Business Review Middle East - March 2017

March 2017

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>Top 10 events to attend in H1

>Inside the Dubai Chamber of Commerce

NationalBank ofAbuDhabi< Procurementâ&#x20AC;&#x2122;s place in banking_ >DHL Supply Chain: making

Hyperloop<

The 12-minute shuttle from Abu Dhabi to Dubai

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EDITOR’S COMMENT

Hyper drive HELLO AND WELCOME to the March edition of Business Review Middle East.

We start this edition with a look at Hyperloop, a new transportation system making waves and one which has the potential to change the way we commute and transport goods forever. This landbased rocket-like system can fire people and cargo through a tunnel so fast it can travel from Abu Dhabi to Dubai in 12 minutes.

Also looking to transform the supply chains of companies across the region is DHL Supply Chain.

I spoke to Nick Murray about the company’s progress in Saudi Arabia and ambitions for the wider GCC area. Alongside this you will find exclusive insights from National Bank of Abu Dhabi, Corniche Hospital, Gulf Drug and several other industry leaders.

Finally, our top 10 charts some of the region’s most important business events taking place before the end of H1, while I provide a potted history and profile of the Dubai Chamber of Commerce.

As ever, join the debate @BusinessRevME

Enjoy the issue!

Tom Wadlow Editor tom.wadlow@bizclikmedia.com

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NTS FCEO NATTE U RES

F E AT U R E S

DUBAI CHAMBER: THE ECONOMIC ENABLER

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PROFILE

TECHNOLOGY

LIST

TOP 10 EVENTS to look out for in 2017

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HYPERLOOP ONE: The 12-minute shuttle from Abu Dhabi to Dubai

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C O M PA N Y P R O F I L E S Gulf Cooperation Council Interconnection Authority Supply Chain

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DHL Supply Chain Supply Chain

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National Bank of Abu Dhabi (NBAD) Supply Chain

Hala Supply Chain Services Supply Chain

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The Central Bottling Company Group Technology

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Park Key Technology

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Dimension Data Middle East and Africa Technology

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Meitav Dash Technology

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Corniche Hospital Healthcare

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Gulf Drug Healthcare

Anglo Arabian Healthcare Healthcare

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PROFILE

DUBAI CHAMBER: THE ECONOMIC ENABLER For more than 50 years the Dubai Chamber of Commerce and Industry has been promoting the interests of the emirateâ&#x20AC;&#x2122;s businesses Wr i t t e n by : TO M WA D LOW

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IN ITS RELATIVELY short history, Dubai has transformed from a small coastal community into arguably the world’s most advanced economic centre. Officially founded in 1833, the emirate was far from a global financial powerhouse, a far cry from those in the midst of industrial revolution across large swathes of Western Europe.

Fast forward to today, and the rest of the world is now playing catch up.

With a population of little over 2.6 million, the city’s GDP reached an impressive $82.87 billion in 2014, which translates to $24,866 per capita.

Rapid growth since 1965 Few would have envisioned the Dubai of today more than 50 years ago. Established in 1965 by a decree issued by the late Ruler of Dubai, Sheikh Rashid bin Saeed Al Maktoum, the Dubai Chamber of Commerce and Industry was formed with a clear mission in mind: ‘to represent, support and protect the interests of the business community in Dubai’.

Dubai Chamber began life with 450 members and 12 on its board of directors – now the organisation has more than 193,000 members which

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PROFILE represents a 200-fold increase.

Its physical presence today comprises a head office branch, and three further offices spread across the city. The branch can be found in Jebel Ali Free Zone and the three extra offices are located in Dubai Airport Free Zone (DAFZA), JAFZA 14 and Dry Port Customs Building in Al Aweer.

Dubai Chamber’s portfolio of services has expanded in its bid to make doing business in the emirate as straight forward as possible.

From dispute resolution and providing research to organising trade fairs and offering legal advice, the organisation has more than succeeded in promoting Dubai as an international business hub.

Forward thinking Helping to put Dubai on the map are international industry events. In December, Dubai Chamber and the University of Dubai jointly hosted the two-day World Finance and Banking Symposium at the university’s new premises in Dubai Academic City.

The global event, which was held for the first time in Dubai, saw the participation of nearly 200 academics and representatives from local and 10

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‘ D UBAI CHAMBER BEGAN LIFE WITH 450 MEMBERS AND 12 ON ITS BOARD OF DIRECTORS – NOW THE ORGANISATION HAS MORE THAN 193,000 MEMBERS WHICH REPRESENTS A 200-FOLD INCREASE’ foreign banks who presented 174 research papers covering a wide variety of issues that are impacting the global finance sector Commenting on the event, H.E. Hisham Al Shirawi, 2nd ViceChairman, Dubai Chamber, said: “We are delighted to be hosting this prestigious event as it aligns with Dubai’s strategy to become a knowledge hub for the wider MENA region, as well as a society that embraces new ideas and innovative thinking.”

In November, new research from the Chamber and PwC saw Dubai jump to 15th on the Global Innovation Index, a study of the 28 most innovative

DUBAI CHAMBER: THE ECONOMIC ENABLER

cities in the world. This year, the emirate moved up one position and outperformed business hubs such as Madrid, Milan, Shanghai, and Moscow.

New York secured the top position in the index, while London fell to fourth place after coming first last year. European cities ranked higher in general due to an increase in investments on skills and talent, while GCC cities scored high marks in the political, economic and social indicators category.

The Dubai Innovation Index, one of the leading pillars of the Chamber’s innovation strategy, highlighted the Dubai government’s ongoing efforts in spearheading innovation initiatives in the emirate, the private sector’s significant contribution, and increased public-private sector collaboration.

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PROFILE The Chamber is also recognising innovation of regional GCC businesses. On February 21, distinguished international and local business leaders and top executives will gather at the Dubai Chamber Award Ceremony to recognise and celebrate companies that exhibit exceptional business performance that contributes to the economic development of the GCC. The perfect partner It is perhaps fitting to end with a snapshot of the President and CEO Hamad Buamin’s message, published alongside the launch of the Chamber’s new website, granting access to businesses all over the world to all they need to know about trading with Dubai.

He says: “The whole approach of the website is to assist you in doing business in Dubai, with Dubai, as easily and profitably as possible. This is a mutually beneficial arrangement that will help you grow your company and will also help Dubai maintain its position as one of the world’s top cities in terms of the ease of doing business.

We are confident that you will find us your perfect partner in prosperity.”

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DUBAI CHAMBER SERVICES • Dispute resolution (mediation and arbitration) • Issuing certificates of origin & ATA Carnets • Legal services • Receiving foreign commercial delegations & sending delegates abroad • Organizing trade fairs & economic forums • Organizing training programmes for entrepreneurs • Serving business groups & councils • Providing credit rating services • Business matching services • Access to updated research and numerous reports • Additional services that meet help members to network and grow, thereby enhancing the investment environment in Dubai

DUBAI CHAMBER: THE ECONOMIC ENABLER

Dubai Chamber building

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Caption by M. Justin Wilkinson, Jacobs at NASA-JSC

TECHNOLOGY

TECHNOLOGY

FEW PEOPLE WOULD imagine commuting the 90-mile journey from Abu Dhabi to Dubai in 12 minutes. That was until a 500mph rocket-like shuttle arrived on the scene.

The Hyperloop One system is set to transform the transportation and travel industry, massively reducing the travel time between destinations.

Significant developments have hit key milestones, where a threekilometre safety test track in the 16

March 2017

Nevada desert is currently under construction in order for the hyperloop to undergo vital testing, highlighting any potential flaws or revisions in the current design, which will create a seamless transportation method for passengers and cargo.

So, what is Hyperloop One? In interviews, Elon Musk, who had originally set the wheels in motion, has described the Hyperloop as â&#x20AC;&#x153;a lowpressure tube with a pod in it that runs

HYPERLOOP ONE

Rob Lloyd, UAE

‘ Hyperloop One has put a business case forward to link Helsinki with Stockholm through a new 500km Hyperloop system, which would reduce travel time between the two regions to just 30 minutes, rather than undergoing traditional routes which can take over 12 hours’ on air skis, with an air compressor on the front that’s taking the highpressure air build up on the nose, pumping it through the air skis.” A somewhat ambiguous description

which gives nothing away; however, the need for a new transportation system has become ever more apparent, with trains, roads and air travel becoming increasingly 17

TECHNOLOGY DevLoop installation

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‘ Hyperloop One’s recent partnership with Dubai’s Road & Transport Authority will bring the project ever closer to the city, reducing the time taken from Abu Dhabi to Dubai to just 12 minutes, rather than a traditional two-hour journey’

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Station interior render

congested, significantly impacting on the quality of life for commuters and levels of personal satisfaction for many. The new Hyperloop system will be built to move both commuters and cargo safely and sustainably, and will also be more cost-effective, becoming the same price as a normal bus ticket.

How does it work?

Commuters will be directed to a numbered gate, where they will then be placed within an electromagnetic, pressurised hyperpod which can accommodate up to six individuals within an enclosed system. Hyperpods will then travel through the built transportation system via the use of a linear motor, reaching speeds of up to 900km per hour. Pods will be available every 10 minutes in order to keep people moving and for commuters to reach their destinations quickly and efficiently. In an interview, Andrea Vaccaro, Director of Safety and Engineering for Hyperloop One has stated that the aim of the Hyperloop is to “deliver the safest transportation system on earth.” Not only will such developments increase the quality of life for commuters, but it will also 20

March 2017

“ A low-pressure tube with a pod in it that runs on air skis, with an air compressor on the front that’s taking the high-pressure air build up on the nose, pumping it through the air skis” – Elon Musk, CEO and CTO of SpaceX

HYPERLOOP ONE

promote and encourage further corporate and economic opportunities worldwide.

Similar to the everyday metro line, the Hyperloop will be constructed underground to ensure increased health and safety for commuters. Rob Lloyd, CEO and Board Member of Hyperloop One has said in support of the new system: â&#x20AC;&#x153;The Hyperloop fits very seamlessly with existing transportation corridors.â&#x20AC;?

Approximately 200 workers have been

brought on board to undertake this iconic project, ranging from engineers and designers, to builders and machinists in the construction and development of the Hyperloop.

Although many will be concerned regarding the cost of such an innovative project, it has been designed to be highly sustainable and cheaper to construct that other transport systems in development.

Hyperloop will incorporate a number of sophisticated technologies and will 21

Welding grind HQ lev rig

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also utilise solar power, ensuring it creates more power than it would otherwise consume in comparison to traditional modes of transportation.

Where is the Hyperloop being developed?

Routes for Hyperloop are currently being developed in five countries, regarding which the company has stated: “The goal is to be moving cargo by 2020 and passengers by 2021.” The Hyperloop has garnered a multitude of support and investment from a multitude of companies, which view its potential within the transformation of current infrastructures. Companies such as GE Ventures, Sherpa Capital, Zhen Fund and FAST Digital have enabled the company to receive an investment of over $160 million.

To ensure that the Hyperloop’s design will remain functional worldwide, the system is being developed in several climates with varying temperatures in order to highlight the impact on current models.

James Coutre, Director of Project Engineering for Hyperloop One has said: “The extreme temperatures in

“ The goal is to be moving cargo by 2020 and passengers by 2021” – Rob Lloyd, CEO and Board Member of Hyperloop One Dubai for example can affect the tube, with bigger thermo-expansion joints needed potentially. This can also affect the pod, in which they will need greater on-board cooling capacity, in addition to a sandy environment which will need to be looked at to ensure longevity.” Hyperloop One’s recent partnership with Dubai’s Road & Transport Authority will bring the project ever closer to the city, reducing the time taken from Abu Dhabi to Dubai to just 12 minutes, rather than a traditional two-hour journey.

Bjarke Ingels Group, Arup and AECOM are currently working with Hyperloop One to develop the pods and transportation system, alongside a number of design and engineering firms, such as SYSTRA, Deutsche Bank and General Electric (GE), ensuring they meet all targets.

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TECHNOLOGY Further development The aim of Hyperloop will be not only to transport passengers from A to B, but also to ship cargo more effectively.

Hyperloop One’s recent partnership with DP World in Dubai, the third largest port and terminals operator, located within Jebel Ali, will provide increased efficiency and economic growth. An investment from DP World has enabled Hyperloop One to raise a further $50 million to develop the system. Sultan Ahmed Bin Sulayem, Group Chairman and CEO, DP World has stated: “It is an innovative solution that holds tremendous potential for enhancing our operational efficiencies and ensuring smoother and faster Hyperloop One desert tube

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trade flows.”

Hyperloop is investigating further potential areas to develop the system, undergoing research in Switzerland, Los Angeles, Finland and Russia, incorporating a number of engineering, design and technological experts.

Hyperloop One has put a business case forward to link Helsinki with Stockholm through a new 500km Hyperloop system, which would reduce travel time between the two regions to just 30 minutes, rather than undergoing traditional routes which can take over 12 hours.

With the aim to begin transporting passengers in 2021, Jakob Lange, BIG Partner & BIG Ideas Director has commented: “We’re in a new time now, where you can actually develop a new transportation system in a few years and change the world.”

Josh Giegel, President of Engineering for Hyperloop One, has supported by stating: “We don’t sell cars, boats, trains, or planes. We sell time.” The Hyperloop will provide future positive change and economic growth, providing a multitude of advantages which will be felt worldwide.

Desert installation

TOP 10 EVENTS to look out for in 2017

TOP 10

Business Review Middle East rounds up a range of business events taking place across the region over the rest of H1 Written by: CHLOE LEWIS

TOP 10

09 Construction Week Awards Oman 2017 Date: Monday March 13

10 Caterer Middle East: Food & Business Conference Date: Tuesday March 7 Loc.: Dubai, United Arab Emirates

The sixth annual Caterer Middle East: Food and Business Conference will be held on Tuesday March 7 and will combine all areas of the food and business industry, including the business of food, the kitchen and bar and nightlife. Debates will be offered in these areas in the one-day event. The event is designed to put the Middle East on the culinary map, and will see more than 150 owners, food and business directors, chefs and general managers meet and learn from one another. Attendance is by invitation only and represents the best people in the restaurant and food outlet industry.

More information: CLICK HERE

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Loc.: Muscat, Oman

The Construction Week Awards is currently in its sixth year, and has become a popular event for the construction community in the Sultanate of Oman. Construction companies and professionals currently active in Oman can submit nominations across 13 awards categories which are designed to recognise and reward individual excellence, corporate prowess and project success.

The awards programme gives a platform for companies to put their best work up against that of other.

More information: CLICK HERE

EVENTS TO LOOK OUT FOR IN THE REST OF H1 2017

08 Digital Studio Awards 2017 Date: Wednesday March 22 Loc.: Dubai, United Arab Emirates

The Digital Studio Awards are a showcase of industry talent for the TV, film and broadcast production sectors in the Middle East. More than 300 senior figures from the region’s studios, broadcasters, pre-production and post-production facilities gather at the awards to witness the winners. The awards are held on the second evening of CABSAT – the Middle East’s largest broadcast and satellite trade show and are well established as the defining awards programme in the region. The 2017 awards will see the 13th instalment of the awards, acknowledging the best industry achievements in the Middle East. Attendees will often include industry leaders, local celebrities and Academy Award winners.

More information: CLICK HERE

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TOP 10

07SME World Summit 2017 Date: Wednesday March 22 Loc.: Dubai, United Arab Emirates

The SME World Summit celebrates the hopes and ambitions of each entrepreneur who overcomes challenges to be a successful businessperson. The event is organised by SPI Group, a B2B engagement platform, who have a large portfolio of leading conferences and summits, focused on B2B audiences. It gives business leaders the chance to exhibit their products and services and engage with thousands of entrepreneurs and senior decision makers. The companies who attend the event are service providers or have relevant products that target SMEâ&#x20AC;&#x2122;s or Government.

The categories for the event are Tech Enablers: tech companies that provide software or hardware services; Smart Future: companies fostering innovation such as product and service orientated companies; and Service Providers: companies that provide the tools and services that help make the journey for entrepreneurs easy.

More information: CLICK HERE

06.GOV Awards 2017 â&#x20AC;&#x201C; Abu Dhabi & Federal Government Date: Wednesday March 29 Loc.: Abu Dhabi, United Arab Emirates

The .GOV Awards were introduced in 2015 to honour the achievements of the government sector in the IT field. The awards programme was established to highlight the progress that the Gulf region has made in the field with the use of IT to drive progress and improve lives. The first part of the awards will be held in Abu Dhabi, and will recognise government departments in 16 award categories based on skills of individuals, projects and implementations. Sponsors for the event include Accenture, Ericsson, Fortinet, Unify and Skyline University College.

More information: CLICK HERE 30

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EVENTS TO LOOK OUT FOR IN THE REST OF H1 2017

More information: CLICK HERE

05Time Out Dubai Music & Nightlife Awards 2017 Date: Wednesday March 29 Loc.: Dubai, United Arab Emirates

The Time Out Dubai Music & Nightlife Awards is now entering its eighth year, and are the only awards ceremony dedicated to celebrating Dubaiâ&#x20AC;&#x2122;s nightlife and the people behind it. Time Out Dubai is known for posting honest, independent reviews and opinions, and the awards are a significant event for the people involved in the nightlife industry. The awards have no external nominations, no advertiser influence and no public vote. All the awards are decided and delivered by the people who work for Time Out Dubai. The team of reviewers score each venue, concert and night according to a set criteria, and those that score the highest are recognised at the awards.

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More information: CLICK HERE

0413th International Property Show Date: Sunday April 2 –

Tuesday April 4 Loc.: Dubai, United Arab Emirates The 13th International Property Show was established in 1990, and gathers the most influential property businesspeople from the office, residential, healthcare, sport, logistics and industrial sectors to network and learn. The show is the leading consumer event in Dubai, making it the perfect place for international and local real estate markets to showcase residential, commercial and mixeduse real estate products. Currently, the UAE real estate market continues to show clear, sustainable growth, so this year’s Property Show is set to be one of the most exciting yet; giving service providers the opportunity to find new premises, developers the chance to showcase projects and business services to highlight expertise to property professionals.

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03Annual Investment Meeting Date: Sunday April 2 –

Tuesday April 4 Loc.: Dubai, United Arab Emirates Annual Investment Meeting is an event focusing on foreign direct investment in growing markets.

It is known as the platform for networking, business development, expansion and learning. The theme of the 7th Annual Investment Meeting will be ‘International Investment, the Path of Competitiveness and Development’. The meeting will outline the main factors of competitiveness of the national economic environment such as economic performance, government efficiency, business efficiency and innovative capability. The event will also cover how to attract the right kind of international investment that contribute to the competitiveness of national economies.

More information: CLICK HERE

EVENTS TO LOOK OUT FOR IN THE REST OF H1 2017

02Dubai International Government Achievements Exhibition Date: Sunday April 2 â&#x20AC;&#x201C; Tuesday April 4 Loc.: Dubai, United Arab Emirates

The Dubai International Government Achievements Exhibition (DGAE) has become known as the benchmark as a showcase of public sector excellence, where all local authorities, institutions, departments and agencies reveal their most effective programmes and solutions. The exhibition gives the opportunity to participating institutions to share achievements while also receiving feedback from other leaders in the industry. In the fifth DGAE, Dubai Government hopes to establish international cooperation hubs on government administration best practices and principles. A large number of local governments from around the world have been invited to the event.

More information: CLICK HERE

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01Airport Show 2017 Date: Monday May 15 â&#x20AC;&#x201C; Wednesday May 17 Loc.: Dubai, United Arab Emirates

The Airport Show is now entering its 17th year, and is the worldâ&#x20AC;&#x2122;s leading B2B event for airport procurement, supplies, solutions and technology. It provides an ideal platform for companies to showcase airport and aviationrelated products and services. Last year, the event had over 7000 aviation professionals attend, who networked and sourced product requirements at the show. More than 300 leading companies from around the world are expected to participate in the 2017 event, offering products and services to the 7000 attendees. More than 200 hosted buyers and 60 regional aviation authorities are also expected to be there.

More information: CLICK HERE

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EVENTS TO LOOK OUT FOR IN THE REST OF H1 2017

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Leaders of transformation

in times of change

Written by Tom Wadlow Produced by Heykel Ouni 37

D H L S U P P LY C H A I N

DHL Supply Chain is looking to build on a proven track record in the Middle East by introducing transformational services it has long provided for clients around the world. With economic conditions in the region changing, now is the right time for businesses to evaluate their supply chains

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ith change and challenge comes opportunity. It is no secret that the economic realities in the Middle East have transformed markedly over the past year thanks to sharp falls in the price of oil, the longstanding bedrock of the region.

But, with businesses seeking to make adjustments to their supply chains or expand further down the value chain to open up different revenue streams, opportunities for the economies of the GCC to diversify are opening up.

Enter DHL Supply Chain. As the contract logistics division of DHL,

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which has more than 40 yearsâ&#x20AC;&#x2122; experience in the Middle East with DHL Express, the supply chain unit is looking to build on the bridgehead it has formed in Saudi Arabia since 2003. Proven provider of key supply chain services in the energy and health sectors, the company is in a position to help navigate clients from all industries through new challenges that lie ahead.

Nick Murray has been DHL Supply Chainâ&#x20AC;&#x2122;s General Manager in Saudi Arabia for three years.

Having worked for the company in emerging markets across Europe and Asia for the past 16 years, he

Nick Murray General Manager Saudi Arabia

Murray joined DHL in 2003 and has spent most of his career developing emerging markets such as Central Europe, Asia and now the Middle East. He is responsible for the Saudi Arabian business unit; encompassing service provision for numerous blue chip customers in the Energy, Engineering, Healthcare and Consumer Goods sectors. DHL Supply Chain’s services in the country range from the Distribution of Oil Field Supply Materials across Saudi Arabia; global collection and importation into the Kingdom of engineering parts for major industrial plants and also medical supplies and foodstuffs supply chain services. Before taking up his present role, Murray was the Vice President of Sales for North Asia based in Shanghai and prior to that, the Managing Director for DHL Supply Chain in Hungary and Romania, all roles with a focus on expanding DHL’s business presence in markets undertaking considerable change. Before joining DHL Murray started his career in international companies, listing only a few for Mayne Nickless Logistics in Australia and SE Asia, P&O in Eastern Europe and Nestlé in the UK. In these roles Murray developed a passion for operations management and for engaging with diverse teams from many cultural backgrounds, all working together to serve a variety of customer demands and challenges and meet their changing strategic requirements for the supply chain. Nick holds a Master’s Degree and a Bachelor of Science Degree from the University of Huddersfield in the UK. In his spare time he enjoys walking mountains, cycling and scuba diving. Murray is a keen traveller with his wife and family enjoying the vast variety of local culture in the region.

S U P P LY C H A I N

“Companies in the Middle East have been forced into re-evaluating the ways they do business, and this is where we can step in and help” is now charged with implementing the sorts of transformative services provided by DHL Supply Chain in other parts of the world. And there is no better time to do so.

“Companies in the Middle East have been forced into re-evaluating the ways they do business, and this is where we can step in and help,” he says. “There is also a firm belief that the Gulf should play more of a leading role as a logistics hub for the Middle East and Africa region, even the world.”

New times, new services The scope for businesses to transform their supply chain processes excites Murray, who describes some of the new services that can be offered to companies all over the Middle East.

“Examples of these include taking on inventory ownership for clients to

release inventory off of their balance sheets,” he explains. “We will then provide the physical logistics services on top of the inventory ownership service. We have also taken over assets in companies’ supply chains, for example warehouse networks that may have been acquired off the back of a long term logistics deal. These are the types of big structural transformations that we see as being hugely relevant for businesses in the Middle East today.”

Leveraging the power of DHL’s global operations is another huge advantage that can be rolled out to clients in the region. Through divisions such as Express and Global Forwarding, DHL Supply Chain is able to collect products from vendors all over the world, transport into Saudi Arabia, clear customs and deliver to customers’ doorsteps. “This allows them to

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access a global network of potential suppliers and maintain control of their supply chains,” Murray adds. “We effectively cut the middle man out.”

The Middle East public sector is another area which DHL Supply Chain is likely to approach, drawing on successful examples from the UK. The company recently won a bid to procure, supply and distribute uniforms for London’s Metropolitan Police force. DHL Supply Chain also has a long-standing partnership with the country’s National Health Service, which involves the procurement of consumables and nonpharmaceutical products.

In the aviation arena, a partnership with a food production company has enabled British Airways to reduce flight turnaround times and cut down on waste in its supply chain. Murray explains: “We’ve designed specific vehicles with two decks to optimise the loading and unloading process, meaning we can get the catering and cleaning crews on at the same time, cutting down time spent preparing aircraft between flights. The waste food is recycled into dried pellets which heat up water to clean trays, which can then be reused.”

It is these sorts of innovations to the supply chain which Murray believes can greatly benefit transforming businesses in the Middle East during times where change is needed to tackle fluctuating economic circumstances.

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Aims International General Trading & Contracting Company (AIMS) Aims International provides a variety of solutions and services; we offer the best of service in transport and logistics, Heavy Equipment, oil and gas, Emergency response training and Corporate Security Services. www.aimsinternational.net | info@aimsinternational.net

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S U P P LY C H A I N

Tried and tested

or materials for oil companies. This DHL Supply Chain’s track record is certainly an area we are looking for operational excellence in to expand our involvement in.”

Saudi Arabia and the region Health and safety guardian makes it well-placed to expand Beyond operational excellence, and innovate its offerings. an uncompromising and Indeed, for a major energy client, determined stance towards health DHL Supply Chain processes over and safety has also helped to 700,000 orders a year, collecting establish DHL Supply Chain as from a pool of 3,500 suppliers a trusted partner in the region. and delivering to Unbeknown to 4,000 drop points. many is the fact that Alongside providing Saudi Arabia’s roads such enormous are something of a scale, the company death trap. In 2013, is also delivering 99 7,800 people died on percent of orders on the country’s roads, The year DHL Supply time, a remarkable around three times Chain SA was founded feat given the large the rate seen in the and challenging likes of Australia, the geography of Saudi Arabia.

United States and much of Europe.

Healthcare is another firmly “One third of the hospital beds established market for DHL Supply in the country are taken up by road Chain in the country. Murray traffic accident victims, meaning expands: “We already distribute there is a massive drain on the healthcare products within Saudi economy and society because Arabia, anything from heart valves people are simply driving too to dialysis equipment, which cannot dangerously,” Murray says. “As a go through the same network as result of this we have a leadership spare parts for the automotive sector role to play in our industry and

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“We are winning over hearts and minds in regards to health and safety, and as an employer we have a major duty to deliver on this” with our employees – it is all about how we change attitudes towards road safety, it is about engaging with employees every day.”

At the company’s main facility, a huge banner reminds departing employees about the importance of driving safely, with icons illustrating messages about mobile phones, seatbelts and controlling speed and stopping distances.

All DHL Supply Chain drivers undergo thorough defensive driving courses, while telematics devices are fitted in every vehicle, with new forward facing in-cab cameras also being tested. These will provide real time data on driver behaviour, alerting the company on metrics including speed and breaking harshness.

This all helps generate league table reports on drivers which are then used in feedback sessions to help

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boost employee engagement.

“We are winning over hearts and minds in regards to health and safety, and as an employer we have a major duty to deliver on this,” Murray says. “A lot of progress has also been made with our major energy client. For instance, we have a world safety day initiative and competitions for staff and families to design posters, which all feeds into a culture we are trying to create.”

People power A key part of this company culture stems from the fact that 70 percent of DHL Supply Chain employees in Saudi Arabia are natives. Typical levels of Saudisation for international companies stand at anywhere between 15 and 30 percent.

“It is very unique for a foreign company to adopt anything like

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the level of Saudisation that we have, and this is not anything new either,” Murray says. “We have had this track record for years and have gone beyond simply hitting government quotas – we’re doing it because it benefits our business and customers.”

Around 850 of the company’s 1,000-strong workforce are blue collar workers such as drivers and warehouse operators. “We were told it would be difficult to find and retain many Saudis in these roles,” Murray says. “The opposite has been the case.

“Through our engagement processes we have ensured that people remain with us, for example our rounds of internal training feed into certifications on a DHL passport which they carry round with them.

This is all part of building a global corporate culture where employees

feel a true part of DHL Supply Chain.”

Staff awards have been another important component of employee engagement since 2011, while global annual surveys provide extensive feedback and requests on all manner of issues, from improved toilet facilities to explanations of wider DHL strategy to provide a more meaningful context to everyday work.

Thanks to a firm footing in countries like Saudi Arabia and a reputation for operational excellence, the company’s highly-skilled and motivated workforce is well-placed to help businesses in the Middle East negotiate times of change.

And through replicating the sorts of transformative supply chain services already provided around the world, DHL Supply Chain is ready to assume the position as regional transformation leader.

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Procu place rement in ban â&#x20AC;&#x2122;s king Writt en by Wed Prod a uced

by He eli Chibe lu ykel Ouni shi

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N AT I O N A L B A N K O F A B U D H A B I ( N B A D )

WE SPEAK TO JASON BROWN, HEAD OF GROUP PROCUREMENT AND COMMERCIAL MANAGEMENT AT THE NATIONAL BANK OF ABU DHABI ABOUT PROCUREMENT, ABOUT WHY THE DEPARTMENT IS IMPORTANT TO BANKING

T

he National Bank of Abu Dhabi (NBAD): leading Middle Eastern bank, among the world’s safest banks, and has one the strongest combined ratings ever. These details can be gleaned from a simple web search, but what is known of the inner workings of the Bank? What processes lie behind the ATMs, the cashier desks and advisory helplines?

We want to know how procurement and a low visibility department contributes to NBAD’s international success, so we speak to Jason Brown, Head of Group Procurement and Commercial Management.

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Brown tells us that procurement has a strategic value for any company it’s in, let alone NBAD. “We contribute to the bank, we’re not just a service department,” he continues. “We actually value add to what we do to our customers internally.”

Brown heads procurement for all of NBAD’s services, which comprise personal, commercial and private banking. The bank spans five continents, operating in countries like Malaysia, the UK, Brazil and the US. Alongside his department, Brown helps manage these procurement operations too. “The team that I run

S U P P LY C H A I N

Jason Brown

Head of Group Procurement and Commercial Management Jason Brown Joined NBAD in 2012 with the remit to set up and run centralised procurement.Since his time at the bank he has led the team where it is today as a leading procurement organisation within the Middle East. The team was awarded the best Sustainable Procurement Award from CIPS in 2016. His previous role have been with major organisations such as Novartis Pharmaceuticals, Downer EDI, British American Tobacco and Dana Corporation. His experience is financial, pharmaceuticals, FMCG, automotive and electronics.He currently has MCIP’s and is working towards getting FCIP’s.

is full strength; we’re 41 people. I’ve just lost three good people in the last year and a bit, but they’ve all gone on to senior roles in other companies. It’s very hard to retain when you’re top of the game, unless they want my job,” he laughs.

“The good thing is that we’ve got the right people, because obviously, they’re moving on to bigger and better things,” In total, Brown’s team manages around 45 percent of the operational spend and has one core strategy – to reduce NBAD’s operating costs. By reducing spending the bank can maintain a lower operating base and an increased net profit ratio. The procurement department is split into four sections:

• Invoice, processing and payments (procuring low-value, everyday items) • Strategic (sourcing large spend, large cost items, such as software and hardware) • Supplier relationships (managing vendor onboarding, governance, business compliance and operational risk) • Market data

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S U P P LY C H A I N

“THE BANK HAS VERY STRONG TIES ON SUSTAINABILITY. WE DO A REPORT EVERY YEAR, AND PROCUREMENT IS A LARGE PART OF THAT IN TERMS OF HOW WE MANAGE THE SUPPLIER DATABASE, AND HOW WE DO BUSINESS WITH PEOPLE”

Market data is a relatively new interest for the procurement department.

To make sure that bankers remain informed, the procurement team sources financial data feeds from a broad range of data providers such as Bloomberg and Reuters. “For us, market data is the key thing that drives all of our traders,” Brown explains.

“If you’re looking at the trading floor, moving commodities and moving money around the trading market, we need accurate, up-to-date information about how trends are moving, so traders need to have the right information we deliver that to them.”

The procurement team also provides NBAD traders with feeds from NASDAQ, FTSE, and other global stock markets. These, along with the data feeds from Bloomberg and Reuters etc., allow the staff to carry out their jobs to the highest standards.

“If we don’t ensure that they’ve got the right tools (and there’s multiple tools and multiple data feeds) they can’t make informed decisions as to what to do with the global market,” Brown adds. Procurement uses a

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complex IT infrastructure to handle all this data. So, not only does procurement source the data, it manages it and controls it within the bank. Jason and his team are able to work closely with the IT department, as NBAD’s IT is mostly in-house.

“It is our largest spend unit that we deal with within the bank; they’re accountable for over 40 percent of NBAD spend,” Jason adds.

Safety first NBAD may invest a lot in IT, but Brown stresses that operating costs must be kept as low as possible. Among other results, this contributes to NBAD’s ‘safest bank’ accolades. It has been ranked by Global Finance as the

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Safest Bank in Emerging Markets and the Safest Bank in the Middle East.

“We’re the safest bank because we have high capital, we meet the certain requirements in terms of how much capital we have in reserve in certain areas, in case there was a run on the bank and things like that,” Brown says.

“By keeping costs low, procurement helps maximise that return to the bank.

The less money we have outgoing, the more we can reinvest into capital and assets. And by having a strong asset base and a strong capital base, that helps us be a safe bank. So, the more influence we can have on our operating costs and keeping our operating costs down, the more that influences our position on the bottom line.”

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Corporate citizen How does procurement push costs down without forsaking ethics and sustainability? Brown explains: “The bank has very strong ties on sustainability. We do a report every year, and procurement is a large part of that in terms of how we manage the supplier database, and how we do business with people.

Our policy is clearly mandated.”

Brown’s team conduct investigations with suppliers to make sure that NBAD isn’t associated with practices such as slave labour and child labour. “We take those seriously and we will investigate if it is brought up to us, we have a supplier portal where we do

a lot of supplier due diligence, making sure we’re dealing with the right partners,” he explains.

The procurement team is also committed to supporting local Abu Dhabi companies wherever possible. Brown explains: “Quite a chunk of NBAD spend is spent locally with Abu Dhabi companies to keep the money sustainable within Abu Dhabi and the UAE.”

7,500

Number of employees at National Bank of Abu Dhabi

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S U P P LY C H A I N

Khalaf Sultan Bin Rashed Al Dhaheri

Group Chief Operating Officer Mr. Khalaf Sultan Bin Rashed Al Dhaheri joined NBAD in 1997. Mr. Al Dhaheri previously served as General Manager and Chief Risk Officer. Throughout his career with NBAD, Mr. Al Dhaheri has held senior positions and gained comprehensive knowledge of the Bank’s operations. In July 2012, he was promoted to Group Chief Operating Officer. Mr. Al Dhaheri supervises a range of functions such as Operations, Information Technology, Enterprise Projects & Architecture and Group General Services. Mr. Al Dhaheri is Deputy Chairman of Abu Dhabi National Islamic Finance (ADNIF), Chairman of Abu Dhabi National Properties (ADNP), Chairman of Massar Solutions, a Member of the Audit Committee in Abu Dhabi National Oil Company (ADNOC), and a Board Member of Masraf Al Rayan, Drake & Scull and the Emirates Institute for Banking and Financial Studies (EIBFS).

Mr. Al Dhaheri graduated from the UAE University with a Bachelor of Science degree in Accounting and has earned an MBA from Zayed University. He is a Certified Public Accountant (CPA) through the California Board of Accountancy.

Future growth Brown reveals further progressive plans: “So the West East corridor, that’s been our strategy for the last couple of years. The corridor is where some of the megacities of the world are going to be and they’re the most important markets coming up, and the idea is that we support those companies in the UAE that are actually investing in those areas; in Singapore, in Africa, in Hong Kong, those sorts of areas.”

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Brown uses the example of Etihad, the second-largest airline in the UAE. “We want them to bank with NBAD, not only in the UAE, but in Singapore and Hong Kong as well, for example.” For NBAD to support its customers and investors in this way, Jason recognises that the procurement team delivers its strategic value.

“We get the best commercial deals that help the bank maintain its competitive advantage in some areas, but make life easier for the people getting the service as well,” he states. Jason plans for the procurement team to continue pushing the bank forward in the next few years. “We do a lot of good things and we’re seen in the community as not only banking, but procurement. We’re known in the Middle East, especially as a team that’s doing what we do, in the right way.”

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Driving energy efficiency within the UAE and beyond Written by Catherine Rowell Produced by Heykel Ouni 63

With a vision to serve GCC countries, the GCCIA aims to extend its operations within an efficient power market, providing excellence in power systems integration

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orking in collaboration with six different member states, the GCCIA has diversified its operations within the energy and electricity sector, with a desire to expand into further markets overseas. With an increased focus on the development of the grid, the authority is continually looking for opportunities to provide savings and drive market growth whilst ensuring increased energy efficiency.

CEO Ahmed Ali Al-Ebrahim has been behind the company’s growth since its inception, stating: “The vision of GCC countries is that more renewables are being planned. The UAE has announced their 20/20 Expo vision, part of that task is to achieve 44 percent of renewables by 2026.”

By looking to export to other countries such as Jordan, India, Pakistan, Turkey and towards Europe, the GCCIA is also aiming to drive business towards Africa and is considering the potential of hydropower. Al-Ebrahim continues: “The Minister of Energy has recently announced plans that within the next six years, Saudi Arabia will be

undertaking $40-50 billion of renewable investments”, the key question being how the GCC will be able to integrate large volumes of renewables into its current and future strategic framework.

Since its inception, the volume of trading within the GCCIA in 2016 exceeded 1.5 million megawatts of power in 2016 alone, placing an increased emphasis of the importance of the grid and its focus on reliability for member states. By continuing to open channels of collaboration with global leaders, the GCCIA has become members of GO15, one of the largest power grid operators in the world, of which the GCCIA is the only member from the Middle East. By also signing an MOU with the Réseau de transport d’électricité, the national operator for the grid in France, Al-Ebrahim explains “we are always working with other companies in a bid to bring value and facilitate our role in order to reach our goals”. Furthermore, the company has become a member of the Edison Electric Institute, which Al Ebrahim says “brings a wealth of experience and utilities which can be used as a platform to share knowledge,

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common interests and ideas”. of trading, the largest ever volume of Through collaboration with member trading the company has ever seen. states, Al-Ebrahim explains that in Al-Ebrahim adds: “The GCCIA has 2016, the main thing the company saw a key role in providing these kinds was “the desire of CEOs in the GCC of economic utilities for the GCC to utilise the GCCIA as the connection and achieve the level of savings for a power trade platform, not only for that we have currently achieved.” electricity but for commercial deals Through expansion, the company that make them save money aims to not start from or make money”. As a scratch, but partner result, the GCCIA with large names has encouraged within the region member states to and finalise utilise the GCCIA the model interconnector for 2018. for the GCC Al-Ebrahim Power Trading explains: Number of employees at project, which “Now we GCC Interconnection implemented are achieving Authority two schemes around $400 of trading, carbon million, but the trading and cash trading. potential could reach Al-Ebrahim commented, more than $1 billion, “With carbon trading, users pay back which we can take advantage of.” the energy they consumed through Undertaking joint collaborations will the use of energy, whilst cash trading see the creation of an entity or power enables users to pay for consumed exchange platform, of which several energy through traditional payment.” discussions to achieve this goal have This method has enabled the company been undertaken. Al-Ebrahim adds: to achieve 1.3 million megawatts hours “The platform will be primarily a power

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grid platform, set on a commercial basis that allows members to easily bid and pitch for deals for power trade and exchanges. Power exchange is something we want to achieve this year, because all the leads we had last year were based on bilateral discussions and bilateral deals that the GCCIA may or may not have had involvement in. We want our exchange platform that is based on international practices like other areas.”

Partner power The company continues to utilise an informed client model, outsourcing maintenance operations, which Al-Ebrahim believes is best to deliver the highest possible quality of service whilst allowing a reduction in cost.

He explains: “Every year we try to optimise the model by reviewing

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the scopes and required work, as well as looking for other alternative suppliers.” Every year the company has worked to consistently reduce costs, ensure quality control, whilst continually building knowledge through the collaboration with key experts, engineers and service providers. He continues: “The GCCIA is in a very good standing in terms of maintenance and service operations.

With all our work, we ensure it does not compromise reliability – reliability is our number one.”

However, achieving sustainability is vital towards the company’s global outlook in order to connect with other regions and provide economic value.

To this end, the GCCIA has recently reviewed its financial and commercial model, enabling it to gain a larger portfolio of investments to reinforce

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“The vision of GCC countries is that more renewables are being planned.

The UAE has announced their 20/20 Expo visiown, part of that task is to achieve 44 percent of renewables by 2026” –A hmed Ali Al-Ebrahim CEO

its position and financial situation.

Al-Ebrahim says: “We are open to new channels of business so that we achieve sustainability in the long-term and so that we can rely on our own income.” It is believed the company has saved around $400 million in 2016 alone, at which Al-Ebrahim adds that the company will see every year a delivery in savings, which is “a very encouraging sign that the GCCIA is moving in the right direction”.

This year the company has had a change in Chairmanship, which rotates every three years to promote fairness and transparency. In April, chairmanship will move from the UAE to Bahrain, who will then chair the current board for three years. With the

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GCCIA’s long-term goal to expand and diversify, the company is awaiting results from a current study which will highlight the highest economic visibility and provide the best practices in operation and maintenance, not only to optimise the role of the GCCIA but to enable the company to take advantage of events which are occurring in the UAE and GCC countries. In order for this to come into fruition, the GCCIA is also partnering with Nord Pool, who will provide key software and upgrade previous technologies which are now outdated and unfit for purpose, in

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• Assembly of power boilers at field sites as per ASME “A” stamp and fabrication & assembly of power cycle piping at field sites as per ASME “PP” stamp.

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order to provide a world-class energy saving alternative to current methods.

The GCCIA will continue its role to coordinate all operations and planning with regards to setting energy efficiency targets for all GCC member states to hit. Al-Ebrahim concludes: “By doing this kind of planning in a collective way we are saving each member state a big percentage of their investment requirement, which was one of the main elements of the emirates feasibility of this project – it means we are reducing the investment requirement of each member state.”

S U P P LY C H A I N

$100 bn

The annual revenue for GCC Interconnection Authority w w w. g c c i a . c o m . s a

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Delivering for the KSA Written by Nye Longman Produced by Heykel Ouni

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H Expanding its offering to customers, Hala SCS is also contributing to Saudi Arabia’s economic diversification

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ala Supply Chain Solutions (Hala SCS) is not content with resting on its laurels; in just over a decade, the company has certainly accrued an enviable list of local and international clients.

With the Saudi Government’s Vision 2030 gathering pace, Hala SCS is keen to make a meaningful contribution while expanding its offering to customers big and small. As its brand new warehouse in Jeddah nears completion, we speak to Pieter Spaarwater, the company’s CEO, to discover how the company is achieving this.

He says: “Hala’s strategy and immediate five year plan is to provide world-class supply chain solutions to the Saudi vision 2030 industry diversification objective and as such further contributing towards the economy and creating jobs.”

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In our supplier relationships, we try to incorporate collaboration, and that’s been our success story to a large extent” – Pieter Spaarwater, Hala SCS CEO Operations With the lofty aim of becoming the go-to supply chain company for the entire Kingdom, Hala SCS also wants to do so while retaining the strictest sustainability standards. All told, the company’s footprint covers around 125,000 square metres of warehouse space, spread across facilities in Dammam, Riyadh, and Jeddah, among others.

One of the Kingdom’s fastest growing companies, Hala SCS has 100 percent private Saudi ownership, divided equally between Arabian Hala Co. and Basamh Group. The company ship and clear around 350,000 tons of cargo per year, and it employs around 600 permanent workers.

“Our transport solution include a combination of in-house fleet as well as contractually manage sub contracted transport vendors,” Spaarwater adds.

“We carry about 7,000 to 8,500 loads per month. Our external relationships

are extended by having contacts with logistics providers and direct relationships with shipping lines. We are FIATA and IATA accredited so we can custom clear products for landing on any land or sea border throughout the Kingdom. To ensure effective and efficient utilisation of our fleet of trucks we make use of route planning tools and measure this plan against actual movement of the truck.

From a customer perspective, Hala SCS offers clients a comprehensive transport solution, covering everything from sub-contractor management, transport brokerage, and optimally-loaded, fully tracked route management capabilities. Deploying the latest technology, the company is able to

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monitor and streamline driver behaviour and track shipments in real time.

Halaâ&#x20AC;&#x2122;s abilities to provide a comprehensive one-stop supply chain solution include warehousing, freight forwarding and customs, records solutions, asset optimisation,

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and contract logistics. The business has worked with a wide range of leading companies across various industries, including FMCGs, pharmaceuticals, automotive, and industrial equipment, as well as energy, oil & gas, and mining companies. Hala differentiator has been its ability to provide value to its clients, recognising the need for customised solutions and value added services additional to the core functions listed. â&#x20AC;&#x153;Our technology and tools provide

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A client can have visibility on where the product is in the supply chain, whether it’s in the warehouse, on a truck, or the port” – Pieter Spaarwater Hala SCS CEO

visibility across the supply chain,” Spaarwater explains. “We have been the leader in providing distribution technology applications and solutions in Saudi since our inception.

Technology is an integral part of our internal solution to our clients that also involves process and people.

“We have a transport management system as well as a clearing system, which is integrated so a client can have visibility on where the product is in the supply chain, whether it’s in the warehouse, on a truck, or the port.”

Expansion With a market-backed plan to enhance its customer offering over the next five years, Hala SCS is poised to capitalise on the diversification of the Saudi economy while doing so sustainably. Over the past decade, the Saudi economy has grown by an average of four percent annually – it is now the 17th largest economy in the world according to recent GDP figures.

Spearheading Hala’s growth trajectory is its new, state of the art warehouse in Jeddah. The 36,000 square metre facility

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‘With a winning combination of talent, investment, and strategy, Hala SCS is offering a service houses package to the a number Saudi market of value like no added services, including re-works, other’

quality assurance and control, as well as dangerous goods handling capabilities.

“The warehouse is part of our expansion plan and is an element of our integrated supply chain solution that we offer to the trade,” Spaarwater explains. “It’s temperature controlled and has state-of-the-art material handling and equipment to better serve our clients in the surrounding areas of Jeddah, Makkah and Jizan, as well as the industries in Jeddah industrial areas 2 and 3.

“It’s not just an expansion drive - we already have warehouses in Jeddah and Riyadh. It’s really more to improve the quality of our warehousing service from both a cost effectiveness point of view as well as service ability. It is part expansion and part improved quality,” he adds.

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Valuing people In support of both operational excellence and streamlined working, Hala SCS has a sustainable approach to people management that extends from its staff through to its partners.

“In our supplier relationships, we try to incorporate collaboration, and that’s been our success story to a large extent, as well as being transparent.

The reason for the relationships is to further extend the skills and capacity of the company,” Spaarwater explains.

He adds that Halas’s strategy for talent development begins on day one: “It starts with recruitment, making sure we appoint the right people for the right job, which requires quite an extensive process. It starts with a proper job description and profile.

“In some cases we headhunt, and in others it’s just general employment.

We have career paths for staff that perform well. We offer a lot of on-the-job and classroom training - we believe in empowering our people,” he adds. “We have a very strong performance management programme with objective targets that we review on a regular basis in oneon-ones and performance reviews.”

S U P P LY C H A I N

For its efforts to develop local talent, Hala SCS has been endowed with platinum accreditation for Saudisation, an award that not only recognises the depth of its HR policies, but also makes the company well-placed to handle government contracts. With a Saudi workface now exceeding 30 percent, the Hala SCS represents a top performer in the market. “Coming from South Africa I was sensitised to what the old system did wrong,” Spaarwater recounts. “Being aware that local empowerment is important, we are fully committed to the Saudisation programme. We have strong career and succession plans in place.”

With a winning combination of talent, investment, and strategy, Hala SCS is offering a service package to the Saudi market like no other. Committed to full support of the Kingdom’s 2030 vision, the company is going from strength to strength and is likely to continue along its upwards growth trajectory for years to come.

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Transforming IT Written by Alex Young Produced by Craig Daniels

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In a constantly changing, competitive industry CBC Group is using IT to gain an edge

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srael’s Central Bottling Company Group (CBC Group) is realising the transformative power of technology. As a leading beverage producer and distributor, the company brings some of the world’s most distinctive brands to households across the country. We speak to the company’s CIO, Adit Shroitman, who has spearheaded IT development across the business, which has saved both time and money.

Alongside keeping internal operations running smoothly, Shroitman’s remit now comes into contact with rapidly changing health regulations, consumer

preferences, and incoming competition. Day-to-day, she is tasked with leading the information systems unit in CBC Group, with overall responsibility for providing IT services with a focus on quality.

Having secured major contracts with such companies as Heineken and Coca-Cola, the impetus to innovate has led the company to its current dominant position in Israel.

Operations All told, CBC Group controls eight companies based in Israel based on a mutually beneficial synergistic operational model. Furthermore, the Group

TECHNOLOGY

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Nir Hezroni

Corporate Infrastructure Division Manager Nir Hezroni has spent over 20 years designing and implementing IT infrastructure, with direct experience involving diverse projects such as data centers, telecommunications, and personal/public areas.

He has vast experience working for a range of global companies with varying cultures and locations, and has a particularly thorough knowledge of the IT sector of M&A. Among his numerous accolades, Herzoni has designed a global IT methodology, linked it to corporate M&A processes and led the IT part of many acquisitions in amdocs (ITDS, Clarify, Xacct, Stibo, Cramer, SigValue, JacobsRimell, ChangingWorlds, MX-Telecom, Actix and more).

He has also built and operated support organisations and implemented ITIL processes across the IT group to improve service. Reporting to CIOs â&#x20AC;&#x201C; Hezroni has run the IT budget, HR aspects, and asset management. He has overseen massive changes while communicating them across the company.

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TECHNOLOGY

also controls a further five units and are required to build companies outside of the territory robust solutions that can be used which are currently supporting its from beverage manufacturing international expansion plans. to dairy manufacturing.”

CBC’s group structure means that it She oversees a department is responsible for several companies consisting of 90 personnel – half dealing with a variety of different food of which are consultants and and beverage segments. Shroitman developers specialising in SAP explains: “With the diversity of systems, while the other half consists business processes, from B2B of IT infrastructure experts. to B2C, the business requires IT to be agile The value of IT and to provide quick Alongside overseeing solutions without the technical side of IT forgetting the operations, Shroitman overall picture. also ensures that IT The year The Central “Sometimes works to drive value Bottling Company Group was founded we are required across the entirety of to mitigate operations. This has conflicts between taken a number of forms the different needs of the over the years, but nowadays different companies and business focuses on continuously improving

1967

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efficiency, reducing costs, and utilising the business opportunities endowed by big data collection.

Although CBC’s industry processes may differ to some degree, they are all run under a single SAP system.

But the story doesn’t end there, Shroitman explains: “Each company has its own manufacturing challenges that require us to build and support different business processes.

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“The IT cost is transparent to the business and yearly business plans are built and communicated to all the companies; we aim to provide the best service and are measuring it constantly.

This forces us as IT to utilise our resources in the most efficient way.”

Providing a quick solution to answer regulation needs (particularly when it comes to recycling), developing a new innovative

TECHNOLOGY

game changing B2B application used by retailers to order 24/7.

CBC has a strong culture of continuous improvement, Shroitman says: “We measure our activities such as service levels, applications usage, and customer satisfaction - projects are also measured on parameters such as budget and timeline. We also discuss with our customers about the value that the applications

provide and get their feedback.”

Some activities are outsourced – particularly those that are either repetitive or less knowledge bound, but the company is also not afraid to bring in outside expertise that cannot be found in the organisation.

“We do not hesitate to use experts in those fields externally,” she adds.

“Our IT department is considered a leading organisation by our

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colleagues and we are frequently consulted by industry peers. We host knowledge transfer sessions for other companies and show potential projects to their customers.”

Connecting the future “Our goals are to continue the digital transformation and offer more tools to strengthen the bond between the consumers, retailers and our companies and continue the postmerger integration process of the IT units in some of the companies we acquired,” Shroitman continues.

WHEREVER YOU GO YOUR DATA IS READY. WELCOME TO DATA FABRIC

As a centralised solutions provider, CBC Group is responsible for a bridge and link between its differing constituent companies, ensuring that each has access to the latest IT innovations. One of the ways in which this has crystallised is in the form of a bespoke collaboration tool that enables these companies to view relevant data and share information.

Technological innovation is key. “Our business runs on technology. If our systems stop so does manufacturing, distribution, sales and customer service. Technology is a part of every business process and customer interaction,” Shroitman explains.

“New technology is constantly examined and implemented where needed. We encourage our employees and customers to bring us new ideas and implement those that contribute to our business. We also participate in start-up hubs.

Rami Rimartchok Corporate Digital & Applications Division Manager

“On the infrastructure side we are investing in data centre HW such as storage and servers, we are continuing our move to a virtual infrastructure and examine the use of cloud services where needed. On the application side, we push the latest technology like “Get taxi” for technicians, SAP HANA is used for BW, and we also use predictive analytics.”

CBC Group is also working to roll out a number of company-wide innovations, including omni-channel capabilities, digital IVR, and social network activity monitoring. Moreover, the company is examining several products that will allow it to monitor customer trends on social media and is also examining the use of big data for targeted marketing and trends analysis.

Having built an exemplary IT framework across a number of varied business units, CBC Group has ensured that it will be firmly in control of its own destiny for years to come. Not content to rest on its laurels despite a commanding position in the Israeli market, the company’s forward thinking approach has ushered in next generation technology which is already proving to be a key competitive edge.

Rami Rimartchok has worked in IT and software development for the past two decades. His career has seen him manage IT teams across large organisations, as a single business unit and as a program manager for developing new services and products. Rimartchok has overseen the creation and execution of a new offerings plan including a strategy to attain revenue goals, as well as continued attachment of professional services and organic growth. He also successfully developed and implemented a digital transformation strategy. Responsible for building a dedicated SaaS department, he ensured service delivery performance met service level agreements according to customer needs while managing external hosting vendors like amazon and GoGrid.

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PARK KEY AND THE KEY TO REVOLUTIONISING PARKING IN THE CITY

PARK KEY Written by Dale Benton Produced by Craig Daniels

Park Key, the technology start-up company, plans to use a cashless payment system to disrupt the car parking industry throughout UAE and the wider GCC

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or many, the car parking situation in Dubai for business owners, professionals and the general public can be a challenge like no other, with many hours spent wasted on the search for requisite car parking. This is where technology start-up company Park Key comes in to “add ease and convenience” to the parking conundrum Park Key provides an on demand cashless parking system that allows drivers to locate, book and pay for parking spaces through an online platform, removing the difficult element of physically trying to find a parking space.

For Adnan Masood, founder and CEO of Park Key, the idea to create a platform to connect drivers with parking space providers came to him as he worked in a previous role.

“Although I was actually fortunate enough to have a company parking

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space, working in Dubai Media City allowed me to see the serious parking shortage and parking problems in general and really think about how we can fix this,” he says.

Bridging the gap His Highness Sheikh Mohamad bin Rashid Al Maktoum, the Vice President of the United Arab Emirates, has a vision for UAE – to provide core service online and via mobile. For Masood, Park Key fits the bill on both fronts.

In 2017, people can book cinema tickets, train tickets, airline tickets and even book restaurant tables in advance online or via mobile or tablet app, but when it comes to car parking, there is no such service.

“Smart Cities are the future and integrated mobility with smart parking is a fundamental characteristic of a smart city,” he says.

Adnan Masood Founder and CEO

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Masood believes that Park Key represents the bridging of that market gap but in order to do so he had to look at the challenge ahead from two perspectives. The first, the parking user’s perspective, involves having that platform available.

“There was no way to pay for parking online. It generally involves a lot of cash handling for the user which brings about problems such as having the right change, or rummaging through a pocket or even sometimes borrowing a little bit money from colleagues just to pay for parking,” he says.

It was important for Masood to look at it also from the parking provider’s perspective, which he believes brought out about significantly larger challenges.

One in particular, the issue of “revenue leakage” due to on-site cash transactions. This was largely a result of onsite parking attendants where there are often shortages of correct change resulting in the loss of customers.

“Essentially, they were unable to provide a certain level of service that could have been achieved if we removed this payment equation from every site,” says Masood.

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A further challenge for the provider is the inability of marketing to attract customers. Currently there is little to no mechanism in place that can allow a provider to incentivise parking, be it through discounts or promotions.

Parking providers are left to rely on physical discovery where the is no guarantee of custom at all.

“In a nutshell, we can help parking lots to go digital in less than 15 minutes,” he says.

Following a process of speaking with fellow colleagues and car park users in Dubai, Masood left his role and rounded Park Key in January 2016 with the mission to create an easy access cashless car parking solution for all.

The key is in the name First order of business, aside from the development of the online platform, a company name.

“Park Key came from a brainstorm with my brother Kamran Masood. We looked at what is an essential aspect to parking, to people’s cars and garages and we both landed on a car key,” he says. “Park Key represents the key for all of Dubai’s parking needs.”

In just over a year, Park Key and Masood have had to overcome a number of challenges in getting the start-up company into a position where it can be seen as a key disruptor in the parking equation.

One of those challenges has been getting the brand name known in the market.

“As a start-up, you can’t afford a big marketing budget. You are confined to doing what you can do. With Park Key, we have been very careful and very selective of how much we spend and on which medium we do so,” says Masood.

With challenges ultimately comes success and Park Key has not been without its successes. Masood believes that one key success that should not go unnoticed is recruiting the right people who form the very makeup of the company.

But the true success for Park Key has been the growth in the volume of partners that the company now works with in the first year since its creation.

Park Key has in advance of 700 locations provided by parking providers across the UAE, a “fantastic achievement” for a company of the age and size of Park Key.

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Setting the standard the right technology that can meet As the first and only advance current need and future demands, provider of parking in the UAE, the and technology that can start with low importance of customer satisfaction volume and rapidly grow and scale up is crucial in the overall success of the as the transactions grow,” he says. company. Park Key has seen revenue “As users grow and the locations grow on average by 49 percent grow, the hourly transactions can month on month, with the number run into thousands of bookings a of transactions growing a day so we had to dimension further 56 percent. our platform in a way The idea of a that we can handle cashless parking that easily and scale programme is almost and grow with it.” revolutionary for Part of that need the UAE. Parking to meet the everseekers would log growing demand for Number of onto the Park Key ease for the customer employees at website, or download is perfectly exemplified Park Key the Park Key app for in the Park Key mobile smartphones or tablets app. The rationale behind and once they enter their this however, is even simpler. information they will be provided Masood poses the question with a detailed map of all parking as to when does a person require locations across the UAE, all parking spaces the most? The within a user-friendly interface. answer - when they are driving.

This was a response to the “We are continuously seeking ever-growing technological world new ways to find more clever and the increasing power at the and advanced methods of fingertips of the customer. making the parking process as “As a company, we must invest in seamless as possible,” he says.

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Adnan Masood

Founder and CEO Masood is a dynamic and goal orientated senior executive with a track record of creating new revenue streams through innovative propositions and product evolution. A true telecommunications professional, Masood has successfully executed innovative and disruptive ideas in a number of markets, including du telecom and super-fast broadband alternative to fibre optic in Australia. Masood has hired, trained and led high performing teams for service providers for Retail (consumer and enterprise) and Wholesale segments in Asia Pacific and in the Middle East and is a key motivater, striving to make these teams go above and beyond their capabilities.

Masood founded Adza Digital where he is responsible for strategic direction and execution. The company launched first of its kind on-demand, cashless parking booking platform with six moths of inception and offers online parking booking services across UAE. Prior to Adza, Masood created new revenue streams by developing Managed & Digital Services strategy, product roadmap and successfully launched number of products and services covering Advanced Connectivity, Business Cloud (IaaS/SaaS), Data Centres, Enterprise Mobility, Converged Communications, Managed Security and Digital Services.

Prior to joining du, Masood successfully doubled IP and data revenue by launching Australia’s first, MidBand Ethernet which increased AAPT’s ability to delivered high value services from five percent of the business market to 67 percent in one year. Previously, he led a regional marketing team while working for NTT Communications.

Masood has over 16 years’ experience in key positions in both global ICT companies and holds MBA in Marketing and Graduate Diploma in Information Systems from University of Canberra, Australia.

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Parking with partners Creating what Masood describes as essentially a “marketplace for services seekers to connect with service providers,” it is fundamental then that the company establishes and maintains key working partnerships with service providers.

One particular partner, from the hotel sector, has around 130 parking spaces but only utilises around 40 percent. Park Key allows the hotel to better utilise those empty parking spaces and attract customers to them, earning money through the Park Key platform – something that previously would not have been possible.

The company also works with a number of facility management companies which manage the parking lots of various buildings across the country. Once again through Park Key, those companies are able to advertise and rent out parking spaces on the parking lots and earn money through the process. Masood points to this as a “critical activity” that Park Key offers partners.

“We are very thankful for these parking operators to give us the opportunity to serve them. As we continue to grow as a business we grow the business with these operators month after month and the customer base continues to grow alongside it,” he says.

The customer is what essentially drives the business.

Parking seekers are who Park Key serves in the grand scheme of things, and maintaining a strong relationship with those customers has been key to the

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success and will continue to be key to the future success of the company.

“Investing in our team capabilities helps us better care for customer needs, be it from a technology perspective of commercial perspective,” says Masood.

Park Key uses customer feedback, both positive and corrective, as a way of looking at how the company can develop and adapt its current offering to better serve them in the future. Despite being the only provider of this service, flexibility is key in allowing Park Key to remain as the major player in the market.

“Being a new kid on the block, the one thing we can 100 percent rely on is word of mouth,” he says.

“Word of mouth is something that has been very important and critical to our success. So, we try to exceed customer expectations.”

The key to the future It has been a hugely successful 12 months for Park Key and Masood is always looking to the future and ways of

developing the company to broaden the reach beyond UAE and into the wider GCC. Masood believes that Park Key will have a huge influence in the UAE in the early months of 2017 and by the end of the year, will be a major player both domestically and globally. Park Key is looking to raise investment to support continuous growth and expansion.

The company is still in it’s infancy, with a workforce of around 16 people.

Masood points to this workforce as a vital element in taking Park Key forward.

“We are fairly small with regards to size but in terms of our impact, we are very, very big. This small group of people, who are committed and extremely talented, can create such a big impact on the country level and regional and global level,” he says.

“Despite all the innovation and progress technologically, the country has been operating with a very old model in terms of parking.

Park Key is driven by the vision of creating true value in the society and this is what excites me.”

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What do the Tour de France, Nelson Mandela and digital business have in common?

Written by Wedaeli Chibelushi Produced by Stuart Shirra 103

D I M E N S I O N D ATA M I D D L E E A S T A N D A F R I C A

We spoke to the Managing Director of Dimension Data Middle East about the future of digital business

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hen I ask about her experiences in the maledominated tech sector, Mechelle Buys du Plessis laughs: “We just can’t balance that boardroom, can we!”. Buys du Plessis is Managing Director of Dimension Data Middle East. She has spent 22 years at the global IT services company, working in diverse areas such as marketing, client services and sales management. She became Managing Director in 2015; in this role she

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ensures Dimension Data remains an equal opportunities employer.

“We need to make sure that we’re attracting and retaining the best skill and to do that we need to make sure that we’re providing equal opportunities to the best of the best,” Buys du Plessis tells me. “To me, gender doesn’t have a part to play when there is a global IT skills shortfall.”

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Maintaining talent is important to Buys du Plessis.

Dimension Data has a strong reputation to uphold - the company has been providing IT solutions and services since 1983.

Buys du Plessis began in 1994, and can remember Dimension Data’s humble South African roots. “Dimension Data was a young company at the time, and we were going through changes in our country [Nelson Mandela became the first black South African president in 1994],”

she said. Today, Dimension Data has 31,000 employees, 75 percent Fortune 100 clients, 59.6 percent Fortune 500 clients and a 58-country coverage.

In 2015, it received over 100 client, vendor and industry awards, and over 50 of these in the first half of 2016.

What services does Buys Du Plessis oversee? “Dimension Data focuses on four high level areas: digital infrastructure, hybrid cloud, workspaces of tomorrow and cyber security,” she says. “IT-as-a-service is growing across those four pillars… we look at everything from cloud advisory services that help our clients deliver against a clear roadmap, to delivering off premise, or public cloud services; on premise cloud solutions and hybrid cloud solutions.”

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D I M E N S I O N D ATA M I D D L E E A S T A N D A F R I C A

Mechelle Buys du Plessis Managing Director, Middle East

Originally qualified in Food & Nutrition sciences, Buys du Plessis started her career in IT in 1994. She has worked across multiple countries & three continents. Starting at ground-roots level, she quickly moved from a presales role, to a sales role and into Corporate and Key Account Management. Her passion for service delivery moved her to General Manager, Client Services. From here, she was appointed head of Marketing for Africa and Middle East, prior to moving to the United Arab Emirates in 2007.

Buys du Plessis has filled Sales Management, Solution Director and Managing Director roles in the United Arab Emirates. She is happily married to Anton and is proud to have a daughter, currently an under-grad veterinary student in Ohio, USA.

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Many clients come to Dimension Data seeking its cloud services for Microsoft and cloud services for SAP. Microsoft technologies form the core building blocks of Dimension Data clients’ productivity and unified communications and collaboration (UCC) strategies. The company’s cloud services for Microsoft focus on reducing cost in achieving this strategy. Likewise, with Dimension Data’s cloud services for SAP, cost control is achieved. All this is provided on a fit for purpose SAP HANA certified public, private and hybrid cloud solution, backed by certified SAP support teams.

Buys du Plessis continues to add to Dimension Data’s service pool. “We offer a OneCloud partner programme, IT outsourcing, consulting and professional services, managed services, managed services for data centres and support services,” she expands.

“Our solutions centre around big data, client computing, cloud, data centres, data centre management & automation and data centre optimisation. This is a very big area

Manoj Kumar Regional Sales Lead

Holding a Masters in Business Administration, Kumar started his career in India and moved to the UAE in 2003 as Sales Account Manager in the IT field. He joined Dimension Data in 2007. Kumar is very passionate about client relationships, team work and partnerships with key vendors. His main goal is always about enabling better solutions for our clients. Kumar is married to Jaya and they have a son, Om Kishan.

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for us,” Buys du Plessis says, pausing for breath. “Quite a large spread - it might sound very confusing. It’s not.

We basically work with our clients from a consulting engagement, all the way to managing the IT operation on behalf of our client.”

Finally, she makes sure to note networking and security, Dimension Data’s original domain.

We ask how security services have developed since the early days.

“Security is and always will be big business,” Buys du Plessis explains. “Big dollar figures are quoted in terms of what cyber security is doing to the world.

“Globally, and in the Middle East, security is enabling digitisation. If you look at fintech or technology businesses, they are leading this charge, and we see this in the Middle East as well. Many of these businesses are asset light, whilst ensuring secure transactions, so we think that security expands beyond the physical perimeter into the cloud environment.”

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This benefits businesses; it enables them to have quick deployments across multiple cloud platforms.

This process is especially relevant to contemporary Middle Eastern businesses, where according to Buys du Plessis, a large amount of rightsizing, downsizing and mergers and acquisitions take place. She tells us that the Middle East is “very visionary, very innovative…going out there and pushing the internet of things”.

Buys du Plessis explains how cloud technology contributes to this progressive sector. “We love cloud technology,” she laughs. “We’ve basically acknowledged that for most of our clients there’s going to be both cloud and non-cloud components, but with cloud playing a very strong role. Dimension Data has invested a significant amount of money in our capability over the past five to six years. The strategy is two-fold - one side is for our own organisation to make sure that we are agile enough to serve our clients best, the second is to build the cloud into the centre of everything we do with our clients.”

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es e y o pl a t a m e of ion D r e b ns m e u N im D t a

Ahmed Elias Procurement & Partner Alliance Lead, UAE

Elias is a CIPS ( Chartered Institute of Procurement & Supply â&#x20AC;&#x201C; UK ) certified professional and a finance graduate who worked in the finance sector for a decade.

He started his career as a junior level Accounts Assistant before moving to the role of Lead Accountant within just a few years in the manufacturing industry. From here, he moved to Sales Coordination and Sales Administration roles, which positioned him well to move to the procurement field as a Buyer for the oil field industry. Elias joined Dimension Data in 2007 as Team Leader for procurement. Having lead the procurement team as procurement manager, Elias stepped into a Dimension Data UAE management role, where his responsibilities include supply chain and vendor alliance management. Eliasâ&#x20AC;&#x2122;s in-depth knowledge of procurement, logistics, vendor management, contracts management, e-procurement and vendor pre-qualification sets him apart.

His wide experience across multiple industry verticals, including manufacturing, construction, oil field services and IT with Dimension Data brings unmatched value.

Elias has a passion for motorcycling and is a proud father of a 15 year old son.

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Ovais Khan Services Lead, UAE

A graduate in Computer Engineering, Khan has been employed with Dimension Data since 2008, where he started as a Network Engineer. With a passion for technology and services delivery, he has since risen over the years to lead the current services team.

During this journey, Khan has served in various services functions within Dimension Data Services including Project Management and Services Delivery, and was a proud recipient of CEO award for Certification of Excellence in Services. Khan has numerous certifications in Project Management, Finance, Services Management, Process Improvement and IT Networking. Khan embraces his lazy nature which helps him find, creative and efficient ways of doing things. Khan lives in Dubai, with his wife and two beautiful daughters. Khan enjoys combat sports and in his spare time, plays cricket for a local cricket club.

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Two years ago, Dimension Data partnered with ASO (Amaury Sport Organisation) to establish new ways to engage global Tour de France fans.

With cloud at the core of our solution, Dimension Data has revolutionised the viewing experience by transforming the way race data is analysed and delivered to the cycling community, which includes fans, the media, the teams and the experts. Dimension Data plans to build on that innovation for every year of its involvement in the Tour, powered by cloud infrastructure.

“As much as it’s a privilege to manage such a successful business, there are things that keep me awake at night. I take personal responsibility for our exceptional employees, and

our clients are at the top of my mind all the time,” Buys Du Plessis admits.

However, she’s proud of Dimension Data’s growth during the 22 years she’s worked there. Ultimately, the challenges are worthwhile. “My first love has always been technology and how it changes business…how it changes life. I wake up every morning thinking that it’s a hell of a privilege to manage a business with products and solutions that change lives.”

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The digital future of investment Written by Jennifer Johnson Produced by Craig Daniels

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Meitav Dash is one of the most prominent investment houses in Israel. And thanks to its recent digital transformation, itâ&#x20AC;&#x2122;s also the most forward-looking

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I

f a financial adviser asked a prospective client about the value of his combined assets, or how much his pension is worth, it’s unlikely that the client could respond with precise figures.

“People usually don’t know the answers to those questions,” says Gil Tsabar, Chief Information Officer at Meitav Dash, one of Israel’s leading investment houses. “And they don’t like to ask them because they’re afraid of the answers.”

Three years ago, Tsabar and the IT team at Meitav Dash set about transforming the firm’s systems, processes and, most importantly, the way it interacts with its customers in the digital age. The company — which manages mutual funds, investment portfolios and pensions, among other purpose funds — realised that overhauling its tech capabilities would provide it with a competitive advantage.

As it stands, Meitav Dash controls over US $37 billion on behalf of private, business and public sector clients. In 2014, it had already developed a plan called ‘2020’ to outline the steps needed to facilitate the process of modernization.

Setting goals “We had a few targets that we put in front of us,” Tsabar explains. “One of them was to provide a much better service to our customers, especially the young ones that don’t want paperwork in their homes, or to wait for 20 minutes on the phone to

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Cyber Security Threats – how is Meitav Dash defending?

Gil Tsabar’s view about Web Isolation BEING A FINANCIAL ORGANIZATION

we are committed and regulated for taking highly information security policies and solutions.

Among many of them is the need to isolate the internet browser and web applications from the internal network.

One of the main challenges in this area is that a new threat can appear any minute and traditional solutions like anti-virus, firewalls, sandboxes and other signature-based solutions are not sufficient. This is an endless battle against the “bad guys”.

In Meitav Dash we needed a different solution to handle these known and unknown threats.

In 2014 we implemented Crusoe

Security for isolating internet and web applications from our network. Crusoe can use any current desktop virtualization protocol (Microsoft RDS, Citrix HDX, VMware horizon) for this purpose and support any operation system and any browser.

In Meitav Dash we implemented Crusoe with Microsoft RDS protocol. Doing this we eliminated web attacks vectors while maintaining similar user experience to our employees.

The Crusoe solution is clientless and scalable for all the organization and handles files downloads and uploads, automatic URL redirection, single sign on and Flash/HTML ad blocking.

The Crusoe solution also helps us to defeat phishing and ransomware attacks. Malicious encryption code can’t access the internal network and suspicious links are also isolated.

Web Isolation was included in Gartner’s report for “Top 10 Technologies for information Security” considering “remote browsing” to keep off malware from end-user’s desktops and help the enterprise to significantly reduce the surface for attack.

I strongly believe in the concept and solution of Isolation. I estimate many organizations will follow and I invite them to ask us on the way we implemented it using Crusoe Security.

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find out their account information.”

Meitav Dash started by ensuring ‘the The drive to update the company’s basics’ were in place: faster servers, digital infrastructure was strategically faster storage and heightened aligned with the background of its security surrounding these new directors and senior management. systems. Given the amount of According to Tsabar, the majority of confidential financial information Meitav Dash’s c-level staff launched stored within the firm’s computing their careers Israel’s banking/ network, security was a paramount insurance sector, where technology concern. Integrity Solutions is better integrated and supplied the company with developed. Two years a managed security ago, they became solution equipped the first investment to deter a variety house in Israel to of cyber-threats. offer mutual funds “Before, you’d for online purchase. have to go into However, it was an office to locate Number of employees only a matter of time paperwork or at Meitav Dash before other prominent break into a bank,” investment houses says Tsabar of the theft sought to improve customer of business information. experience through digitisation.

“Now, you can just hack into a “We saw that if we don’t computer system. It’s much more transform, we will probably be left risky. Efficiency of the computer behind,” Tsabar says, “because systems and cyber-security were others will do it, and they will then the first levels that we took on.” be more efficient and offer better Next, Tsabar and his team sought services than we can provide.” out various pieces of advanced software and hardware, sourcing Laying the groundwork products from renowned tech

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suppliers like Cisco and INFINIDAT. After that, they took on data management and business intelligence systems, with the ultimate aim of reducing human intervention in business operations.

“We did a lot of work automating processes that were done by hand because we understood that in the digital world, a person can’t wait,” Tsabar says. “If he sends an email or fills a web form because he wants to come onboard and buy a mutual fund, for example, he can’t wait a week until he gets his approval. He wants it done the minute he signs up online.”

As such, it was also crucial that Meitav Dash’s online presence was equipped with a userfriendly interface, which could be navigated from a computer screen, as well as a phone or tablet.

For this, the company enlisted Aman, an interface designer also based in Israel. When deciding which technologies he would source from external providers, Tsabar looked to partners to provide expertise that he didn’t have in-house. He actively avoids trying to ‘reinvent the wheel’ with a new business enterprise. “You have to find people and work with them to reach your goals,” he says.

Foregrounding collaboration When it came to assembling an in-house team to run all of Meitav Dash’s day-to-day IT operations, Tsabar looked for colleagues with experience

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in business as well as computing technologies. He believes that the best technicians can also understand the value of their work from a business intelligence point of view. This integration of commercial

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skills and practical knowledge has come to characterize the firm’s approach to technology.

“I think that in a digital transformation there is much to be done on the human side,” Tsabar says. “We in IT need to understand the language of business to talk with the business

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people. Many times I explain myself as a translator — from computer languages to business languages.”

In the process of designing their new web interface, Tsabar and his team also made sure to collaborate with the most important user of all: the customer. Simplicity and transparency were the values at the core of Meitav Dash’s customerfacing digital initiative and the firm made sure to hold ‘brainstorm’ sessions with clients during the design process. While Tsabar reports that the company has made major strides, he realizes that the process of serving customers is an ongoing one. “[Our technology] will have more functionality with time,” he explains. “We’ll learn what the customer wants. It’s progress.

It’s not something you build overnight.”

Looking forward Naturally, big data will play a role in analyzing customer

“I don’t believe in the buzzword ‘big data’. I believe that big data is a nice way of saying business intelligence” – GILL TASBAR, CIO

expectations.

And for Meitav Dash, the more information they have about a client’s needs, the more tailored their service can be. Ultimately, this is the aim of the firm’s digital transformation.

“I don’t believe in the buzzword ‘big data’. I believe that big data is a nice way of saying business intelligence,” claims Tsabar. “If you analyse your data correctly and intelligently, you will retain more customers and, using your data, you can attract new customers in the right way.”

While 2020 might still be a few years away, there is little doubt that ‘the future’ is already here for Meitav Dash.

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CARE IN THE HEALTHCARE INDUSTRY Written by DALE BENTON Produced by STUART SHIRRA

GULF DRUG, LEADERS & PIONEERS IN THE UAE HEALTHCARE INDUSTRY, ON EXPANDING ITS CURRENT CAPACITIES AND CAPABILITIES IN AN EVER-GROWING INDUSTRY

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ealthcare in the UAE is still a robust and young industry, one that to this day continues to expand and develop further.

Walking almost hand in hand with this industry, is Gulf Drug. Established in 1996, Gulf Drug began its quest as a pharmaceutical importer before expanding into medical equipment, devices and technologies, providing some of the most comprehensive total product and service solutions to the healthcare industry.

The goal? “To become the company of choice for any client in the UAE when it comes to sourcing medical products & solutions,” says Dr. Zeyad Al Moosa, Managing Director, Partner and Member of the Board at Gulf Drug.

“To be the company of choice through our ability in providing the best medical products at the best

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price, by the quality of the innovation of the products, the quality of people handling these products and the quality of infrastructure that supports the company and the customer to use the product for their patients for the best outcomes and reliability.”

Gulf Drug works with all pharmacies, clinics, hospitals, laboratories and healthcare institutions across the healthcare industry in the UAE, and offers sales, marketing, stocking, maintenance and distribution of pharmaceutical and medical equipment, medical disposables and consumer healthcare goods.

Due to the increase and growth of the industry over the last five years, Gulf Drug heads into 2017 with a major expansion of its current capabilities, facilities and logistics capacity to meet the increasing

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demands from customers and clients. â&#x20AC;&#x153;This will help us grow the business and almost double the volume of services that we are providing right now,â&#x20AC;? says Al Moosa.

Healthcare leaders The company works with all healthcare providers in the UAE, from pharmacies, clinics and hospitals to long term care facilities and special care organizations for patients with special conditions both for the governmental and non-governmental ( private ) sectors Technology, as with all industries, plays a

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â&#x20AC;&#x153;Every product we supply has to be there on time because customers depend on it for the running of their pharmacies, clinics or hospitals. We make sure that through our system we record everythingâ&#x20AC;?

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fundamental role in the success and future growth of Gulf Drug.

“When delivering healthcare products, it is vital you have a solid IT infrastructure,” says Al Moosa.

“You need a system that will not fail and one that can provide the full transparency and traceability of every product you offer in the country,” This transparency and traceability is crucial to Gulf Drug as it ensures that the company is taking every step to certify that the products available to its customers are of the newest and highest quality.

Transparency also allows Gulf Drug to continuously upgrade its quality systems to improve its quality controls and ensure that its customers, be it patients or major healthcare suppliers, are receiving the highest quality service and support the company can provide.

Caring for the customer In the fast-paced nature of the healthcare industry, traceability is crucial to a supplier should there be an issue which requires a product recall. Through this traceability,

Gulf Drug can identify what particular product was supplied, when and where it was supplied in order to respond to the customer and resolve any issue as soon as possible. This, Al Moosa believes, represents a part of the quality system that all good distributers should provide for its customers.

Gulf Drug works with around 80 companies internationally and this applies a certain degree of pressure on the business, not only in supplying the products at the right time for the best price but also in supporting the customer in the implementation of certain customized product solutions to ensure that the customer’s need is always met.

“Every product we supply has to be there on time because customers depend on it for the running of their pharmacies, clinics or hospitals. We make sure that through our system we record everything. That way you can follow up continuously, with clearing agents, with the forwarders, with manufactures to make sure we deliver as promised,” says Mr.Al Moosa

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â&#x20AC;&#x153;Having the presence of the local regional representatives of the companies allows us to offer a better service and level of support for the customerâ&#x20AC;?

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Evolving the business With disruptive technologies and innovation comes the demand that the company stays ahead of the curve. As a B2B provider to pharmacies, clinics and hospitals, Mr.Al Moosa believes that this is no different. Gulf Drug must ensure that it maintains its investment in its software solutions and upgrade and update them seamlessly throughout the organization to avoid system downtime.

“You make sure that you have a development path in which you know what to upgrade and when to upgrade and that all systems integrate with one another seamlessly,” he says.

In the healthcare industry in the UAE there has been a growing shift for many clients and customers to automation, specifically pharmacy automation. This is in a bid to reduce patient errors and to improve medicine dispensing volumes to patients due to the increasing volume of demand.

“Many of the hospitals have already begun buying pharmacy automation solutions and Gulf Drug was one of the first companies to implement these automation solutions here in the UAE,” says Al Masood.

“As a company, Gulf Drug prides itself on the fact that it is able to offer these new technologies and the UAE is often a first adopter when it comes to healthcare technologies.”

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The key is in reliability

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With technology and software solutions, Mr.Al Moosa cites reliability as a key word in the healthcare industry, with doctors, nurses and administrators all too aware of what product they want and most importantly they want that product to be available with the best service at the best time when they need it, all at the right price. Gulf Drug strives to satisfy the customer by offering the best customer service in a time where customer demands are ever changing.

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this point alone. A number of key “You have to keep fine tuning your partners and suppliers operate in product and service offering to keep regional offices in the UAE. With the customer satisfied. You have to always be ahead of the curve when medical technology solutions it comes to the newer technologies needing products specialists and innovations that are required and patient focused people, to provide better services to Mr.Almoosa feels that this those customers,” he says. is a key advantage in With technological having these partners innovation and a close to the company and customer. seemingly ever “Having the presence changing requirement of the local regional of technology, Gulf representatives of the Drug goes above and companies allows us beyond to guide the to offer a better service customer through this and level of support for changing environment.

Number of the customer,” he says.

“One of the key employees “From a product things is supporting at Gulf Drug point of view there are the customer from the specialized people with education perspective. the knowledge and With healthcare, it keeps training. Logistically, evolving to provide better they have access to technology, products their factories and head and procedures so it is offices with regards to the our task to translate what we supply of the product. These have – which is innovative – to the experts work together with their customer,” says Mr.Al Moosa. partners to support the customer As a successful business in the on any issues they may have,” UAE, Gulf Drug has not reached

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A long future ahead Looking to the future, Gulf Drug positions itself as the go to company for healthcare technologysolutions, covering best products and best maintenance and supportservices.

Technology & innovation has and will continue to play a key role in achieving this and Mr.Almoosa believes that the company is well positioned to capitalize on the attitude for change across the UAE. “At the end of the day, the customers are educated customers and from our side at Gulf Drug, we focus on companies who have proven track records and are worldwide leaders in their fields,” he says.

“There is no risk in implementing new technologies but there is always a challenge further on in ensuring the people adopt the new technologies to improve their workflow and the quality of the service provided to the patient.

Historically, when it comes to implementing change, the UAE has always been very good in adopting new ways of doing business.”

Gulf Drug has been a key player in the history of the healthcare industry in the UAE and as that industry continues to grow, Gulf Drug will grow with it.

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Putting families first

through patientcentered care Written by Catherine Rowell Produced by Stuart Shirra

Corniche Hospitalâ&#x20AC;&#x2122;s patient centered care in Abu Dhabi has led to a number of exciting new changes within the healthcare sector

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E

stablished in 1978, Corniche Hospital has become the largest maternity hospital in Abu Dhabi, with outstanding clinical leaders and staff, incorporating worldclass facilities to ensure the delivery of patient centered care. Winning multiple awards, the family-focused hospital has cemented its position within the region, incorporating a number of specialty clinics, in addition to housing the largest Neonatal Intensive Care Unit (NICU) in the country.

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Corniche Hospital serves patients from many countries and backgrounds, and employees from 60 different nationalities, making it truly unique. To enhance communication, teamwork and cultural sensitivity, staff regularly meet to celebrate and share different cultures or practices, enabling the hospital to effectively work as one.

Linda Clark, Chief Executive Officer and Deputy CEO Dr. Fayeza Nasir jointly manage the hospital, to include

oversight of day-to-day operations, budgeting and supervision of all activities, balancing the need to reflect a key focus on family-centered care, always with working in line with the vision and values of the SEHA Health System. Clinically, Corniche Hospital also is responsible for coordinating the Obstetrics and Gynaecology service line, coordinating services across the SEHA system. In order to

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provide a seamless service, the 183-bed hospital collaborates with five other SEHA hospitals, a network of government hospitals in the emirate of Abu Dhabi which deliver babies, holding regular meetings with them to coordinate a smooth provision of transition of services. A public-private collaboration was established two years ago, where Corniche meets with CEOs, CMOs and the CNOs from other large women’s centres to look for ways to improve care within a number of areas, whilst coordinating common standards and education across both sectors, previously not in place within the region.

Patient experience All staff are effectively trained in improving the patient’s experience, with a key of value of “Ihsan” demonstrating kindness and caring. One example of this is the integration of Nurse midwives or the Shared Care model at Corniche which has also set the hospital apart from other maternity hospitals. Clark explains: “In this part of the world, midwives don’t traditionally deliver babies, Number of but they do at Corniche,” putting Corniche Hospital women at ease throughout their employees labour and delivery. The leadership’s dedication to the hospital has enabled a number of transformations, such as the ability for new fathers to stay with their wives post-delivery,

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“Training is a critical part of Corniche and it starts with residency - we have Obstetrics and Gynaecology residents and neonatal fellows” – Linda Clark CEO

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something previously unseen in Abu Dhabi, which has created a positive outcome not only for mother and baby, but also the father and family unit. Dr Al Nasir explains: “In the beginning people were hesitant to start this practice, but actually the patients and families love it, and we have many dads staying with their wives at the hospital post-delivery.” Other family members such as grandmothers, sisters and aunties are also welcomed.

Patients which are deemed ‘highrisk’ are sent to Corniche as a result of its exceptional staff and services, at which both Clark and Dr Nasir agree that the hospital is viewed as a “safety net” to their sister hospital facilities, impacting on the space available at the hospital. Dr Nasir explains: “What we do is collaborate with other hospitals in the network and sometimes the private sector in order to accommodate these increased numbers.” With a licensed capacity of 64 neonatal cots, the hospital averages approximately 75 NICU babies on any given day, highlighting a significant ongoing challenge the hospital faces.

Clark concludes that there has

also been an increased need for neonatal and intensive care in the region recently, partly due to the unprecedented increase in IVF, and the hospital is working with other hospitals to find ways in which to overcome this challenge.

Modernisation Nonetheless, Corniche has renovated its facilities to meet the patient’s expectations, and compete with the private sector, which includes the implementation of private rooms for women postpartum. The hospital will be completing a large number of renovation works within the next 12 months, updating the labour and delivery ward and operating rooms (OR’s) to ensure they are fit for purpose and can work effectively in spite of increased demands. Clark explains: “For the last 10-15 years’, other hospitals have expanded their obstetrics service. Over the years, we opened the first neonatal unit, added advanced technologies and other services to support maternity and new-born care, but there is still much to be done”. However, these renovation

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works are to be completed in stages in order to reduce disruption to clinical service delivery. “As new technologies and services evolve, we’ve been able to update and modernise our facility,” concludes Clark.

Both Clark and Dr Nasir are enthusiastic on modernising the hospital and introducing new technologies to support ongoing clinical demand.

The initiation of the Corniche Fertility Centre has enabled Corniche to provide in vitro fertilisation (IVF) and reproductive medicine. Clark explains: “Corniche was originally built at a time when maternity care was delivered very differently.

There were very few C-sections and there was not in-vitro fertilisation (IVF) for example...”

The year Corniche As a result of these innovations, Hospital was an increased number of women founded have since visited Corniche to tap into these high-quality services.

By modernising services and placing an emphasis on clinical education and development, the hospital has also been successful in delivering a number of complex surgeries, such as laser therapy for twin-to-twin transfusion and has gained the ability to perform procedures on babies in utero, highlighting its commitment to medical innovation, all whilst embedding high patient quality and safety standards. To align with the hospital’s patient centric

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“We collaborate with other hospitals in the network and sometimes the private sector to accommodate increased numbers” – Dr NASIR Deputy CEO

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approach, Corniche has been certified for over 10 years as ‘Baby Friendly’ by the World Health Organisation, with a focus on the importance of breast feeding, supporting mother and baby for better health. However, both Clark and Dr Al Nasir are aware that not every pregnancy is successful, there can be complications. In the past, there has been little support available for women who miscarry or lose their baby. To this end, Corniche has created a bereavement clinic, “Al Amal Clinic”, run by an obstetrician and midwife in order to provide effective, ongoing support for women who need it.

Not only is Corniche Hospital committed to education and development for its medical staff, but also to providing patient centered services through educating expectant parents through its Parent Education Centre. The facility successfully allows for the communication with couples and provides valued information and support, focusing on both mother and father’s needs. The hospital also provides support to young women who are getting married, and are preparing for pregnancy – Pre-conception Clinic.

Further, Corniche Hospital’s recent move from the Patient Safety Network to Datix highlights its ongoing commitment to deliver the best service and patient centered initiatives whilst embedding the safest, highest quality of care and support of staff. Clark explains: “We focus on the culture of safety - our process is to encourage staff to report any near miss or potential harm, so we can try to evaluate, revise and resolve the situation before any other harm comes to a patient or staff member.”

In addition to being reaccredited for the fourth time by Joint Commission International (JCI) and acquiring a number of numerous accreditations encompassing international standards. The hospital benchmarks internationally with the Vermont Oxford database for Neonatology, comparing themselves with other neonatal intensive care units around the world and striving to always advance our practice and improve our outcomes.

To ensure Corniche Hospital continually provides exceptional care, world-class training and education is provided, at which Corniche has

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become the first hospital outside the UK to be accredited as a training site for the ATSM programs by the Royal College of Obstetrics and Gynaecology (RCOG). Clark explains: “Training is a critical part of Corniche and it starts with residency - we have Obstetrics and Gynaecology residents and neonatal fellows.”

Benchmarking against international standards, such as American College of Graduate Medical Education and the Royal College of Obstetrics and Gynaecology has

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cemented the hospital’s outstanding reputation within Abu Dhabi. It is compulsory for all medical staff to undertake multi-disciplinary advanced emergency management training such as PROMPT (Obstetrics) and NRP (Neonatal Resuscitation) Corniche has a purpose-built Simulation Center, which has provided a unique opportunity for the hospital to train professionals in a number of modern

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and advanced ways. The hospital’s technologies have also enabled staff to work with computerised patients which simulate different real-life experiences as one.

Through its continued success and commitment in a number of areas, Corniche faces challenges as other hospitals, such as the ability to recruit talented staff in a number of specialities. However, Clark adds:

“Fortunately, because of our reputation we’ve been able to recruit a very strong team of amaking the hospital a very attractive place to work. The hospital strives to provide unique services to the community, but also caters to patients’ increased needs and expectations.

Once renovation works are fully complete, in addition placing an increased focus on patient experience, clinical quality and education, Corniche Hospital will become stronger than ever in Abu Dhabi.

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Innovating

healthcare Written by Nye Longman Produced by Stuart Shirra

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In just five years, Anglo Arabian Healthcare has grown from a team of consultants to a key player in the UAE. Now, the company has its eyes fixed on regional expansion

Mark Adams, Founder and CEO

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T

he growth story of AngloArabian Healthcare (AAH) in the United Arab Emirates (UAE) is as interesting as it is impressive.

In a competitive, highly saturated healthcare and insurance market, the company has risen to become a top player in a short space of time and is now consolidating its position as the fifth largest operator in the UAE. With Dubai on its way to becoming a key destination for healthcare tourism, AAH has ensured that its operations are poised to capitalise on this. Business Review Middle East speaks to founder and CEO Mark Adams about how the company has achieved this through placing the needs of patients first and through producing a resilient business model.

Operations Adams says: “Seeing all the different types of clinic and operations running in isolation with no synergy, we built a branded, integrated network which categorises the population into low, mid and high income.

“At the beginning of 2012, I funded a team of 10 to spend a year looking at

target acquisitions, building strategy, talking to potential investors and preparing for effectively launching Anglo Arabian when we have all of the pieces lined up and ready to go.

“Here you have about 6.5 million insured people in the whole UAE and you have nearly 60 insurance companies. The insurers are losing money. So in the past few years five brands are consolidating the market. We are one of them.”

From a handful of healthcare strategists, AAH quickly grew, mainly through strategic acquisitions, into an outfit with 38 clinical assets, with approaching 1,500 staff and 200 qualified doctors. Its network of brands includes pharmacies, clinics, hospitals, specialty health centres, diagnostics and reproductive IVF centres. Adams adds: “Our main brands are Healthbay (our premium brand), Concorde (mass market), and Amina (middle range brand), as well as Proficiency Healthcare Diagnostics (PHD) - our diagnostics brand. Having established themselves in the UAE, they will in the coming years the aim is to broaden the footprint to Saudi, Qatar and Oman.”

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Through our widespread experience in the business of healthcare, we at HOSMAC understand the vision and sentiment behind building a healthcare facility and the unique nature of its demands. Against this backdrop, we provide an invaluable range of Total Solutions to suit the elaborate requirements of our clients with precedence to quality.

www.hosmac.com

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“We have been voted one of the best diagnostic groups at the Arab Health Awards for the last three years,” says Adams, proud of the credentials his company has accrued.

“We are CAP accredited which is one of the highest quality assured levels you can get for diagnostics.

“We are also moving to ISO and JCI accredited for clinics and our hospitals.

Again, we have got a very strong clinical quality governance structure right the way through to the board and the aim is that the whole culture of

the organisation is about continuous improvement and learning.”

Business strategy How has AAH managed to reach the top of the market in just five years? By adopting a networked approach from the outset, the company has been able to build trust and retain patients throughout the cycle of care. “The idea is that within each demographic you build a hub and spoke model where your patients are looked after in primary care close to the residential

“We have been voted one of the best diagnostic groups at the Arab Health Awards for the last three years” – Mark Adams Founder and CEO

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neighbourhoods – when they have a problem that needs hospital treatment they trust the brand and come to your hospital,” Adams explains.

“Ultimately there’s no quick way of doing it,” he admits. “Patients may come to you because they’ve seen a shiny new clinic open up, or might respond to an advertisement.

Ultimately what counts is word of mouth recommendations that says – we have good doctors, good customer care, and prices.

Frankly that’s a product of time.”

AAH is also keen to build trust through clinical partnerships.

Its most recent has been with Northwestern Memorial Hospital in Chicago - widely recognised as one of the top IVF hospitals. Not only has AAH been able to branch out into IVF, it has been able to do so with the backing of a global leader.

AAH has also innovated when it comes to patient medication, opting to save money for both its corporate clients and employees. Adams explains: “In the Middle East, 90 percent of medication is branded, which is twice as expensive as

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generic medication and does exactly the same thing. What we say to our clients is if they do our managed care programme, we can halve the cost of their diagnostics and the cost of medications and save up to 25 percent off the cost of insurance.”

The company is also making great strides to leverage technology to increase operational efficiency.

“We have made a big investment in technology in the last five years,” Adams explains, “and it will be one of the biggest areas of investment in the future.” He adds that technology is enabling AAH to gather data on billing and prescription habits in order to ensure that care and treatment is appropriate, consistent, and cost effective. He concludes: “I would say that over the next five years we should aim to be double our size. We will achieve this by looking after patients incredibly well, hiring the best doctors, making sure that all our communication is joined up so that it’s a value-based offering, and that patients feel they can trust the brand they are dealing with. There’s no shortcut – it takes time and we are getting there.”

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Number of Anglo Arabian Healthcare employees

The Arab Countries Water Utilities Association (ACWUA) is organizing the

4th Arab Water Week 2017 19-23 March, 2017, Dead sea, Jordan

“Managing water systems within fragile environments in the arab region” Under the Patronage of H.E. Dr. Hazem El Naser, Minister of Water and Irrigation, Jordan & Under the Umbrella of the Arab Ministerial Water Council / League of Arab States (LAS).

The Arab Water Week is a high-profile international and regional event promoted to attract decision makers, water management practitioners, and professional organizations internationally and in the Arab region.

The 4th Arab Water Week (AWW) is a unique international meeting in the Arab region, which tackles water management issues through establishing innovative partnerships and platforms of collaborative work on water issues in the region. The importance of this meeting lies in providing a platform for greater coordination among the existing network of key stakeholders active in the water sector in the region.

Conference Themes & Topics

4th AWW Trade Fair

• Water Resources Management Policy and Governance • Utilities leadership empowerment • Political unrest in region • Effective Utility Management Tools • Water energy and food nexus • Advancing SDGs in the Arab region

More than 25 exhibitors will be showing their state-of-the-art technology to more than 400 participants coming from the region and the World. It is a specialized exhibition targeting water supply, wastewater vendors and other service providers in the water sector.

Register Now • Book Your Booth • Become A Sponsor w w w. a r a b wat e r w e e k . c o m