.”

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INSIGHT Looking a little outside his own comfort zone, Kawam points to an example from another industry which illustrates the importance of anticipating technological developments and keeping pace with competitors by not being resistant to change.

“Nokia was the leader in mobile phones for a long time,” he says. “But then the iPhone came out. Nobody had expected that that market was going to move as fast as it did, so you have to be ready for anything.

“You need to be able to anticipate and prepare for whatever may come next. You can’t afford to wait, otherwise you will eventually have to run and by then it might be too late.

“If that happens, other companies will be aware of it, and that’s why we as a company not only work to keep pace, but thrive to be pioneers in all that we do, ensuring we’re a few steps ahead.”

GES is set to announce further expansion into two new territories towards the end of this year and the beginning of next.

It all comes down to people, according to Kawam, whether you are talking about expanding into a new territory or ensuring that your business can adapt with the times.

He says: “It was March 2010, only a few months after the decision was taken, that we opened our office in Kuwait.

“The process was very simple and 14

October 2017

‘IT ALL COMES DOWN TO PEOPLE, ACCORDING TO KAWAM, WHETHER YOU ARE TALKING ABOUT EXPANDING INTO A NEW TERRITORY OR ENSURING THAT YOUR BUSINESS CAN ADAPT WITH THE TIMES’

Mustapha Kawam President and CEO of Globe Express Services 15

INSIGHT

“OUR EMPLOYEES UNDERSTAND THE IMPORTANCE OF COMMUNICATING AND WORKING AS A TEAM TOWARDS ACHIEVING THE SAME GOAL” Mustapha Kawam President and CEO of Globe Express Services

straightforward. The only thing we needed to be sure of was having the right people in the right place, managing and developing the business, and having a good market knowledge.

“Our employees understand the importance of communicating and working as a team towards achieving the same goal. They believe in the work they do, they take ownership, and succeed.”

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October 2017

It’s all very well saying that, but how does GES put it into practice?

Kawam references a story of how a warehousing contract was won because a staff member managed to input 2,000 different products into the GES system in just two days so that it could demonstrate it to the customer with their own stock already in the system.

Kawam says: “I was very proud of him because he took ownership

of it, and he wanted to do it to show the customer so that they understood it better.

“The customer said: ‘you’ve submitted your warehouse management system report showing our product, well other competitors have only shown their system showing different products. “‘You uploaded all the data ready in the system and you’ve shown us how it’s going to operate,’ and we won the project for a three-year contract. Thanks to the team, and them being proactive and going the extra mile. When you have the willingness to do it, you can do it.”

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THE GROWTH OF PRIVATE DATA: HOW THE MIDDLE EAST IS REACTING TO CYBER CRIME

Written by: DA N BR IG HTMOR E

TECHNOLOGY

Private data exchange between businesses is forecast to double its growth and outpace the public internet six times in volume by 2020. We spoke with Equinix MENA Managing Director Jeroen Schlosser to learn more about the global implications and how businesses in the Middle East can take advantage of interconnection services

TECHNOLOGY EQUINIX IS THE world’s largest data centre and colocation provider of private data exchange services.

Its recently published Global Interconnection Index report highlights the growing global shift of businesses towards closed networks; away from the public internet where they can interconnect their applications, data and services on a faster and more secure platform to meet the needs of increasing urbanisation.

So why should companies in the Middle East embrace a more connected future? Equinix MENA Managing Director Jeroen Schlosser explains: “If we look to the economy on a global scale we see a dramatic change with enterprises digitalising the way they do business, interact with their customers and execute their supply chain.

“It’s people driving this behaviour - with our mobiles and apps we expect immediate demand - which translates with the way businesses are doing their global trading. In more deregulated markets - Europe, America, Asia Pacific - it’s easy for enterprises to extend their services and enter a new geography. The ability to expand with other service providers 20

October 2017

in different markets is where the value lies for companies in the Middle East.”

Schlosser believes, in terms of digital transformation, companies in the region have some catching up to do on a global level. “It’s easy for those mature markets to expand into the Middle East with their services,” he warns. “Enterprises in the region need to be aware competition is no longer forced to have a physical presence before they can deliver a service. With a cloud provider and two or three other services online they can, almost overnight, join the market here.

That’s how easy and how disruptive digital transformation is. If you take the Global Interconnection Index and you see the growth of enterprise, it only reinforces the need to transform.”

OPPORTUNISTIC Equinix was founded in 1998 when, during a period of deregulation for network providers in the US, it seized the opportunity to build data centres - neutral buildings where companies could connect their networks.

“Because we were in the middle of all the networks we were able to offer the cheapest and fastest way to connect people with data,” remembers

Jeroen Schlosser Equinix MENA MD

TECHNOLOGY Schlosser. “That’s how we started to grow; first the carriers came in and then the financial industry – when you’re trading, even a millisecond has huge value. We offered the fastest point to get data from a to b and be at the heart of all the transactions.”

Equinix scaled from the US to Europe to Asia Pacific and is now active in 44 markets where more than 9,500 customers use over 180 data centres that host in excess of 230,000 connections between customers worldwide. With the company set to ramp its presence in the Middle East there are already three data

Cyber security risks are estimated to threaten

centres in the UAE. “We can bring all of our customers together in a highly secure physical environment with additional power and cooling systems so when they bring in their IT systems they are always available with no risk,” maintains Schlosser.

“For example, in Dubai there are more than 50 network providers who come together from Saudi Arabia, Bahrain, Kuwait, Oman and also European and Asian carriers, so we can connect all these services from our customers to where they need to be.”

Looking to the future, the increased interconnection bandwidth companies

According to Accenture, digital technology use is projected to add

60% $1.36

trn

of global businesses by 2020

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October 2017

in additional economic output in the world’s top 10 economies by 2020

Equinix is now active in 44 markets where more than

9.5k

customers use over 180 data centres

“…ON A GLOBAL SCALE WE SEE A DRAMATIC CHANGE WITH ENTERPRISES DIGITALISING THE WAY THEY DO BUSINESS, INTERACT WITH THEIR CUSTOMERS AND EXECUTE THEIR SUPPLY CHAIN” Jeroen Schlosser Equinix MENA MD

their service. We have architects who can sit with our customer’s teams and, based on the best practice that we see with customers globally, help them maximise the benefits of using our interconnection model. The key is that we are a neutral platform provider so, based on the internal skills of the customer and their existing partners, we can help with the gap of knowledge and their choice of what they need from Equinix and its customers in deploying their services.”

WORLDWIDE PARTNERSHIPS like Equinix can provide will be key to profitability as, according to Accenture, digital technology use is projected to add $1.36trn in additional economic output in the world’s top 10 economies by 2020.

So, how can Equinix help businesses meet the challenge to transform digitally and reap the benefits of a heightened global reach?

“We can work with customers to understand their digital needs, what applications they want to use and who they want to reach,” says Schlosser.

“We can advise them on which of our other customers can help them deliver

On a global level, Equinix work closely with the likes of Microsoft and Amazon in understanding their future markets and products and how they can assist them in enabling those markets. The innovation allowing it to drive interconnections is the Equinix Cloud Exchange.

“In the past we had all the physical connections between companies - a physical copper or fibre cable,” remembers Schlosser. “If somebody wanted a connection to another company two people had to go into the data centre and physically pull that cable. Cloud Exchange now allows our customers to 23

TECHNOLOGY

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October 2017

make connections in real time.

“With Amazon and Microsoft, we have built interfaces to their cloud products so a customer at an Equinix facility can real-time create the connection to these companies and immediately activate one of their services or products. In minutes, they have either expanded their capacity or expanded their compute or even opened compute in a new market. It’s like a user-generated switchboard with connections that are only open when you need them so they are more secure.”

The level of security offered by Equinix makes its offering attractive to the financial services industry worldwide, when cyber security risks are estimated to threaten 60% of global businesses by 2020. However, Schlosser is keen to emphasise the benefits for all companies whose customer experience is driven by online interactions. Flydubai CIO Ramesh Venkat has praised the “enhanced digital experience” Equinix has been able to offer. “In the Middle East, Flydubai wanted to make sure customers in any location could make a booking, pay for a ticket, have real time access to travel data 25

TECHNOLOGY

“THE FUTURE GOAL FOR EQUINIX IS ALL ABOUT FOLLOWING THE DATA AND KEEPING A CLOSE EYE ON WHERE PEOPLE NEED IT TO HELP THEM TAKE THE BEST POSITIONS FOR THEIR BUSINESSES” Jeroen Schlosser Equinix MENA MD

and check in online over a mobile device,” says Schlosser. “They needed guaranteed performance of their application and data allied with the necessary security so they utilise our Dubai data centre where they have migrated their in-house IT systems to interconnect with data providers, payment providers and cloud services that run their application.”

Elsewhere in the GCC, du, one of the major telecom providers in the UAE, has been able to utilise Equinix services to help their enterprise customers. “We work on offering different scenarios to enable them 26

October 2017

to connect their regional business to global business,” says Schlosser.

“For example, financial services that run their businesses in several Middle Eastern countries can have all their databases connected. We also offer multiple cloud access to aid du’s media cloud offering. The key with du is being their regional business hub for companies – enterprise, finance or media and content.” Du CCO Fahad Al Hassawi believes businesses should be looking to invest in transformation to enhance their customer experience: “Through our alliance with Equinix, we are offering

a true interconnected platform for the regional enterprises, banks, insurers and electronic payments firms to colocate critical IT and facilitate the operation of countless IT workloads.”

The future goal for Equinix is all about following the data and keeping a close eye on where people need it to help them take the best positions for their businesses. “The key points where data is exchanged or segregated is where Equinix wants to make sure it can provide a secure layer underneath that activity. That will remain our global focus,” maintains Schlosser. Meanwhile, his company’s

Middle East focus has already reaped rewards in just five years. “Five years ago, almost 95% of the data used online here was hosted in Europe or even further afield,” he remembers.

“We’re helping to change that. We stepped into the market to enable better interconnection in the region and to allow a lot of the data to come back into the Middle East for security and cost purposes, better availability and also for legislative reasons. So, we’ll keep pushing our presence and services here to allow enterprises and governments to further enhance their digital products and services.”

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TOP10 Middle Eastern Tourist Destinations The Middle East welcomed 53.6mn international tourists in 2016 (including 34.8mn originating from other countries in the region) which represented 4% of the world total (1.235bn). We chart the top 10 travel destinations in the region according to the latest figures from the United Nations World Tourism Organisation (UNWTO) report for 2017 Writ ten by DA N BR IG HTMOR E

TOURISM IS THE world’s third largest export category.

Expenditure by international visitors on accommodation, food and drink, entertainment, shopping and a range of goods and services in global destinations reached a figure of US$1,220bn for 2016 – an increase of 2.6% year-on-year (yoy). Despite a steep decline in Egypt, receipts from tourism only declined by 1.6% in the

Middle East where total expenditure by international visitors (including tourists originating from other countries in the region) clocked in at US$57.6bn (a 5% share of global receipts). Meanwhile, international arrivals in the Middle East are estimated to have decreased by 4% last year, with varied results across the region where solid growth in some destinations could not balance significant decline in others.

Sultan Qaboos Grand Mosque in Muscat 29

TOP 10

10 PALESTINE

VISITORS: 0.4mn TOURIST SPEND: $0.63bn (Est.)

Palestine’s visitor numbers may have fallen 7.4% yoy, but tourist spend is up by over $180mn. With a history that envelops more than a million years, Palestine has played an important role in human civilisation as the crucible of prehistoric cultures where settled society, the alphabet, religion, and literature developed. Featuring the key archaeological and religious sites of the three monotheistic faiths its popularity with tourists is sure to endure.

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October 2017

09 BAHRAIN

VISITORS: 1.2mn TOURIST SPEND: $1.2bn (Est.)

Last year the World Tourism Organisation reported that tourist arrivals for 2015 were up 43% yoy against 2014 in the Gulf kingdom. Bahrain’s tourism industry is growing rapidly and expected to post visitor numbers of around 1.8mn when the final figures are released. The Bahrain Tourism and Exhibition Authority (BTEA) now operates seven official representation offices worldwide to focus on source markets in Europe and Asia to create links with hotels, airlines, tour operators and cruise lines to drive growth.

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TOP 10

08 IRAQ

VISITORS: 1.5mn TOURIST SPEND: $2.4bn (Est.)

The north-east provinces include the autonomous region of Iraqi Kurdistan – a hotspot for tourism which was considered safe for foreigners but has been affected by the activities of ISIS. Yet, despite continuing volatility in the region, Iraq has posted consistently high tourism receipts achieving a 4.2% share in the Middle East in 2016, which puts it in sixth place for tourist spend.

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October 2017

07 LEBANON

VISITORS: 1.7mn TOURIST SPEND: $6.8bn (Est.)

Lebanon has seen tourist numbers increase by 11% yoy with a consistent pattern of growth being established since a previous high of 2.17mn visitors in 2010. Meanwhile, the country is ranked third in the Middle East when tourist spend is calculated.

A quarter century on from the conflict that left the country in ruins architects have redefined the Beirut skyline allowing a new generation of businesses to create hotels, restaurants, clubs and bars to offer some of the most vibrant hospitality in the region.

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TOP 10

06 OMAN

VISITORS: 2.1mn TOURIST SPEND: $1.54bn (Est.)

With visitor arrivals also up in Oman by 11% yoy, the country’s tourism and hospitality industry is gaining momentum with total investment in the sector set to hit $1.17bn by 2026, according to the World Travel and Tourism Council (WTTC). With six more airports either in planning or at the construction stage, and new attractions such as the $120mn futuristic theme park Majarat Oman, the future looks bright for tourism in Oman.

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October 2017

05 QATAR

VISITORS: 2.9mn TOURIST SPEND: $5.4bn (Est.)

Qatar is receiving an increasing number of Western tourists who can obtain a visa on arrival helping the region’s recent efforts to embrace sports and economic tourism bear fruit. Qatar’s improved total for tourist spend increased its market share to 9.4% despite a small drop in the number of tourist arrivals (by just under 1% yoy).

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TOP 10

04 JORDAN

VISITORS: 3.85mn TOURIST SPEND: $4.05bn (Est.)

The majority of Jordan’s visitors arrive from within the GCC states with pockets of religious tourists from the rest of the world drawn to historical and religious sites such as the River Jordan and Mount Nebo. The country has bounced back in 2016 with a 3% increase in visitor numbers. In fifth place when it comes to tourist spend, Jordan has a 7% market share of revenue in the Middle East.

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October 2017

03 EGYPT

VISITORS: 5.25mn TOURIST SPEND: $2.65bn (Est.)

The region’s average (-4%) was driven down

by Egypt’s sharp decline (-42%) following security incidents and the cautionary travel advice issued in some markets. However, arrivals started to recover towards the end of the year following significant promotional efforts which coincided with the winter season in European countries.

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TOP 10

02 UAE

VISITORS: 14.9mn TOURIST SPEND: $19.5bn (Est.)

The UAE may fall short of the top spot in the Middle East when it comes to visitor numbers (with a still impressive 28% market share in the region, up 5% yoy) but, when it comes to tourist spend, eclipses the Middle East’s top destination by more than $8bn. Its tally of $19.5bn (up 11% yoy) equates to a 34% market share of tourism revenue for 2016.

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October 2017

01

SAUDI ARABIA

VISITORS: 18mn TOURIST SPEND: $11.1bn (Est.)

Saudi Arabia is among the top 20 most visited countries in the world and continues its reign as the Middle East’s top destination with more than 3mn extra visitors compared to the UAE, having taken over from Egypt at the top of the chart at the turn of the decade. The country has achieved a 33% market share, with an increasing number of Muslims taking the annual Hajj to Mecca driving a 19% share of tourist spend in the region. Non-religious tourism is only open to citizens of GCC countries – general tourism is not allowed, and visitors require a local sponsor.

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Mashreq Bank and the science of finance Written by Nell Walker Produced by Stuart Shirra

41

Sandeep Chouhan, EVP – Group Head Operations and Technology, describes the ways in which high-level technology has kept the 50-year-old business at the top of its game in the UAE

M

ashreq Bank, the market leader in banking innovations in the UAE, is celebrating its 50th Year in 2017, having begun operations as Bank of Oman in 1967.

Over the past five decades, Mashreq has been serving residents and businesses in several countries tirelessly, never ceasing in its pursuit to be the most relevant and technologicallyadvanced business it can be.

With a background in mechanical engineering as well as banking, Sandeep Chouhan, EVP – Group Head Operations and Technology, is best-placed to bring his wealth of expertise into Mashreq. He has been with the bank since early 2015, after holding CIO and COO roles for over 30 years with the likes of Morgan Stanley, Barclays Bank, and Citigroup. In his role, Sandeep

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October 2017

leads the global transformation of Mashreq’s Operations and Technology across its international footprint.

Chouhan’s current responsibilities include the development of business transformation strategies – something of a strong suit for him, as it has become the backbone of his working life.

“My ability to transform businesses is the key differentiator I have based my career on,” Chouhan explains.

“My latest role in Mashreq is to lead a digital transformation across its global footprint with a core focus on the Middle East region, a place that is experiencing not just accelerated growth, but hyper growth.”

According to Chouhan, technology-led transformations are the only truly sustainable type of transformation, but they still come with their own challenges.

BUSINESS SERVICES

Sandeep Chouhan, EVP – Group Head Operations and Technology

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

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Within a well-established bank like Mashreq, the transformation has to be not just the best, but also the most seamless, and that begins with asking a few vital questions.

“The challenge is twofold. First, is the technology truly industrial?”

Chouhan ponders. “You have to catch it when it is on the upswing of the wave, and being able to determine the industrial nature of these technologies is the first step. Once you’ve established that, can it scale?

Is it secure? Does it have longevity?

“Second, you must think about your choice of partners and resources. A lot of technological innovation takes place through third parties, so the partners are the ones making the innovations, and as an end-user bank you want to partner with the right company, the right products, the right geographic reach, and aligning views.”

This is clearly a structure which works for a company that is often regarded as the most innovative bank in the UAE. Established by entrepreneurs, the pioneering spirit of Mashreq’s founders remains vibrant, even as – after 50 years – the

business prepares to transform again.

“The entrepreneurial spirit that represents Mashreq is forms our core DNA,” says Chouhan. “For the next 50 years, we want to continue to be the leading light in this transformative new age of banking for the UAE, the GCC region and the world.”

Chouhan is building on a wellestablished and well-loved heritage, but he and the business are confident and comfortable doing so, as constant evolution is part of the environment which Mashreq has created for itself.

“It allows for this innovative spirit to blossom into something we cherish deeply, and we protect that hard,” Chouhan says. “Interestingly, anybody who comes to the region and is looking for an innovative partner gravitates towards Mashreq because they know we have this heritage, this hunger, this open-mindedness to take up a very disruptive and transformative business model.”

The Digital Workforce While the banking industry has historically adopted a very human approach to business i.e. with a heavy

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

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MASHREQ BANK

HH Sheikh Mohammed Bin Rashid attending the 50th anniversary celebration for Mashreq

reliance on people to perform routine processes, Mashreq’s digital DNA does in fact drive every choice the business makes – even the creation of what Chouhan calls his ‘Digital Workforce’.

Even with his long technological background, Chouhan appears endlessly astonished by the speed at which all things digital change, and he chooses to embrace it. From the dot com and World Wide Web era, to the rapid evolution of mobile phones, to the ability to house terabytes of information in tiny containers, the

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last 20-30 years have enjoyed the quickest digital change in history.

Likewise, robotics has continued to advance. Specific to banking, the first robots ever introduced were ATMs. As technology and banking continued to collide throughout his career, Chouhan’s question was: where else could robotics be applied?

“We’ve seen the arrival of basic robotic tools performing repetitive tasks, to robots with natural language processing, to natural language generation, and cognitive capabilities,”

BUSINESS SERVICES

“Digital transformation is unavoidable.

It’s happening because multiple technologies are rapidly evolving all the time” says Chouhan. “Digital transformation is unavoidable. It’s happening because multiple technologies are rapidly evolving all the time. Mashreq is arguably the pioneer in the region to deploy robotic capabilities at multiple levels.”

“We believe the advancement we have seen in robotics capabilities from basic manual tasks to intelligent predictive tasks is happening because technology has bolted on pieces of different capabilities. The concept of a digital workforce emerged at Mashreq slowly, because as we began to roll

out repetitive manual processes the robotic elements were running, we realised that like a human worker, the digital worker also needs supervision.

It needs to be checked for accuracy, for productivity, it needs training and retraining – just like a human worker.

“With a digital worker you can skill-up with ease – a simple upgrade – but it’s still a worker.

The concept of supervising these technologies was at the heart of us acknowledging the digital workforce.”

Of course, Mashreq maintains a

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MASHREQ BANK

human workforce who, free of more menial tasks, are available to customers to answer in-depth enquiries, but the main advantage of the digital worker is speed. This is what customers value most, according to Chouhan; wait time and task processing time are reduced, and so any misgivings they may have about leaving their finances in the hands of robots are left by the wayside.

Agility as a service This ecosystem that Mashreq has developed runs on an agile methodology – a disciplined, collaborative business process

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that makes approaching high-end technology more manageable.

This extends, too, to the partner ecosystem whereby Mashreq allows partners to co-innovate.

“The partners should feel that they are getting something in return, and upgrading themselves through our partnership,” says Chouhan.

“Cyber security is also part of the ecosystem. The space, the depth, and the intensity at which transactions are getting digitised – and therefore the vulnerability involved – is increasing all the time, so you need to get the right cyber architecture in place at the

BUSINESS SERVICES

Mashreq’s Robotic Command Centre foundational level of the journey.”

Tackling multi-dimensional threats is a constant battle for a business like Mashreq, but as a bank which boasts many firsts in the region – the first to introduce ATMs and credit cards, to take on AI and use its incredibly advanced tools – it is better positioned than anybody else to tackle whatever digital transformation may throw at it.

“Mashreq is a pioneer, and we have close to 40 processes run by robots performing 100,000 transactions a

month, plus a robotic command centre to supervise the technology,” Chouhan states with pride. “We have many ambitious plans to grow across various areas, and revolutionise the customer experience. Half the battle is in making the customer happy, and the winner will be the institution who is able to solve the service experience game.

“The customer remains king in the game of service.”

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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

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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

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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

E N VA C

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

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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

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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.

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www.provektor.se

October 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%.

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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

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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

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Envac’s underground waste management system

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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.”

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TAIBA HOSPITAL

PATIENT CARE WITH PROMISE Written by: Catherine Sturman Produced by: Stuart Shirra

TA I B A H O S P I TA L

DEPUTY CEO OF TAIBA HOSPITAL, RASHED AL FADALA, DISCUSSES THE HOSPITAL’S GROWTH AND ONGOING FOCUS TO PROVIDE WORLD-CLASS TECHNOLOGIES TO GUARANTEE EXCEPTIONAL MEDICAL CARE

“

Success doesn’t have a stop point. It all starts with an idea that grows and develops gradually with perseverance, determination and hard work,” expresses Taiba Hospital’s Deputy CEO Rashed Al Fadala. A small family-run business, Taiba Hospital (formerly known as Taiba Clinic) has grown in prominence to become one of the most forward-thinking healthcare providers in Kuwait.

Utilising exceptional technologies and providing outstanding patient care fully enabled Taiba Hospital to attain Joint Commission International Accreditation (JCIA) back in 2010. Embedding best practices to deliver patient safety,

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the hospital has become one of the first medical facilities in the region to be recognised for its pioneering work. Taiba Hospital’s ongoing achievements signify its commitment to delivering the highest quality of healthcare, adopting US standards across its operations.

Reduced infant mortality rates and soaring life expectancy have led to growing population numbers in Kuwait, where healthcare has become a key focal point within both public and private medical sectors.

With a total population of 269,618 inhabitants back in 1960, according to The World Bank, the country is now home to 4,000,000 people.

Taiba Hospital’s continued success

TECHNOLOGY

Rashed Al Fadala Deputy CEO

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GE HEALTHCARE PROVIDES TRANSFORMATIONAL MEDICAL TECHNOLOGIES AND SERVICES T SHAPING A NEW AGE OF PATIEN ATC a distributor and solutions provider to over 500 healthcare facilities in the region started operations in 1981 as a medical equipment supplier to the Kuwait healthcare sector. Today, ATC has established itself as the leading end-to-end total healthcare solutions provider capable of delivering over 95% of a hospital’s requirement.

The Company has over 45% market share of the Kuwait medical equipment sector ranging from sophisticated equipment to hospital sundries.

ATC has been GE distributor in Kuwait for more than 30 years, working hand in hand together to help servicing the healthcare industry in Kuwait with state of the art technology and equipment, delivering preventive and curative solutions aiming to improve the quality of life (QOL) and general well-being.

ATC is currently serving over 1,000 customers in the State of Kuwait including government and private hospitals, dental practitioners, laboratories and physicians.

ATC employs over 1,590 people and is headquartered at Salmiya, Kuwait. The Company has been listed on the Kuwait Stock Exchange since 2007.

Tel: (+965) 222 47 444 | www.atc.com.kw

THAT ARE NT CARE.

“THIS SUCCESS WAS CONTINUED

BY RECEIVING THE BABY FRIENDLY HOSPITAL ACCREDITATION BY THE MINISTRY OF HEALTH, UNICEF AND WORLD HEALTH ORGANIZATION, TO BE THE FIRST PRIVATE HOSPITAL AND THE SECOND HOSPITAL IN KUWAIT TO RECEIVE THIS ACCREDITATION” – Rashed Al Fadala, Taiba Hospital Deputy CEO

Al Essa Medical & Scientific Equipment Co. W.L.L A Commitment to Excellence…

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Al Essa, with a long proven experience in introducing cuttingedge healthcare equipment and solutions from world-class manufacturers, makes them a leading solution provider In Kuwait with the following competencies : Design, Build and Equip Perioperative segment - OR | Anesthesia | PACU | ICU (Adult, Pediatric and Neonatal) Supply state-of the art Medical equipment for a wide range of treatment modalities Design and Deploy Enterprise wide Data Management Systems Provide Comprehensive Medical Laboratory and Digital Pathology Solutions Deploy Acute Care Telemedicine solutions Supply of Inpatient and Outpatient Pharmacy, Medication and Supply Management solutions Supply innovative solutions for sleep apnea management, oxygen therapy, noninvasive ventilation and respiratory drug delivery.

Deploy Integrated OR, Endoscopy and Computer Assisted Surgery Solutions www.AlEssaKuwait.com | medical1@AlEssaKuwait.com

TECHNOLOGY

alongside such growth has seen it totally new operating theatres.” undergo significant expansion works Quality has certainly been key and digitisation of its healthcare to the success of Taiba Hospital, services. The modernising of its highlighted by its international services whilst striving for operational certification in 2015 regarding its excellence has seen it further improve laboratory department from the its patient care delivery, delivering Clinical Pathology Accreditation long-term advantages for both (CAP), a leading organisation of nationals and expats in the region. board-certified pathologists.

Developing its services and “This success was continued by medical expertise across receiving the Baby Friendly the board, Taiba Hospital accreditation Hospital’s current from the Ministry of expansion works are Health, UNICEF and set for completion at the World Health the end of 2017, with Organisation. We a launch date for Q1 became the first Number of beds at 2018. This does not, private hospital Taiba Hospital however, mean that and the second innovation has stopped. hospital in Kuwait to “Such growth will guarantee receive this accreditation,” Al high standards in patient services, Fadala says with immense pride. providing the best doctors, facilities, Additionally, back in 2016, Taiba services and quality,” adds Al Fadala.

Hospital became the first hospital “We have doubled the size of the regionally and internationally to be hospital, upgraded the patient bed accredited in its lumbar decompression number to 110 beds, and improved and fixation programme, and the the coronary care unit (CCU), intensive first hospital in the Middle East to be care units (ICUs) and labour rooms accredited for its knee replacement with the latest machines, introducing programme by the JCIA.

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TA I B A H O S P I TA L

NEW TECHNOLOGIES On the back of such achievements, digitisation of its healthcare services, in addition to guaranteeing exceptional care go hand-in-hand. Becoming the first medical facility to install a hybrid theatre to support its ambitions to guarantee advanced patient safety, Taiba Hospital’s implementation of a new international coding system will support its ongoing diagnostics and medical facilities.

Bringing the use of advanced data analytics on board to support the delivery of personalised patient care, the move will ensure that all patients are discharged with positive experiences.

Furthermore, through the use of digitisation, the hospital is working to become increasingly sustainable by becoming a paperless facility.

“Going paperless with a wellplanned model that matches our staff and patient care will help Taiba Hospital ensure the patient care which we promise, alongside providing increased efficiency, better patient communication, and of course better outcomes for the environment,” adds Al Fadala.

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EXCEPTIONAL STAFF With a vision to encourage collaboration across the board, Taiba Hospital has attracted local talent, with highly-skilled professional doctors throughout its operations, making Taiba Hospital the target employer of Kuwaiti talent in the healthcare sector. “In 2017, we can proudly say that we have over 20 Kuwaiti doctors, from surgeons to consultants, in different departments who are ready to provide our patients with high standard services,” says Al Fadala.

“Our long-term vision at Taiba Hospital is to be recognised as the hospital of choice for patients, physicians and employees in the region. Our mission is to provide the community with patient-centred, compassionate, high quality healthcare with a strong focus on experience and wellness.”

TECHNOLOGY

Inside a futuristic Taiba Hospital reception area 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

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GE Bahrain: DELIVERING VITAL ENERGY SOLUTIONS Written by Catherine Rowell Produced by Heykel Ouni

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GE

With a rich, extensive history and a diversified portfolio, General Electric continues to go from strength to strength

E

stablished in the 19th century, General Electric (GE) continues to serve customers in a range of sectors, such as energy, transportation, aviation and healthcare. Acquiring a rich portfolio, the company successfully integrates hardware and software to enable customers to deliver positive economic and environmental impacts, whilst promoting sustainability, innovation and knowledge sharing throughout its operations. GE has produced multi-million-dollar cost reductions and savings for businesses globally, and expanded into Bahrain in the 1970s to support the inventory of company gas turbines. To this day, the company continues to deliver strong procurement and research services, with a focus on environmentally friendly solutions.

Employing over 2,000 individuals within eight countries, GE in the

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Middle East has built a number of strategic partnerships to ensure quality service delivery to clients and stakeholders. With a focus on reduced emissions, the company has invested $20bn towards clean research and use of clean energy sources, investing approximately $200mn in Middle East localisation initiatives over the last two years. The region has now become home to the King Abdullah University of Science and Technology, an Energy Power Technology Center, an Advanced Research & Technology Center in Qatar Science & Technology Park, the ConocoPhillips & GE Global Water Sustainability Research Center, amongst others.

Clean energy GE’s focus on providing energy saving solutions links with the company’s launch of Ecomagination, described

by GE Ecomagination Executive

S U P P LY C H A I N

GE in the Middle East has built a number of strategic partnerships to ensure quality service delivery to clients and stakeholders

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PASSION TO DELIVER WITH EXCELLENCE

ENGINEERING & CONSULTANCY SERVICES

OPERATION & MAINTENANCE

MENAISCO provide engineering, procurement and construction management “EPCM” services for power, O&G and infrastructural projects.

MENAISCO offer a wide range of intergrated plants operation & maintenance “O&M” services to improving cost, safety and reliability.

OUTAGE SERVICES

TECHNICAL ASSISTANCE

MENAISCO provide premier, valueadded to the CI, HGPI, MI and overhauling outage services for power and oil & gas customers.

The professional and multi- disciplinary approach of MENAISCO specialists has earned the respect of key players in the MENA region to become the preferred choice for leading industrial corporations.

POWER PLANT COMMISSIONING MENAISCO has long experience in commissioning different types of power plants i.e. thermal, simple cycle and combined cycle power plants.

STAFFING SOLUTIONS Our ability to execute projects and/or mobilise support within quality, time, budget and within the applicable regulatory framework has made us the preferred choice of industry leaders in the MENA region.

A pioneer firm headquartered in KSA; with its shareholders roots in business since 1965; provides comprehensive Field Engineering Solutions and Technical Services in MENA Region with extended services covering Urban Planning, Geomatics, multidiscipline engineering and manpower supply through its sister company AHCEC. Across a project life cycle , from construction , installation and commissioning to operations and maintenance MENAISCO has a successful track record mobilizing thousands of experienced technical talent across various regional O&G and Power Generation projects. Our strict commitment to Quality and HSE is our gateway for continued success and building partnerships with our valued clientele base.

www.menaisco.com

S U P P LY C H A I N

Director Debora Frodl as “creating wind turbines in the region, which will innovations which make both be situated within nine wind farms. economic and environmental sense Additionally, the new wind farms for customers.” In the last 10 years, will become digital. Incorporating GE has amassed over $230bn in GE’s Predix cloud software, which revenue and reduced its emissions enables companies to analyse worldwide by 12 percent, with a goal large volumes of data through an to reduce this further by up to 20 integrated service, the turbines will percent. With an additional $10bn produce significant data analytics placed within research and and high-quality insights in realdevelopment operations, time, increasing overall GE continues to energy production and push the use of detection of any issues, renewables and has therefore reducing The number of put aside $13bn costs. Becoming a in energy assets employees at GE platform-as-a-service to develop this (PaaS), Predix also objective further. works with a number Consequently, of industrial apps, and approximately 40% of allows users to access electricity generated in the information, anytime, anywhere.

Middle East is produced by wind GE’s success with wind energy power as a result of GE’s persistent has seen the company recently sign drive within the renewable sector. a cyber security agreement with The company has provided over Invenergy in the US to secure its a thousand turbines in the Middle fleet of turbines, becoming one of East, which will be further expanded the largest cybersecurity deals in through a recent agreement by GE history, totalling $13mn over 10 years.

Renewable Energy and Fina Enerji in The implementation of GE’s Turkey. GE is set to provide 150 new digital platforms has enabled an

10K

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GE

overall increase in clean energy worldwide by up by up 20%. Juan M. de Bedout, CTO, GE Energy Connections Global research centre has said in whitepaper ‘The Digital Grid and the Environment’: “Our evolving portfolio of digital grid solutions provides new tools for our customers to run their systems more optimally, while at the same time improving their carbon footprint.”

With increased productivity and efficiencies, over 90 products from GE’s portfolio have now been certified as energy efficient. Furthermore,

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throughout its operations in the Middle East, the company purifies 800mn litres of water for drinking, irrigation and various uses across the Middle East and North Africa region, with Water and Process Technology facilities situated located in Saudi Arabia, the UAE and Kuwait.

Transportation GE’s commitment to providing new, transformative solutions repeatedly impacts the logistics and distribution sector. Enabling companies to move goods with reduced fuel and

S U P P LY C H A I N

“Our evolving portfolio of digital grid solutions provides new tools for our customers to run their systems more optimally, while at the same time improving their carbon footprint”

emissions, Predix software is also incorporated, providing significant data analysis. The company also acquired cloud-based software ShipXpress in 2016 to support the company’s supply chain operations and services, improving shipping visibility within the rail supply chain.

A Letter of Intent with the Ministry of Transportation (MoT) and Egyptian National Railways in the Middle East has also recently been signed by GE. The company will supply 100 GE ES30ACi Light Evolution Series Locomotives,

which will be used for passengers and freight, as well as a 15-year agreement for technical support.

Totalling $575mn , the agreement has become the largest between the two parties, signifying GE’s dominance within the market. The figure also encompasses technical training aimed at improving the skills of local engineers and workers.

Medhat Shousha, Chairman of Egyptian National Railways,

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GE

‘We are looking forward to bringing the latest technologies to improve rail infrastructure in Egypt. Together with GE, we will work on enhancing the efficiency of rail transportation for both freight and passengers’

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S U P P LY C H A I N

commented: “We are looking forward to bringing the latest technologies to improve rail infrastructure in Egypt. Together with GE, we will work on enhancing the efficiency of rail transportation for both freight and passengers.”

Utilising analytics to transform data into cost saving solutions and reduced emissions, GE’s aviation arm can utilise apps to analyse fuel consumption through Predix. Companies can also personalise flight routes, the overall weight of the aircraft and track its progress, in addition to detecting any potential issues. GE Aviation Service grown significantly in the Middle East, serving over 200 customers in more than 70 countries. With over 50mn passengers, there are approximately 2,000 GE jet engines which support airlines in the Middle East. The company even houses an Emirates Test Engine Facility in Dubai in order to cater for regional and international clientele.

Commitment to communities and staff With a manufacturing facility in Riyadh, Saudi Arabia, GE’s healthcare arm in the Middle East places a significant emphasis on staff development and training. With support and training centres situated in the region, over a thousand biomedical engineers have been trained by GE Healthcare in the last five years. Over 70% of hospitals have also adopted GE’s products and services, with a focus on providing high quality care and research development. The

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company’s venture Healthymagination will ensure significant investments within this area.

With a number of growth opportunities in the Middle East, GE’s is investment in staff development and community work has provided an edge to the company’s operations.

With a Graduate Management Program located in Bahrain, GE aims to develop talent in the region, and encourage staff to undertake voluntary work to support the local community. The company has even launched The Women’s Network, encouraging women to pursue and develop their professional talents and skills at the company.

GE’s operations within the Middle East and worldwide are diverse, and will continue to thrive through significant investment and innovative technologies. Watch this space.

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500mn GE’S ANNUAL REVENUE (USD)

S U P P LY C H A I N

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gitex.com

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