CEO Report: Best Companies & Gulf Leaders

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NRL

Gulf Leaders & Best Companies

Tamleek Real Estate Co’s towering trajectory Tamleek Real Estate Co is rapidly changing the industry landscape

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Gulf Leaders & Best Companies

IN THIS MAGAZINE TAMLEEK REAL ESTATE CO Tamleek Real Estate Co is rapidly changing the industry landscape

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NATIONAL REFERENCE LABORATORY Improving healthcare by providing world-class clinical laboratory services to the UAE and the region

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DR. KAYLE AESTHETIC CLINIC The place to go to for beauty-enhancing

EXECUJET

SHARJAH ISLAMIC BANK

FEDEX

UNITED FOODS

NRL

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Tamleek Real Estate Co’s towering trajectory Tamleek Real Estate Co is rapidly changing the industry landscape

10 THE SCHAEFFLER GROUP Interview with Mr. Ioannis Marios Vrantzoglou 12 ELYSEUM Interview with the leading team 13 ABK Interview with Michel Accad 14 GOETZPARTNERS DUBAI Interview with Erik Almqvist 15 NOMADIC CAPITAL Investing in innovative, ingenious and imaginative businesses

Publisher, Editor-in-chief: Kalle Salmi CEO, Content Group International: Johan Ehrström Director: Lauri Stevens Project Managers: Billy Buckley, Danielle Francisco, Rida Jillani, Lauri Stevens, Christian Ehrström, Antonia Maidl

16 ADCOOPS Interview with Ibrahim Abdulla Al Bahar 17 DUBAI DUTY FREE Interview with Colm McLaughlin 18 UNITED FOODS COMPANY Interview with Fethi Khiari 20 FEDEX FedEx delivers on great workplace ambience 21 SHARJAH ISLAMIC BANK —A Shining Star in the UAE’s Banking Firmament

Art Director: Petra Pirinen

22 CERNER ME Robust performance, healthy outlook for

Graphic designer: Hanna Voutilainen

23 EXECUJET Execujet-Luxaviation merger cruising high

Journalists: Malcolm Diaz, Aisha Yaqub Photographers: Max Porik, Ali Arbess, Juho Aronen, Sami Paulig, Aisha Yaqub Concept owner: Content Group International, HDS Business Center, Cluster M, Jumeirah Lakes Towers, Dubai, United Arab Emirates www.contentgroupinternational.com

24 DALLAN Innovation and excellence in its engineering products 25 NOV Drilling down to success through its reputation and commitment 26 AL AAN TV Future Media professionals learn valuable skills 28 MUNDIPHARMA’S VISION Committed to combating blindness 29 MIDDLE EAST & AFRICA CORPORATION Fronting Fiji: Fijian product to the fore 30 ZAPHIR Revels in the sweet smell of success

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Tamleek Real Estate Co’s towering trajectory Tamleek Real Estate Company LLC, the high-profile Dubai-based luxury property advisory, brokerage and consultancy, is rapidly changing the industry landscape as it takes off to new heights with spectacular, skyrocketing sales and a 150 % surge in staff numbers by the year-end.

Attired immaculately in a stylish, signaturebrand dark suit, his fine grooming embellishing his strikingly good looks, Dr. Brian Etemad, Esq. strides confidently as he enters his chic, cavernous, well-appointed offices on the top floor of one of the triad of buildings in Downtown Dubai’s Emaar Square for this exclusive interview.

A cerebral, hawk-eyed, legal eagle and law practitioner from New York with excellent academic credentials, he took the real estate route for his career advancement. His extensive international experience in key property markets includes tenures with top realtors – Hampton’s International, Christie’s Real Estate, DTZ in Singapore and top master developer Emaar where he was the chief legal counsel who successfully negotiated the key Armani Hotel partnership deal at the iconic Burj Khalifa in Downtown Dubai.

This global exposure helped him to found Tamleek Real Estate Company Co., an independent high-end, upscale property brokerage, advisory and consulting agency in April 2016. This brainchild is now already creating a stir in real estate circles in Dubai with an astounding growth trajectory.

DRIVING FORCE The very driven, youthful CEO is consolidating the position of Tamleek Real Estate Company Co. as a premier seller of niche, exclusive offices and homes for premium, reputable and well-regarded developers. Following a string of high-profile initial accom-

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Dr. Brian Etemad, Esq

plishments in a relatively short period since inception, he is now homing in on projected exponential growth in business following tremendous success as Dubai’s fastest-growing and best-performing real estate agency, making Tamleek Real Estate Company Co. a force to reckon with.

“Tamleek Real Estate Company Co. has sold properties worth over an incredible 2 billion (UAE) Dirhams in a short span of four months since our formation in April 2016,” affirms Dr. Etemad speaking selfassuredly. “We are clearly bucking the industry trend with our premium and selective property offerings growing healthily despite challenging, competitive industry,” asserts Dr. Etemad. Tamleek’s range of services includes property sale, rent, property developments, property management and mortgages.

Tamleek Real Estate Company Co. is also credited with the sale of one of Dubai’s and indeed the region’s most expensive apart-

ment – an expansive, ultra-luxury penthouse in the Noura building in Al Habtoor City valued at over AED 110 million to an unnamed Saudi Arabian tycoon.

OPTIMISTIC OUTLOOK As the top and No.1 Investment Advisory, Consultancy and Brokerage as per the prestigious Forbes rankings, Dr. Etemad is confident of the buoyancy and resilience of Dubai’s burgeoning real estate market.

“Investment in Dubai luxury properties offers a safe haven, great lifestyle, a secure environment, a great value proposition and potential for sustained, guaranteed returns as confidence continues to build up bolstered by the pre-eminent leadership and proven visionary polices of HH Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai,” emphasizes Dr. Etemad.

The stellar performance by Tamleek Real Estate Company Co. is in part attributable (exposure used twice hence the rephrase) to the leadership demonstrated by Dr. Etemad and his exposure to the rough and tumble of the real estate sector regionally and internationally. As chief counsel to Emaar, the region’s number one developer, Dr. Etemad successfully oversaw the collaboration between Emaar & Giorgio Armani in addition to shepherding Emaar’s other key real estate developments across various markets.

In past tenures he has also worked closely with several influential celebrity and business families and his career path also put him at the apex at such leading companies as Hampton’s and Christie’s Real Estate.

Dr. Etemad also ascribes the success of Tamleek Real Estate Company Co. to the culture of harmony and camaraderie that exists in the company. “The atmosphere in the office is very friendly and collegial. I cherry pick my staff and treat them equitably. I encourage them to perform well and also compensate and reward my best-performing staff,” says Dr. Etemad who also has a philanthropic side to him as evidenced by his regular financial support for 200 orphans in India.

TOP PERFORMER As a front-line, forward looking company, Tamleek Real Estate Company Co. has been the highest selling entity for Emaar in 2016.

The list of tie-ups is growing and company has also signed up a major contract to sell property and luxury apartments for the coveted Kempinski Business Bay and the Al Manazil Global Property as the exclusive sales representatives for the Adagio Hotel Apartments in Dubai Jumeirah Village Triangle. Tamleek Real Estate Company Co. has also signed up partnership accords with Dubai Holdings, Meraas and Nshama, two top Dubai property developers.

PRIZED POSSESSIONS The crown jewel in the exclusive Tamleek Real Estate Company Co. portfolio is the sprawling, multi-billion dollar premium property investment, the Al Habtoor City Complex, one of the most sought-after luxury enclaves in Dubai. Al Habtoor City, a luxury landmark and multi-use development comprises dining, hospitality, enter-

tainment, park land, retail, leisure, cultural, sports, marina and water-front facilities among others. When fully complete and operational, it will be adorned by a beautiful man-made canal and house more than three hotels (St. Regis, Westin, the W Hotel) and three high-rise residential towers – Noura, Amna and Meera, named after the three daughters of Khalaf Ahmad Al Habtoor founder and Patriarch of the eponymous gigantic, highly-diversified business conglomerate.

The residential towers are planned to include two 75-storey residential towers and a third 52-storey tower with 1,460 apartment units, alongside 11 penthouses. Al Habtoor City will also feature a 1400-seat permanent water-themed show by Franco Dragone, the celebrated Italian-Belgian theatre director who is also renowned for his work with Cirque du Soliel; a tennis academy and clubhouse with eight tennis courts, one of which is air-conditioned, and a car park with a capacity of around 2300 cars.

TAMLEEK — KEMPINSKI RESIDENCES BUSINESS BAY, PARTNERSHIP As the exclusive agency on record for the outstanding Kempinski Residences Business Bay it makes it the prominent milestone for Tamleek. “Kempinski’s full serviced and fully furnished luxury residences located in the heart of Business Bay with unobstructed views of Burj Khalifa and Business Bay is one of the most sought after crown jewels in our listings”, says Dr. Etemad.

“Tamleek Real Estate Company Co. brings extraordinary forward-looking talent, competence and customized services to high-end locations,” comments Dr. Etemad on this partnership. “With reliability as our strong suite and a proven track record and a can-do resolve, we are committed to see Kempinski Residences Business Bay catapult into the front league and a preferred safe-harbour destination for smart, savvy, investors and those who cherish and value an elegant lifestyle with inbuilt sophisticated amenities and extravaganza,” adds Dr. Etemad.

PROFESSIONAL RECOGNITION Tamleek Real Estate Company Co. was also awarded ‘The Arab World’s No. 1 Investment Advisory and Brokerage Company’ from Forbes Middle East at a recent glittering

ceremony and gala event that brought together the real estate sector’s biggest developers from the region, companies and International property consultants.

INCREASING EMPLOYEE NUMBERS Business is booming and following new tie-ups and freshly-inked deals, Dr. Etemad is looking to recruit an additional 240 staff to keep up with the surge in business, up from the current 160. “We will be going on a hiring spree and will hunt for at least an extra 240 staff by current estimates to meet staffing requirements brought on by the spurt in business demand. The challenge now is to source this talent,” notes Dr. Etemad.

He also believes that property is expected to take-off in Q4-2016 given the continuing influx of foreign capital and Direct FDI into the country, the bullish economic outlook, the world-class infrastructure and the prudent leadership of the Rulers of the Emirates constituting the UAE. Dr. Etemad is also supportive of the current regulatory mechanisms in the real estate market in Dubai. He opines that RERA (Real Estate Regulatory Agency), metrics such as the RERA Rental Index and regulatory institutions such as The Lands Department, Dubai Municipality and other government oversight bodies ensure that the interest of buyers and sellers are adequately served.

He believes the Government is alert and sensitive to market realities and proactive reforms will continue to evolve and dictate the growth of this sector.

GROWTH ON THE ANVIL Expansion is on the cards and Tamleek Real Estate Company Co. also proposes to spread its wings into the Principality of Monaco, at least two countries in the GCC including Saudi Arabia and in the South Asian subcontinent in the foreseeable future, states Dr. Etemad.

Given its string of successes in a modest time span of only a few months, Tamleek Real Estate Company Co. is indeed a galloping, run-away success much like the signature stallion – its trademark and logo. With fast-paced developments and a bourgeoning portfolio of some of the most desired, prized and prominent properties in Dubai, Tamleek Real Estate Company Co. is emerging the winner by any yardstick.

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National Reference Laboratory

Improving healthcare by providing world-class clinical laboratory services to the UAE and the region The very vibrant market of laboratory management is full of opportunities and increased demand for partnership. Abdul Hamid Oubeisi, CEO of National Reference Laboratory (NRL), shares his insights.

Please tell us more about National Reference Laboratory (NRL) and its relationship with Mubadala and LabCorp?

National Reference Laboratory (NRL) is a network of laboratories that together with the significant resources of LabCorp, offers a comprehensive menu of more than 4,700 tests, ranging from routine tests to more cutting-edge, complex diagnoses of genetic conditions, cancers and rare diseases. NRL is part of Mubadala’s network of world-class healthcare providers and it is managed by LabCorp, the world’s leading clinical laboratory.

Mubadala and LabCorp formed a partnership in 2008, the goal of which was to create a diagnostic laboratory in the UAE that would operate with the same standards as LabCorp; and thus NRL was established.

With LabCorp’s support, NRL quickly became a UAE and regional leader and developed a reputation as an ethical, quality-driven, efficient and patient-centred laboratory that has reduced the need for patients and patient’s specimens to be sent abroad for analysis.

How is NRL increasing the quality standards in laboratory testing and what is your impact on the healthcare sector in the region?

NRL delivers the full scope of laboratory services to approximately 200 clients from the UAE and GCC, either directly or as a full management to stand-alone and on-site laboratories.

Recognizing that between 70% and 80% of medical decisions are based on information obtained from laboratory tests, NRL’s robust, quality foundation and standardized

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“BETWEEN 70% AND 80% OF MEDICAL DECISIONS ARE BASED ON INFORMATION OBTAINED FROM LABORATORY TESTS.” processes provide fast, accurate and reliable laboratory services for the rapidly-developing healthcare system in the UAE. Quality is an inseparable aspect of patient care, and in this regard, we are proud that NRL is a regional leader in laboratory quality management. Our laboratory management implementation model is designed such that we pursue College of American Pathologists (CAP), International Organization for Standardization (ISO) 15189 as well as Joint Commission International (JCI) accreditations, one year after commencement of services, for all laboratories that join our network where applicable. This strategic direction has enabled NRL, as of this date, to be the largest referral laboratory network in the Middle East, with six CAP accredited laboratories.

Through the use of state-of-the-art technologies, a focus on science, an accredited quality management system and the employment of highly skilled, well-trained employees and our sustained accreditations status, we have positively contributed to patients’ outcomes and therefore we have fully supported the improvement of the healthcare system in general.

Can you tell us more about NRL’s network of laboratories?

NRL’s network is currently comprised of eight laboratories, two of which are standalone laboratories that we own in Abu Dhabi and Dubai. We manage five laboratories for Mubadala’s healthcare facilities, including

Healthpoint, the three branches of Imperial College London Diabetes Centre and the joint Anatomic Pathology Laboratory at Cleveland Clinic Abu Dhabi. We are delighted to have recently added the laboratory of Etihad Airways Medical Centre to our network and we are working to further expand based on our highly efficient, scalable laboratory management model.

You, Mr. Abdul Hamid Oubeisi, have a long career in healthcare here in the UAE and attended a number of academic programs associated with universities and institutes from the UK and USA. Can you tell us more about your role within NRL? I have been working in healthcare for more than 17 years across different verticals of the healthcare value chain including healthcare management, project development, strategy and business development, operations, and finance. I have been working for NRL in different leadership roles since its inception and have been fortunate to be a part of the business as it developed to embed my experience and knowledge into the foundation of the company before becoming CEO. Being in a position to thoroughly understand, monitor and influence the development of the laboratory market in the country, allowed me to have a clear vision and strategically lead NRL to become a fast-growing network of now eight laboratories, providing quality laboratory services and an average of half a million tests per month during 2016.

Certainly, I am grateful for the highly experienced and committed NRL team, as well as the crucial support of both LabCorp and Mubadala.

What is the role of NRL in providing medical laboratory services in Dubai and the Northern Emirates?

While our headquarters and main testing site are based in Abu Dhabi, we are a nation-

Abdul Hamid Oubeisi, NRL’s CEO

“FURTHER COLLABORATION AND ALLIANCES ARE AT THE CORE OF OUR GROWTH PLAN AND WE ARE ACTIVELY WORKING ON INCREASING OUR ASSOCIATION WITH LOCAL AND REGIONAL COMPANIES AND ORGANISATIONS.” wide provider, as we serve clients and operate across the seven emirates of the UAE. Actually, the first laboratory of NRL opened in Dubai in 2010, and is ever since actively catering to entities from the region of Dubai and Northern Emirates, as NRL is one of the largest providers of laboratory services in that part of the UAE. We are also the exclusive laboratory partner of the Ministry of

Health and Prevention of the UAE, for their national cervical cancer screening program.

Owing to our state-of-the-art logistics, we are able to collect samples from a large network of primary healthcare centres included in the program, located across Dubai, Fujairah, Ras Al Khaimah, Umm Al Quwain, Ajman and Sharjah.

What are your plans for the future?

Further collaboration and alliances are at the core of our growth plan and we are actively working on increasing our association with local and regional companies and organisations. This is a very vibrant market with ample opportunities and increased demand for reliable laboratory management partnerships. We are looking forward to announcing several additional collaborations that we are currently formalizing.

Furthermore, we are investing in a fully-automated laboratory solution at our main testing site in ICAD, Abu Dhabi to be completed by the end of the year. This addition will further solidify our objectives to continue to increase efficiencies, reduce errors and therefore improve turnaround time and patient outcomes.

We will continue with our plan to increase the versatility and capacity of the healthcare system by integrating highly specialized and sophisticated services otherwise not available in the country, for the benefit of all patients. In this regard, supported by our partner LabCorp, we are working to establish a number of in-house Centres of Excellence that will provide comprehensive and specialised testing in areas such as molecular genetics, anatomic pathology, special coagulation, flow-cytometry, protein studies and tuberculosis testing.

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Beautification with an artistic touch Nestled in a striking, sprawling gated villa with well-manicured lawns and a backyard in the swank, placid Umm Suqeim-Jumeirah neighbourhood on Dubai’s scenic Al Wasl Road, Dr. Kayle Aesthetic Clinic, is the place to go to for beauty-enhancing plastic and cosmetic surgery, skincare, facial and related body treatment.

Dr. Dany Kayle, founder of his namesake holistic, well-equipped, Dr. Kayle Aesthetic Clinic, is a highly qualified, certified, accomplished, well-regarded plastic surgeon with a good track record. He also wears another hat. He loves painting which also helps him unwind and finds it the perfect complement and antidote to his demanding profession.

A graduate of the prestigious American University of Beirut (AUB), the highly-experienced and respected Dr. Kayle possesses good professional qualifications and credentials including membership of the coveted ISAPS (International Society of Aesthetic Plastic Surgery), the 1970-established, world’s leading professional body for board-certified aesthetic plastic surgeons founded under a charter signed at the United Nations.

ART AFICIONADO Despite his professional accomplishments and long-standing practice spanning almost 17 years in the UAE alone, Dr. Kayle, a selfconfessed fan of Rembrandt and French Impressionist painter Monet, has a genial, intense demeanour. The staircase and his second level office are adorned with beautiful works of art and personal hand-paintings, a reflection of his keen interest in the surreal world of fine art. “Plastic surgery is my day job, my professional mainstay but I am also an artist and painter at heart. I am passionate about painting and these are some of my personal creations” he says pointing out to a raft of framed paintings that deck his office. “I chose to go down this path because

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it reconciles my passions of head, heart and hands,” he says with an affable smile.

It is this pursuit of beauty both in art form and the human countenance that propelled Dr. Kayle to this rarified and intricate profession. The analogy of the talented artist working deftly to create his masterpiece is suitably applicable to a plastic surgeon using his nimble hands skillfully and brilliantly to enhance and accentuate the beauty of the patient who chooses to ‘go under the proverbial knife’.

SURGEON’S SKILLS Dr. Kayle embodies these skills required of a trustworthy surgeon equipped with sophisticated equipment and the latest available technologies, he is ably supported by a core quartet comprising eminent doctors – Dr. Ferdous Al Saigh, Specialist Obstetrics and Gynaecology; Dr. Jasmin Abd El Baki, Specialist Dermatology; Dr. Raafat Lakkis, Specialist Dermatology and Manal El Hage,

Certified Beautician. This team is further buttressed by 10 additional, multi-national employees comprising nurses, medical, paramedical and administrative staff.

Dr. Kayle Aesthetic Clinic offers a wide range of invasive and non-invasive surgeries skin-care, dermatological, beauty make-up, medical tattoos to cover skin imperfections and related services. These include facial cosmetic, breast cosmetic, eyelid cosmetic and body contouring surgeries; non-surgical facial rejuvenation; nose jobs; cellulite, firming and toning treatment; de-pigmentation treatment; non-surgical skin tightening; skin photo-rejuvenation; laser hair removal; brow lifting, face lifting, tummy tucks, body reshaping, thigh lifting surgeries, liposuction and Botox among several others.

PROFESSIONALISM PERSONIFIED True to form as an adroit surgeon, Dr. Kayle allays concerns about the vanity of his practice, gratifying wealthy customers and

patients who are narcissistic and self-absorbed about their looks. “Plastic surgery is neither about vanity nor arrogance, it is a sophisticated ethical medical practice intended to raise the self-esteem, confidence and importantly to embellish and accentuate physical looks that are vital and desirable attributes in today’s business and the entertainment-celluloid-social media oriented world where good looks coupled with capabilities can make the difference between success and failure.”

Dr. Kayle is all praise for Dubai’s entrepreneurial, cosmopolitan, affluence, beauty consciousness and business oriented culture and it is for these reasons he chose to set up his practice here. As part of his expansion plans he is mulling the possibility of setting up the Dr. Kayle Aesthetic Clinic in Abu Dhabi in the foreseeable future but did not specify a timeline.

Men are also increasingly gravitating into this sector traditionally associated with women. “Today two-thirds of my customers are female and a third is male,” he affirms.

“The patient profile also defies stereotypes and today my clinic’s customers come from a mix of nationalities, professional groups, social classes, cultures, age and ethnicities, a reflection of the demographic composition of the UAE,” he adds.

THREE-PRONGED APPROACH According to Dr. Kayle there are three broad kinds of treatments available at the clinic.

The first is the beautician who can administer external, superficial treatments in addition to coverage and make-up. Then there is the dermatologist who provides comprehensive skin-related treatments and solutions for a growing list of skin deficiencies, including acne, moles, hair-loss, psoriasis, vitiligo and warts, as well as improving on the aging face.

At the tertiary level are surgical procedures, whether minimally invasive or fully invasive, that include fat filling, thread lifting, mini- or full face lifting, breast augmentation, breast lifting and breast reduction; buttock lifting, ear cosmetic surgery, excision of skin lesions, facial implants, liposuction and lipo-sculpture, nose jobs (rhinoplasty) and many more. “Some of these procedures, namely the minimally invasive ones, can be performed in our clinic using local anesthesia with no or very short down time while other invasive surgeries lasting a couple of hours such as liposuction, breast

augmentation and nose jobs are performed as outpatient procedures in a hospital under supervised general anaesthesia where patient safety is paramount.

Patients are discharged mostly the same day or the following day at the very latest,” explains Dr. Kayle. He also indicated that procedures may take between less than an hour to a bit more than four hours for more complicated surgeries.

HOLISTIC SERVICES Most patients coming to Dr. Kayle Aesthetic Clinic will find a whole suite of services conveniently available all under one roof. In Dr. Kayle’s estimation, his clinic is a onestop-centre for all needs related to beauty enhancement, skin and beauty care requirements. “Our services are exhaustive and cover multiple contingencies,” states Dr. Kayle.

An experienced surgeon, Dr. Kayle is acutely aware of the ethics and the regulatory mechanisms that govern that practice.

“Among the professional responsibilities of a surgeon is to offer above-board consultancies. So when a potential patient visits our clinic for a specific purpose it is my job to closely examine all aspects and all possible repercussions of the surgery and this entails talking extensively to the patient, offer pre-surgery advice and to address issues relating to expectations, necessity, operability, costs, risks, possible side-effects, post-surgery ramifications during our assessments as part of our pre-operation interview,” remarks Dr. Kayle. There have also been instances when he has advised patients against the surgeries if they are deemed unnecessary or if he suspects there might be adverse reactions to the same.

Dr. Dany Kayle, founder, Dr. Kayle Aesthetic Clinic

REGULATORY MECHANISMS ‘There are also strict and rigourous industry, ministry and government regulations that govern our practice,’ admits Dr. Kayle.

“We are closely monitored and the regulators make periodic and occasionally surprise visits to ensure that we adhere to the highest professional standards expected of us,” admits Dr. Kayle.

In Dr. Kayle’s estimation there is a fair level of competition in the business but as he puts it – to each one his own. Practitioners like himself develop their own patient base and gets progressively bigger through word

of mouth and reputation.

Dr. Kayle also opines that plastic surgery is a growing profession and is here to stay and that there will be a spurt of non-invasive procedures going forward. “More and more patients are coming into the fold and business is expected to surge with time,” he asserts.

Beauty lies in the eyes of the beholder, goes the old adage. Dr. Kayle is the ultimate beholder who sees beauty up close and personal on an every-day basis and importantly has the ability to improvise and restore when necessary and where applicable.

Interview with Mr. Ioannis Marios Vrantzoglou from The Schaeffler Group Schaeffler Middle East FZE is a subsidiary of the main Schaeffler AG. The Schaeffler Group’s been on a continuous growth curve, having been active on the capital market with various bonds and loans since the start of 2012. Shaeffler AG has been listed on the German stock market since 2015, and became a part of the ‘selection index’ SDAX of the German stock market in December 2015.

Schaeffler Middle East FZE has been in the region since 2005, establishing its automotive aftermarket office and operations; then expanding into industrial and aerospace markets as well. While the slump in oil price in 2016 had an overall effect on the region, it didn’t stop Schaeffler from growing and investing further in the region.

Commenting on the growth in the region and the business atmosphere, Managing Director of Schaeffler ME Mr. Ioannis Marios Vrantzoglou said that “declining economy is the main reason for a slump in growth in the region, the region was dependent on oil – but now trying to diversify into other sources of economic growth.” He further said that he was hopeful because “in the last couple of years we have been having steady annual growth in the region of 15-20% and the current year will bring us a growth of 10%”.

VALUE FOR MONEY Schaeffler ME is still growing and has invested further into facilities and employment of new talent in the region. It corroborates their vision for the region with a staunch growth and expansion strategy, that has the best to offer both the company and the customers; ‘value for money’. Remarking on the strategy for growth in the region,

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“WE OFFER OUR PARTNERS, DISTRIBUTORS, AND GARAGES FAR MORE THAN JUST HIGH QUALITY PRODUCTS.” Mr Ioannis said that “our strategy is always the same. To provide best quality original products and support that with excellent customer service.

We follow a robust service strategy.”

“We offer our partners, distributors, and garages far more than just high quality products. We present well thought out repair solutions for the aftermarket segment. We specialise in providing tools for mistake-free professional repairs. We give technical training and services – both online and offline.

We offer effective marketing instruments.

Plus, apart from all this, we also have environmentally sound waste disposal concepts from A-Z,” he added.

A STRONG FOOTHOLD Schaeffler ME has firmly established its roots in the region, with market influence in various countries like UAE, Egypt and Saudi Arabia.

The market influence extends from industrial, to automotive aftermarket and aerospace industry as well. Schaeffler ME is not only present in the market, but are looking to enhance their position. The company is looking to have a service station in the region for airplane engines; providing service to airline companies like Emirates, Etihad etc.

The market for automotive industry has remained lucrative in the Gulf & MENA region from a long time, and the aftermarket industry has enjoyed the same attention. Vrantzoglou said that the increase in the number of vehicles and the aftermarket grows in the same way.

“Aftermarket is something that comes naturally. As each one of us, it doesn’t matter whether for commercial vehicles or personal, need for vehicles to run in a sound condition. This can only be achieved by maintaining and/or repairing the vehicle, where the use of spare parts automatically follows,” he said.

The same theory goes to factories and planes where the need to run its machineries is necessary and spare parts requirement is a must.

The outlook for the future is promising for Schaeffler ME. Steady growth in the past few years, a 10% growth projected for this year, plus belief in continued growth in the dynamic region of the Middle East; will enable Schaeffler to reach its targets & goals for the region easier and within no time.

“AS EACH ONE OF US, IT DOESN’T MATTER WHETHER FOR COMMERCIAL VEHICLES OR PERSONAL, NEED FOR VEHICLES TO RUN IN A SOUND CONDITION.” Managing Director of Schaeffler ME Mr. Ioannis Marios Vrantzoglou

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Elyseum, with its Chinese partner Golden Grain Capital

Rick Pudner (top) and Upmanyu Misra (left) from Elyseum leading team.

Pierre Pissaloux, SEO of Elyseum

Elyseum Capital Partners, an independent investment and wealth management company is based in Dubai. Strategic location brings opportunities and one such is the partnership with a Hong Kong based firm Golden Grain Capital (GGC), for the China Ocean Strategic Industry Investment Fund (COSIIF).

Elyseum is the Co-Founder and Partner of the COSIIF. The company itself is backed by loyal investors and displays an entrepreneurial spirt. It understands the requirements of its clients and partners, and the service it provides is based on its ethos; providing best practice in whatever they do and doing things ethically with full transparency, continuity and accountability.

The main team leading the company is Pierre Pissaloux, SEO of Elyseum, Rick Pudner and Upmanyu Misra. Rick Pudner who is the former Group CEO of Emirates

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NBD said that “Partnering with a Hong Kong based firm opens up the ability to tap into different financial resources and gives us advantages when it comes to major projects in Africa and ME.” Upmanyu Misra, the Managing Partner at Elyseum said that the COSIIF will also target landmark projects in India. “The foundation is first of its kind in making sizeable investments in the Infrastructure, Agriculture, and Technology sectors,” he said.

MARKET DRIVEN APPROACH Pierre Pissaloux mentioned that the ‘distinctive’ feature of COSIIF is to foster a “market-driven, best-practice approach and applying the latest technologies and financial structures while assessing, planning and executing projects.”

“ELYSEUM, WITH ITS CHINESE PARTNER GOLDEN GRAIN CAPITAL, LEVERAGES ITS DUBAI PLATFORM TO BRIDGE CHINESE INVESTMENT AND GULF REGION THROUGH USD 4.4B PE FUND.” COSIFF is part of the larger Chinese ‘One Belt, One Road’ initiative, which will deploy funds up to 30bn Yuan (approx. US $4.43bn) by mid-2017. Overall objective of COSIIF is to fully support the promotion of strategic economic establishments, and to finance infrastructure projects and marine-related businesses, in countries along China’s new Silk Road from Asia to Europe; countries like India, Pakistan etc. It will cover projects across both government and private sectors.

Interview with Michel Accad, CEO of ABK Michel Accad, CEO of Al Ahli Bank of Kuwait

Following the years after the global credit crisis, many banks shut down, or failed to maintain their standards; especially in the ME region. One of the banks that successfully evaded the credit crunch & managed to grow, is Al Ahli Bank of Kuwait. A discreet standalone bank, that didn’t have much exposure, is now poised to become a banking power in the Middle East with their recent acquisition of Piraeus Bank Egypt.

Spearheading the bank’s growth and expansion out of Kuwait is Michel Accad, the CEO of the bank. Remarking on the region in which the bank operates in he mentioned that ‘instability is across the region, oil prices have fallen, but because ABK is in Kuwait it is in a better position as; less impact on banks and businesses due to Kuwait needing lower oil price to balance its budget, as compared to other countries in the region.’

“SIMPLE, CLEAR, PRECISE BANKING IS WHAT WE OFFER AND WHAT CONSUMERS NEED.” Al Ahli Bank has had a long-standing presence in the UAE, with branches in Dubai and Abu Dhabi, but now the bank has expanded into Egypt; with a USD 150m takeover of Piraeus Bank Egypt. “We expanded into Egypt to bring added value to a large, relatively young population and we see a growing banking potential, that’s untapped,” he said. He further added that he is excited for the bank’s prospects in the future, because of its simple approach to banking.

“Simple, clear, precise banking is what we offer and what consumers need. Our mobile app is the friendliest in the region and we are still tactically strategising on improving our banking operations.” He added.

The bank’s embarking on a transformation journey and the CEO is excited. “We’re becoming a regional bank. Our profile is changing. We hope to get more visibility in the region amongst peers and consumers.”

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Interview with Erik Almqvist,

Managing Director of Goetzpartners Dubai Erik Almqvist is the MD of Goetzpartners Dubai – a subsidiary of Goetzpartners, one of the top 10 advisory firms in Germany; through a strong 24-year experience in management consultancy, Almqvist hopes to bring his expertise to good use in the Middle East region.

When asked about the plans for the Dubai & ME region he said he hopes that the firm will become the favoured top tier choice across industry for advisory on M&A and strategy.

“We plan to become the preferred choice for telecom sector on cost and digital transformations. Growing our presence in the ME, we aspire to be the top choice for governments in the region on measuring results across multiple indicators,” he said.

Going on to explain why Goetzpartners opened an office in Dubai “local & regional support is important, so that our clients can be served better. They can become faster, stronger, more customer attuned, digitally transformed and efficient.”

Regarding growth in ME, Erik was passionate about the ambition level shown by govt. of Dubai – to be the best in the world, and he said that it is exciting to be a part of that vision and creativity.

“FOCUS AS MUCH ON THE HOW AS THE WHAT.” Expressing why Goetzpartners differed from other firms, he said that it’s because they ‘focus as much on the how as the what’.

He went on to add: “Our granular focus is on the bottom line. Our unique ColourBookTM approach delivers higher results than virtually any of our competitors usually 2030% on the cost side.”

With a seemingly high demand for second opinions on missed value adding opportunities etc. it is likely that Goetzpartners will establish a firm presence in the region and having started off with high growth sectors like Telecom; they look to other sectors like renewable energy in the future.

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Erik Almqvist, MD, Goetzpartners Dubai

Investing in innovative, ingenious and imaginative businesses Dubai-based Nomadic Capital is the incubator of businesses borne by foresight, demand, distinction and dare. Given its good track record and living up to its name, the company is now migrating into new business territories, capitalizing on the far-sightedness of its hawk-eyed promoters, inveterate travelers who scour the globe looking for opportunities.

Stephanie Khouri, Founder, Nomadic Capital

Visionary serial entrepreneurs Stephanie Khouri and Ziad Ghosn make power partners. With feet firmly planted in Dubai and a lifestyle that reflects their drive and zeal, the young, dynamic and vivacious Lebanese duo is now poised for consolidating and expanding their business enterprises. With new planned investments, Nomadic Capital is now going places with the rollout of new businesses in the region.

Stephanie founded Nomadic Capital two years ago to envision, enable and empower new businesses in the GCC. Ideas and imagination were the foundation for her business ventures. To this end she was ably supported

by Co-Founder Ziad who reinforced and strengthened the partnership. Their initiative has since catapulted into a successful, wellresourced enterprise, committed to setting up and successfully running ground-breaking businesses in the Middle East.

PRODUCTIVE PARTNERSHIP The now recently married couple continues to share both the passion for adventure and entrepreneurship, working together as a tag team like two peas in a pod supplementing and complementing each other’s abilities and efforts.

“There is energy, synergy and symbiosis in our relationship,” observes Ziad characterizing the partnership that has endured. “Stephanie is the initiator, creator and conceiver of

nifty business ideas and I follow through and involve with the nitty-gritty, operational aspects and oversight,” he affirms.

AUDACIOUS AUTOMAT The pioneering introduction of the trendy, eight-compartment easy-to-use Automat, the on-the-go, healthy, both hold and cold gourmet food option first discovered in Amsterdam and then transplanted to the UAE, is a case in point. “This first-of-its kind, temperature-controlled, self-service food-dispensing machine is located in high footfall areas such as office complexes, universities and shopping malls. It has a fully dedicated team tasked with supplying and replenishing a vast array of locally-sourced, delicious, nutritional, fresh and hygienically prepared food from well-reputed providers is advantageous and handy for busy consumers,” explains Stephanie.

According to Ziad the food choice is appetizing, delectable, balanced, eclectic and the carefully composed menu is designed to attract and whet the appetites of Dubai’s cosmopolitan populace.“To date, the Automat is available in two locations in Dubai with plans roll out several more in the UAE in the near future,” adds Stephanie.

Nomadic Capital is the sole distributor for the Automat in the GCC. In Ziad’s estimation, the Automat is the company’s flagship, food provision model and platform that will

enable top food brands to supply their signature offerings to a potential mass market without the need to set up a kitchen, maintain dining premises or a large staff team.

DIGITAL ENGAGEMENT Taking a cue from the UAE Government’s plans toward smart governance and accelerating entrepreneurship ecosystems in the country, Nomadic Capital has also made considerable forays into the digital world with the ownership of Pushdot, a revolutionary and transformational application that facilitates ease of networking by consolidating all contact information including social sites, web addresses and personal contact data in one single location.

Its convenience lies in it being commutative whereby this information and references can be shared with other Pushdot users in a peer-to-peer exchange. “I am delighted to affirm that this application was the recipient of the ‘6th Appy Awards’ held in New York in May 2016,” notes Ziad proudly of the recognition conferred by industry peers.

Additionally, Einvite and Gourmet Stop are also an integral part of the Nomadic Capital repertoire. Ziad also individually owns Republique, a full-fledged media and advertising agency with offices in Beirut and Dubai.

With Stephanie and Ziad in the driving seat, there is no stopping Nomadic Capital – all set to go places!

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Interview with Ibrahim Abdulla Al Bahar, CEO of ADCOOPS Since 1981, Abu Dhabi Cooperative Society (ADCOOPS) has always been a symbol of a modern, progressive, and service oriented hypermarket / supermarket chain. ADCOOPS has grown rapidly to become a multi-format, multi-brand retail network that includes the internationally recognized SPAR brand. With a network of over 40 outlets spread all across UAE and 7 shopping malls (including Makani mall Al Shamkha and upcoming Makani mall Zakher in Al Ain), Adcoops employs more than 2500 qualified and trained professionals from over 41 countries.

Driving this growth is its CEO Mr. Ibrahim Abdulla Al Bahar, an experienced leader with specialist expertise in the retail hypermarket industry. ADCOOPS has been able to build an amazing growth path despite heavy competition due to the combination of his excellent leadership skills and innovative smart strategies.

Mr. Ibrahim Abdulla Al Bahar, CEO of ADCOOPS

SMART STRATEGIES TO GROWTH One of the first steps that Mr. Al Bahar took was to ensure that the right talent was identified to lead and execute the growth vision. He also created a structured internal operations team that setup the process flow and increased the efficiency of the organization while enhancing the wide range of products and services to its loyal customer base. Building the organization further, he then setup a market research department with a focus on understanding and prioritizing consumer preferences while ensuring that ADCOOPS was still competitive and

“ACCEPT THE CHALLENGE, PUSH AGGRESSIVELY FOR RESULTS AND ALWAYS FOLLOW UP PERSONALLY ON YOUR PROJECTS.” price benchmarked to deliver outstanding value to customers without compromising on quality.

As part of modernizing and leading the growth efforts, Mr. Al Bahar is personally involved in ensuring all new outlets reflect

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the modern look and feel that provides an enhanced and enjoyable shopping environment to its customers. In addition to the above, all modern aspects of technology is fully utilized in the supermarkets, whether in terms of using the latest in retail display and merchandising technologies or the usage of social media to connect and engage with customers, ADCOOPS is leading the change in the market!

A strong believer of contributing to the society, Mr. Al Bahar takes a lot of effort to reach out and support the local community and is heavily involved in outreach activities. Many initiatives taken include support to Emirates Red Crescent, Khalifa bin Zayed Al Nahyan Foundation, Social Care and Minors Affairs Foundation, Sports Clubs, U.A.E Disabled Sports Federation, Ministry of Social Affairs/ Community Development.

MODERN OUTLOOK – TRADITIONAL VALUES

LEADERSHIP ADVISE

Mr. Al Bahar has achieved all this growth and change without compromising on the traditional values of UAE. ADCOOPS employs UAE nationals, builds local talent, uses Arabic as primary administrative language, local customs and traditions are respected.

Mr. Al Bahar advices youth to trust in God and believe in themselves, “Accept the challenge, push aggressively for results and always follow up personally on your projects”. It is natural that ADCOOPS will continue to build its market share with inspirational leadership from visionaries like Mr. Ibrahim Abdulla Al Bahar.

Interview with Colm McLoughlin,

Executive Vice Chairman and CEO of Dubai Duty Free As the Executive Vice Chairman and CEO of Dubai Duty Free, Colm McLoughlin has steered Dubai Duty Free to a great direction and his work and work ethic is recognised world over; recently winning the “Retail CEO of the Year” award in Dubai by CEO Middle East.

Having lived in the UAE for the last 33 years, he is fond of the country a lot, especially Dubai. He finds the development and changes to Dubai’s landscape endearing and thanks the ruler of Dubai for all his vision and initiatives.

“Along with Dubai Duty Free it is my pleasure to have been a part of these changes and to have witnessed the evolution of what Dubai and UAE is today, and in the future,” he says.

To date, Dubai Duty Free has received over 500 awards such us the “Retail Company of the Year” from Gulf Business magazine. It has also cemented its place at the Global Traveler US Awards “Hall of Fame” for being chosen as “Best Duty Free Shops” for the 10th consecutive year.

“OUR PROMISE OF BEST SERVICE, GOOD PRICES, IN ATTRACTIVE SURROUNDINGS STILL STANDS TO THIS DAY.” Commenting on what makes Dubai Duty Free the best in the world he adds “Our promise of best service, good prices, in attractive surroundings still stands to this day. Commitment to providing outstanding customer service and an exceptionally trained staff contribute to our success too.”

On 20th December, Dubai Duty Free will be celebrating its 33rd anniversary and hoping to set another sales record. A special 25% discount on a wide range of products is available to all passengers, beginning midnight of the 17th, ending on midnight of the 20th. “We like to involve our customers, suppliers and staff in our celebrations as it is our way of saying thank you for helping us achieve such fantastic sales results over the years,” added McLoughlin.

With the recently opened Concourse D expanding retail avenues and opportunities at Al Maktoum International proving fruitful, DDF looks to keep growing.

Colm McLoughlin, Executive Vice Chairman and CEO of Dubai Duty Free

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Interview with Fethi Khiari, CEO of United Foods Company United Foods, celebrating its 40 years anniversary, is one of the leading food companies in the UAE & Middle East. The company is established in 1976, and has exciting things in the pipeline this year; when it comes to product portfolio, diversification and satisfying the consumers in the market.

In 2014 UFC, a home-grown Emirati company, launched the expansion phase of its Jebel Ali manufacturing plant, which was inaugurated in 2005 initially. The expansion phase consisted of a full fledge redesign of the factory.

The CEO of UFC Mr. Fethi Khiari excitedly talked about the ramifications of improvement and upgrades. “We built a first-class warehouse system, with negative temperature cold stores, and we built a state of the art production unit for margarine and butter.” He said.

He added that “This allows us to improve the quality of our finished product. And, as a matter of fact, thanks to the stunning quality leap, our volumes have increased by 22%”.

HIGHER PRODUCTIVITY Expansion of the newer facility at Jebel Ali improved productivity and the company is achieving a much higher quality level control and a better supply chain mainstream operations. Advances in supply chain mainstream operations has enabled UFC to increase volume and penetration in the UAE without a major increase in the distribution costs. In result, this has enabled the food manufacturer to increase competitiveness and also profitability in the local market.

Talking to the CEO about new products launched under UFC’s flagship Aseel brand, he had to say “Aseel Ghee has been top in the market for years, but there’s always the risks of market saturation, demand dropping and also there’s a limit to brand stretching. Changing trends in dietary habits lead to consumers going away from eating vegetable or pure ghee, to healthier options. To tackle that demand for which they perceive as “lighter options“, we have launched Trans-Fat Free Ghee and Aseel Extra Virgin Olive Oil.” The trans-fat free ghee is made of non-hydrogenated Canola and Sun-

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Mr. Fethi Khiari, The CEO of UFC

flower oils. The two oils are reputed to be lighter. The company aims to bring a whole range of healthier products to its loyal customers, in the next two years. The company has also diversified into other products; like the traditional Arabic segment, to cater to their Middle Eastern customers, by launching the Aseel Tahina. UFC has also created a special sales team for their frozen items – especially since they’ve newly diversified into distributing ice creams.

“WE BELIEVED THAT IT WAS TIME TO DIVERSIFY INTO OTHER FOOD PRODUCTS APART FROM OIL AND GHEE.” “We believed that it was time to diversify into other food products apart from oil and ghee. This is why we have gone into partnership with Mondelez International, to give more variety to the consumers. Our partnership will

enable us to have more products in our portfolio to offer in the market. Products like ice creams of the brands Daim, Oreo, Toblerone, Cadbury and Del Monte etc.” Khiari said.

FOCUSING ON LOCAL PRODUCE Mitigating the belief that it is good to evolve with the changing times and providing more variety to consumers, plus focussing on the local market with a mix of good recipes, communication mix etc; UFC is going forward. UFC was the first company in the UAE to produce ghee and after that, the first to produce different edible fats. UFC wants to be the leader when it comes to producing healthier products, because the CEO believes that ‘producing healthier products should not be considered only as a business opportunity, but also a contribution to the wellbeing of the consumers.’

The warehouse expansion in Jebel Ali has enabled to penetrate the market more, both in the B2C and the B2B channels. Previous-

ly UFC was focusing on exports mostly, but with exports comes international risk of security, politics and economy. Today, UFC has stabilised the mix of sources of revenue and strategized the progress in the UAE in terms of distribution. As of today, UFC is one of the 3 biggest fats producers in the GCC region, with a wide range of margarine, shortening, and butter offerings; for both the consumer and industrial users. UFC continues to provide quality brands like Aseel, Nawar, Mumtaz and Safi in the market and it can be expected from UFC to keep adding new products and new industrial activities.

“NATURALLY GOOD FOOD, FOR GENERATIONS! WE’VE BEEN PROVIDING QUALITY FOODS FOR DECADES.”

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FedEx delivers on great workplace ambience FedEx was recognized as a ‘Great Place to Work’ in the eponymous Institute’s current 2016 ‘Hall of Fame’ listing. This spelled good news for the organisation’s current 740 employees based in the Middle East across its operations in the United Arab Emirates, Kuwait and Bahrain. FedEx is once again being reviewed and in the process of being selected for the ‘best places to work’. It indeed delivers on great workplace ambience and fulfilling team member needs.

Memphis-Tennessee, USA-based FedEx has constantly maintained its primacy as the world’s largest express transportation company since its inception in 1971 by its founder Frederick W. Smith. Like its promised timely deliveries, FedEx has also consistently lived up to its now well-entrenched image of providing a ‘Great Place to Work’ as endorsed by the Institute—the global authority on building, sustaining and recognizing high-trust organizational cultures.

Nathalie Amiel-Ferrault, Vice President of Marketing and Customer Experience of FedEx Express Middle East, in a recent interview was upbeat about the company’s ability to attain the coveted award & listing, and be considered once again for the listing. She explained FedEx’s continuing efforts to foster a culture of meritocracy, recognition and rewards for its motivated team members.

Define FedEx’s corporate culture: FedEx was founded on the People-Service-Profit philosophy, based on the belief that motivated and dedicated team members will provide impeccable customer service, which in turn will lead to the profitable Nathalie Amiel-Ferrault, Vice President of Marketing and Customer Experience of FedEx Express Middle East, Indian Subcontinent and Africa.

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growth of the company. FedEx puts its people first, not only because it is the basis of the business model but also because it is just the right thing to do. Based on the commitment, FedEx has earned its reputation as a people-oriented company and contributes to the company’s reputation and recognition as a great place to work in the UAE and in several countries throughout the world, since many years.

At FedEx, we value and promote the unique contributions, perspectives, and differences of our team members worldwide, making possible the outstanding service and support provided to our global customers, and sustaining the communities we serve.

The different cultures we represent, our different faces, the different perspectives each of us brings – all come together to make us stronger and more flexible in the global marketplace.

What programs have you adopted to motivate employees and encourage engagement within the organization?

From my point of view, the Survey-Feedback-Action (SFA) process is one of the most visible aspects of FedEx commitment to employee satisfaction. For almost 40 years, SFA has been a mechanism for team members to voice their thoughts and opinions on their job, work environment and the way they are managed. The ideas and feedback communicated through the survey have been the catalyst for important employee program changes and has significantly contributed to the company’s success.

Witnessing the excellence of our people and their performance, we have put in place a highly-developed set of recognition programs. We understand the power and impact of a sincere ‘thank you’ and believe

that it is utmost motivating for our team members to be recognized by management for their hard work and the results achieved.

A nurturing environment and caring management are some of the greatest employee motivators and generators of loyalty. In addition to a highly-developed reward system, FedEx has a strong culture of mutual respect and a habit of thanking others, which is part of its People-First philosophy.

How do you support your employees’ professional development?

As an active learning organization dedicated to continuous improvement, FedEx has created a learning culture and mapped out the various journeys that team members take to meet their own personal development goals. When it comes to developing team members, FedEx leaves nothing to chance and makes sure that the right programs and processes are in place to identify and develop the internal talents, which is one of the basis of our People-Service-Profit philosophy.

For instance, each one of our team members has access to learning programs through the FedEx Virtual Academy, which ranges from job-specific to leadership and self-development trainings.

How does diversity motivate your workforce?

The inspiration that FedEx team members take from the company’s philosophy is energizing them in achieving their personal and professional goals. Team members may have the best expertise but, without motivation, it is unlikely that they will achieve their true potential.

Throughout the years, I have witnessed how People are the source of inspiration for FedEx team members. Managers who grew within the company, colleagues who overcame challenges and adapted to various situations; these are only examples on how we are all, at FedEx, inspired by others and by our communities. Personal and professional experiences have paved the way for a rich and diversified workforce, inspiring each other, sharing common values and beliefs – proud to be FedEx.

Sharjah Islamic Bank

—A Shining Star in the UAE’s Banking Firmament The transformation of Sharjah Islamic Bank in 2002 was the outcome of the prudence and farsightedness of the stakeholders and a growing trend by customers demanding a Sharia’a (Islamic law) compliant bank and banking mechanisms and transactions consistent with Islamic economic principles. The dynamic growth of SIB on all counts is testimony to the purposeful metamorphosis and eventual evolution of the bank based on adherence to Islamic financial guidelines.

In 2002, the Board of Directors, shareholders and stakeholders, motivated by the guidance and vision of HH Sheikh Dr. Sultan Bin Muhammad Al Jassem AlBlooshi, Qasimi, Member Executive Vice President and Head of Organizational of the Supreme Excellence, Sharjah Islamic Council and Ruler Bank of Sharjah, made the strategic, visionary, inspiring and now rewarding decision to transform the 1975-established then conventional bank National Bank of Sharjah to Sharjah Islamic Bank (SIB). It also vaulted the bank into the history books, bestowing it with the distinction of being the first bank in the world to do so.

“The transition has paid off as evidenced from our expansion across the country with several full-service branches in key areas.

Our assets have correspondingly grown from AED 2.04 billion as of yearend 2001 to AED 29.8 billion in H1-2016, an increment of more than fourteen times over,” affirms Jassem AlBlooshi, Executive Vice President and Head of Organizational Excellence, Sharjah Islamic Bank.

By all metrics, following the conversion, Sharjah Islamic Bank, among the top banks in the UAE, has performed spectacularly. The customer base (over 250,000 customers currently) and product offerings have expanded leading to higher profitability for the bank and better returns and dividends to shareholders.

MOUNTING PROFITS, EXCELLENT RATINGS Profits in the calendar-fiscal year 2015 stood at a robust AED 409 million; profits in H12016 registered a whopping 28.6 % increase

of the corresponding period in 2015 and the bank has disbursed over AED 250 million in the past 5 years by way of Zakat (alms-giving) for needy people in the UAE. The bank is also looking to increase international exposure in the form of investment in sukuks (Islamic bonds) and financing facilities on a syndicated basis. SIB has one of the highest capitalization and excellent liquidity levels in the banking sector in the region. SIB is rated A3 by Moody’s and BBB+ by S&P and Fitch, all assigning stable outlook to the bank.

“Our cherished corporate values and professional culture is what makes SIB different.

Our values are bonding and harmony, compliance, learning and self-development, social responsibility, creativity and innovation,” explains AlBlooshi. These values have been integrated with SIB’s ‘Performance Appraisal’ system and every associate is assessed based on their commitment towards the same, he further points out.

ORGANIZATIONAL EXCELLENCE — WAY FORWARD AlBlooshi asserts that SIB’s ‘Organizational Excellence’ Department diligently reviews such parameters as leadership, culture, strategy, people management, financial management, partner management, technology management, process management and customer relationship management to ensure that processes keep improving continuously.

“Every approach is evaluated and improved to meet intended business outcomes. Best practices that are learned from benchmarking with best-in-class organizations are implemented to ensure that more value is added to all our stakeholders continuously,” he avers.

In AlBlooshi’s estimation, the pursuit of excellence is an ongoing process and every year SIB finds new and better ways to delight and satisfy its customers, engage and empow-

er its people and gratify its shareholders. “To guide us we use internationally reputed excellence models, mentors, competitors and also suggestions from our own people,” he states.

INNOVATION ENDEARMENT SIB has a clear and defined innovation strategy to ensure continual all-round-improvement. “We don’t consider innovation as a fancy concept and for us is the mantra that will take us from where we are today to where we intend to be in the future.

We understand that to meet our growth expectations, we must bring in more customers and deliver new, streamlined and innovative products and services that meet their needs. This requires the establishment of an ‘innovation’ framework along with the infrastructure and resources to deliver on our promises,” AlBlooshi elucidates.

Service and pay-back to the society is an integral part of SIB’s mission. Every year SIB regularly solicits detailed feedback from stakeholders on bank’s support towards nationalization, community development, support for charities and the conservation of the environment. The needs of the society are ascertained and the CSR (Corporate Social Responsibility) strategy is drawn with clear scalable targets.

SIB also conducts periodic and regular reviews of its SROI (Social Return-on-Investment) on its major CSR projects.

PURSUIT OF HAPPINESS Happiness is now the new corporate buzzword and at SIB, the Happiness Quotient is defined as the integration of the 3Ps—purpose, potential and pleasure. ‘Through well defined processes our people are empowered and engaged. Every associate is encouraged to live up to their full potential by providing them with state-of-the-art learning and development opportunities,” emphasizes AlBlooshi.

All this bodes well for SIB where the balance sheet and both top-line and bottom-line performance numbers are looking good, clearly demonstrating how adherence to ethical methodologies can be utilized in the banking system to benefit customers, associates, society and all stakeholders concerned.

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Robust performance, healthy outlook for Cerner ME A high-growth trajectory and strengthening relationships with partnerinstitutions, both from the government and private sectors, have been the hallmarks of Cerner Middle East & Africa’s continual growth in the region.

Michael Pomerance, the company’s energetic Managing Director, affirms the company’s many accomplishments and continued productive interface with a growing base of key associates in the region under his watch.

employees in the region are among the lowest in the world at less than 4 %, an outstanding rating.” The camaraderie and ‘chipper’ feeling is further reinforced with the institution of aptly named and in-house initiated CHIPP programme – the acronym stands for Community-Happiness-Integrity-Passion and Partnership.

Pomerance has also introduced the ‘Cerner ME for me’ initiative wherein the first week of the second month of every quarter is devoted to employee care and development.

No official activities are scheduled that week and on an average 8 to 10 training sessions are offered to employees, in addition to team building events.

MIDDLE EAST: A SIGNIFICANT THEATRE OF OPERATIONS Pomerance has also initiated the Masouliya (meaning ‘responsibility’ in Arabic) Programme under which Cerner ME empowers and enables client representatives, upon successful completion of extensive training, to take on responsibility for developing and advancing healthcare solutions.

COMMUNITY WORK FOR CHILDREN ACROSS THE REGION

Michael Pomerance, Managing Director, Cerner ME

Michael Pomerance is in a trance! Thanks to the heady success of Cerner Middle East & Africa on all metrics – with employee numbers on the upswing.

“We have come a long way since the inception of our operations in Saudi Arabia in 1991 and are well entrenched in this geography with our pioneering presence that exceeds a quarter of a century. Our regional footprint has expanded considerably and currently we have more than 200 client facilities spanning Saudi Arabia, UAE, Qatar, Kuwait and Egypt, ranging from mega governmental hospital networks to elementary health clinics,” affirms Pomerance.

WELL ENTRENCHED IN THE REGION Cerner’s stated corporate goal is to contribute to the systemic improvement of health

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care delivery and the health of communities globally. Pomerance articulates this mission well when he states that what excites Cerner is not just about selling technologically-savvy systems but making a difference in the lives of the patients.

On an average, more than 68,000 users log into Cerner’s system every month and 37 million+ people across the Middle East have health information stored in Cerner Millennium, a premium application suite facilitating single patient database that gives holders a different view of the patient’s data in the hospital or clinic.

WORLD LEADER IN ITS FIELD IDG’s Computerworld named Cerner ‘A 2015 Best Place to Work in IT’ and Pomerance readily agrees. “Our attrition rates for

Care and community work for marginalized children across the region is the credo as part of Cerner ME’s CSR responsibilities. The company is long associated with rehabilitation and other philanthropic and humanitarian causes.

With Pomerance at the helm, Cerner ME is clearly on the growth path. The company values its relationships with associates and engages closely with them to bring new and ground-breaking solutions and services in the wider medical arena including hospital and health systems, continuum of care, medical devices, member engagement, physician practice, research and population health among other areas of interest. “Cerner is in the frontlines in the global war on disease, infections and disorders, assisting the medical communities with state-of-the-art medical diagnostics, technologies and systems towards healthier communities,” concludes Pomerance.

ExecuJet soars high As ExecuJet Middle East’s high-flying, high-profile Vice President, South African native Mike Berry has overseen the phenomenal rise of the company which commenced regional operations in 1999 and now moved into a state-of-the-art full-fledged FBO and support facilities at Dubai international Airport.

Zurich Airport, Switzerland-headquartered ExecuJet continues to gain thrust and liftoff as its global, ambitious expansion agenda gets more wind beneath its wings’. Business at the leading worldwide jet charter and business aviation services provider has expanded exponentially with an international presence now in over 30 countries (and counting) and flown a long way since its modest initial operations in 1991 at Lanseria International Airport in Johannesburg, South Africa.

The dapper and affable Mike Berry, the Dubai based and a long-time serving Vice President of ExecuJet Middle East, ascribes the rapid growth of the company across several geographies to astute executive management and planning to recognize potential areas around the globe which provide a perfect fit for the comprehensive aviation solutions the brand delivers. “ExecuJet has never shied away from investing in bricks and mortar to establish ourselves in region,” he stresses.

EXECUJET-LUXAVIATION MERGER CRUISING HIGH In May 2015, ExecuJet Aviation Group was acquired by Luxaviation, the Luxembourgbased European Aviation Group, making the composite group the second largest corporate aircraft operator in the world. However, ExecuJet as a brand has essentially been untouched by the Luxaviation acquisition, as it continues as normal under the ExecuJet management structure, according to Berry.

“What has changed to the benefit of our customers is that we are now part of a larger and stronger group with stronger buying power to negotiate and provide commercial benefits to our growing global fleet owners,” assures Berry. However, as a fallout of the acquisition, the financial resources and dynamics have changed positively for the company which has buttressed its global network of service and provided customers with truly global support solutions across

MRO (Maintenance, Repair & Operations); AOCs (Air Operating Certificates) Charter and FBO (Fixed-base operator).

EXECUJET FLIES EARLY TO MIDDLE EAST ExecuJet’s Middle East operations commenced in Dubai in 1999, making it one of the first independent entrants and top contenders in the region. It presently operates in Istanbul (Kamal Ataturk and Sabiha Gokcen airports), Turkey and Riyadh (King Khalid International), Saudi Arabia, where it has forged a strong partnership with local partner NAS (National Airport Services). Additionally, the Middle East office also oversees operations with the company’s local partners in New Delhi, India. The company currently employs 240 and is on path to open another facility at Dubai World Central.

ExecuJet offers comprehensive general aviation service proposition including aircraft maintenance, charter, management and passenger processing through VIP terminals to an elite clientele comprising the traditional high net worth individual, royalty, government and a growing business sector which includes C-suite and senior corporate executives.

PRIVATE AVIATION TAKES OFF IN THE REGION Berry believes private general aviation plays a significant part in contributing to the commercial success within the region by complementing the commercial airlines operating within region. “Whilst commercial airlines carry many passengers into region many business and tourists rely on the flexibility of a business jet to travel throughout the region and beyond,” he observes.

Expansion is also very much on the cards and Berry confirms that a major focus over the coming months will be finalizing plans to expand facilities onto Dubai South property

Mike Berry, Vice President, ExecuJet Middle East

where the company has secured land and will be constructing facilities matching those it has at Dubai International Airport.

TRACTION DESPITE THE TURBULENCE Meanwhile, ExecuJet continues to fly high despite the headwinds of the economic meltdown, it is adequately resourced and well positioned to weather any potential storm by virtue of being an international player with multiple global locations and offering a suite of comprehensive services.

“ExecuJet’s service excellence across our international award winning MRO facility supporting Bombardier, Embraer and Hawker business jets, safe and secure management of valuable flying assets, with discreet and functional processing through our state of the art VIP terminals make us the premier choice for discerning flyers and charterers,” asserts Berry.

23

Dallan demonstates innovation and excellence in its engineering products Dallan is synonymous with Italy’s modern, finest, cutting-edge technologies for an extended portfolio of its signature trademark, sophisticated, top-rated, reliable and durable light engineering products primarily metal coils including precision roll forming, punching, laser cutting and packaging.

For over thirty eight years, Dallan SpA, based in the Veneto region of Italy’s fabled industrious North-East has been the benchmark, the prized quality standard for the production of machines and systems for first class profiles for interior finishing, sun shading, HVAC, metal furniture, lighting and various industrial applications.

The company, founded in 1978 by the namesake legendary Sergio Dallan, a zestful, ambitious entrepreneur and innovator par excellence. Famed for its experience and machine-quality, Dallan products are currently exported to over 80 countries worldwide across 5 continents including the Middle East.

DALLAN EVOLUTION AND DEVOLUTION Brand Dallan has since evolved and its vast product portfolio and product range includes the supply of very simple lines for linear ceilings to the more complex T-bar section; from the profile of Venetian blinds up to the complete lines for rolling shutters with the injection of polyurethane foam.

In 1988 Dallan began to establish several spin-off companies, each one specialized in a different field of the sheet metal processing.

The first one is Dalcos, company specialized in the manufacturing of coil punching machines and pre-processing systems for further rollforming, bending and folding.

In 1993 Simeoni was established to produce rollforming tools for Dallan and later it specialized in the production of precision moulds and dies.

Over the years, all the machines start to include more and more technology and electronics and for this reason Elda was established in 1996 to produce automation

24

systems and software. Finally, the customers’ increasing needs for automation led to the creation in 2001 of Ada Srl, which is manufacturing systems for the packaging of the profiles made by Dallan machines.

DRIVING GROWTH AT THE COMPANY Andrea Dallan, the youthful and spirited CEO, Dallan, now at the helm, is the driving force behind the company’s prolonged and spectacular growth. “Dallan growth strategy has always been very simple – listening to our customer’s requirements and staying extremely focused in the field of profiles for construction,” affirms Andrea as he outlines and provides an overview and growth history of his eponymous company.

Andrea asserts that the most popular lines for Dallan are the systems for the production of plasterboard profiles complete with automation and the systems for metal ceilings (T-bar, ceiling tiles, open cell ceilings). The second very important field is the sun shades, where Dallan is the worldwide refe- rence for machines for rolling shutters and venetian blinds production.

MIDDLE EAST FORAYS Dallan has been operating in the Middle East since 1984, when it exported the first lines for metal suspended ceilings. “We usually take part to two very important exhibitions in the area: Big 5 and Steelfab and these constitute a central meeting point for Dallan and their customers in the area,” says Andrea who revealed that Middle East region now represents over 15% of the company’s gross sales volume and expects this figure to increase substantially in the next 5 years.

Andrea stresses that all Dallan machines are designed, engineered and manufactured in Italy. “Even the software is developed internally with our patented proprietary technology giving us capabilities to deliver to our customers a first class service to assist them during the installation and production phase of their machine lifetime,” he assures.

Andrea Dallan, CEO, Dallan

ADAPTATION AND CUSTOMIZATION However, this degree of customization also comes with challenges. Andrea reiterates that Dallan operates in a field where all the machines are adapted and project-based. This is the main reason why Dallan has an advantage in this economic situation, since all machines are designed and made after the order is placed. “On the other hand, this requires the planning of the projects in advance, from the product design to the manufacturing and testing phase, while today all customers require shorter delivery times, thereby putting pressure on the manufacturing and delivery logistics cycles,” rues Andrea.

Andrea is fully cognizant of Brand Dallan’s enormous reputation and the mantle he carries on his shoulders. With steely determination, he is poised to take the company into a new phase of sustained growth. “The Dallan name is rock-solid and when it comes to performance there will be no compromise. We will leverage our strengths and will be key to success,” he says confidently.

National Oilwell Varco (NOV): Drilling down to success through its reputation and commitment Described as the bellwether and backbone of the oil and gas industry, National Oilwell Varco is the purveyor of several top industry brands, proprietary groundbreaking technologies and a suite of services for the trade. Now NOV is poised for the great leap forward to introduce the latest expertise technologies that address the core drilling challenges confronting the region while also increasing performance and efficiencies through a collaborative knowledge transfer program to the local professionals.

NOV can only be characterised in superlative terms. The multi-billion dollar 150+-year global conglomerate straddles 15 business units, employs thousands of professionals and is present in more than 750 locations in 65 countries spread over six continents. The company also has strong roots in the Middle East where it is present in 40 locations in the region.

David Reid is the Chief Marketing Officer for Houston, Texas, USA-headquartered NOV, charged with developing the market and strategic engine across regional operations and business segments. The veteran Reid, who joined Varco International in 1992, has worked worldwide in multiple roles covering business development, product development, leadership, and management.

ROCK-SOLID REPUTATION “Our strong reputation comes from a vision to lead with our technology and then support this technology anywhere in the world. More recently, those capabilities have evolved into implementing new business models that challenge the oilfield status quo as we move into the delivery of worldwide support networks and explore game-changing automated processes that have recently garnered much attention,” affirms Reid.

David Reid, Chief Marketing Officer for NOV USA

“Collaborating within the industry is very important to NOV as our innovations must be held to a standard that meet a need and have a definitive purpose for our customer,” he adds.

NOV comprises three main business segments: Rig Systems, Wellbore Technologies, and Completion & Production Solutions.

The Rig Systems segment makes and supports the world’s most advanced drilling solutions, which also comprises the brand’s best-in-class Rig Aftermarket team that provides global support for the full lifecycle of the equipment.

The Wellbore Technologies segment manufactures, rents, and sells a variety of value add technologies used during the drilling process. The Completions & Production Solutions division integrates technologies for the well completions process whilst also providing supportive production tools to enhance oil and gas recovery.

COLLABORATIVE APPROACH Through its legacy companies, NOV has operated in the GCC from the early days of successful drilling operations in this area. It developed the art of desert rigs, and its brands such as National Oilwell, Continental Ems-

co, Dreco, Shaffer, MD Totco, ReedHycalog, Bowen, and BJ Machinery have all played a critical role throughout the region.

In 1982, in a major accomplishment for the company, Varco delivered the star of the 1980s Sedco Sedneth 201 jack-up rig drilling working offshore in the UAE for the Abu Dhabi Marine Operating Company (ADMA-OPCO) who chose to use the world’s first ever Top Drive Drilling System (TDS-1).

NOV has also worked closely with Abu Dhabi’s National Drilling Company (NDC), one of the largest in the region.

“Today, the Middle East remains one of our most critical markets, and we continue to invest thereby ensuring that the region is exposed to the very best technologies we have to offer, looking to lead the industry again during in these challenging times,” asserts Reid.

Despite the challenges wrought by plummeting prices and glut in the markets, NOV has continually expanded particularly in Saudi Arabia, UAE and Oman. “We have well established facilities throughout the GCC, and hope to see more investment as the region gets ready for the next wave of efficiencies,” he observes.

REGIONAL COMMITMENT A strong presence at the ADIPEC (Abu Dhabi International Petroleum Exhibition & Conference) 2016 is indicative of NOV’s renewed faith, commitment and involvement in the region “The NOV message is clear and consistent,” emphasizes Reid, “we continue to support our customers’ businesses and, in spite of persistent headwinds, will strive for high levels of safety and performance.”

“Building on our long history in the Middle East, we will continue to fully support the local oil companies to facilitate the Exploration & Production (E&P) 2.0 revolution that is emerging strong around in the region, and we will partner boldly to prove ourselves worthy as an effective partner to further the industry’s goals,” he concludes.

25

Future Media professionals learn valuable skills at Al Aan TV Al Aan TV is a pan-Arab infotainment channel which focuses on news content and entertainment programs, targeted to Arab families with an inclination towards Arab women & girls.

Al Aan is proud to provide internships to female students that want to learn a handson approach to media, as part of their female empowerment strategy.

Few students from different universities were accepted into their training programme of 4 weeks. Some have already completed their training; whilst some are midway. The students are Dina Farid, Wa’ed Eqnaibi, Farida Waled from University of Sharjah, Nada El Sisy from Canadian University in Dubai and Haya Al Hussaini from UAE University.

Each of the students was asked about their experience at Al Aan and everyone had exemplary things to say. “I liked it because I felt that there was hands-on approach to learning at this channel” said Nada, while Dina and Wa’ed were quick to chime in with something similar by saying ‘the individual attention that was received and standard of teaching interns was very good.’

“AL AAN IS PROUD TO PROVIDE INTERNSHIPS TO FEMALE STUDENTS LOOKING AT A HANDS-ON APPROACH TO MEDIA, AS PART OF THEIR FEMALE EMPOWERMENT STRATEGY.”

26

“THE INDIVIDUAL ATTENTION THAT WAS RECEIVED AND STANDARD OF TEACHING INTERNS WAS VERY GOOD.”

Regarding the experience, all the students had praise and talked about their favourite moments during the training programme.

Wa’ed voiced her joy at the moment she was taken backstage to the gallery by the Producer, to learn things. Dina who is a Graphic Design graduate, said that “since I love animation, it was amazing to learn motion graphics.”

All the girls clearly seemed to enjoy their training at Al Aan and said that if there was an opportunity to work for the channel full time in the future, they will take it up. Plus, they said that the reason why they joined media industry, goes with Al Aan’s female empowerment strategy, because they want to get voices heard by people.

“THE REASON WHY THEY JOINED MEDIA INDUSTRY, GOES WITH AL AAN’S FEMALE EMPOWERMENT STRATEGY, BECAUSE THEY WANT TO GET VOICES HEARD BY PEOPLE.” 27

Mundipharma’s vision: Fighting blindness Mundipharma, a network of independent associated companies in 120 countries across several continents, is committed to bring effective treatment for patients by working with healthcare professionals, healthcare service providers and patient groups using the latest in medical breakthroughs and remedies.

Allam noting that the companies within the network have demonstrated truly exceptional growth compared with the rest of the market across all theatres of its operation.

DISTINCTIVE APPROACH This approach has indeed paid off as evidenced by the fact that over the past 50 years, members of the associate network have become acknowledged leaders providing effective pharmaceutical products. The network fosters autonomy and each company is responsible for commercialising and launching products within its own domain markets.

Mundipharma works proactively and puts its weight behind partners, providing integrated services and support across several disciplines and intercession to gain approval from regulators and develops markets and thereby improves market share. A good barometer of the company’s progress has been corroborated by successes and breakthroughs in the last few years. Companies within the association have successfully launched cancer and respiratory disease and therapeutic treatments for patients across the world.

FIGHTING GLAUCOMA… THE SILENT THIEF OF SIGHT

Dr. Ashraf Allam, Vice President, Mundipharma Middle East & Africa

Mundipharma is not your regular, traditional pharmaceutical company. Its business model is non-conventional and its vision defined by its relentless pursuit of effective treatments.

The organisation, an aggregate of associated companies and licensees, prides in its ability to respond to current medical challenges, market pressures and business dynamics.

Dr. Ashraf Allam, Vice President, Mundipharma Middle East & Africa, sets the tone for the company’s success, ascribing it to its bedrock innovation initiatives and pursuit of the entrepreneurial spirit. “We develop partnerships with a wide range of pharmaceutical companies and solutions providers. We provide fully integrated, strategic support and services to individual companies within the Mundipharma network,” reveals Dr.

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Now Mundipharma has turned the spotlight on the serious issue of Glaucoma, notoriously characterised as the silent thief of sight and the second worldwide leading cause of blindness.1 “Mundipharma has acquired multiple innovative therapies to manage the different stages of glaucoma, These products are well known worldwide and highly trusted by the ophthalmology community and commonly used by glaucoma patients,” explains Dr. Allam.

Glaucoma is a group of diseases that damage the eye’s optic nerve and can result in vision loss and blindness. “At first, open-angle glaucoma has no symptoms. It causes no pain and vision may stay normal. Without treatment, people with glaucoma will slowly lose first their peripheral (side) vision and over time, straight-ahead (central) vision,” elaborates Dr. Mohamed Samir, Medical Director of Mundipharma Middle East & Africa.

Furthermore, Dr. Samir opines that im-

mediate treatment for early-stage, open-angle glaucoma can delay progression of the disease which is expected to cause blindness in up to 11.1 million people by 2020. “That is why early diagnosis and regular eye examinations are important and key to limiting visual impairment and preventing the progression towards possible blindness. Although chronic glaucoma has no cure, with early detection and treatment, you can often protect your eyes against serious vision loss,” adds Dr. Samir. 2 & 3 FARSIGHTED COMMITMENT Dr. Allam is also circumspect about the challenges encountered in the glaucoma disease management in the Middle East region. Although a new comer in the ophthalmology area, Dr. Allam is upbeat on Mundipharma’s ability to assist the ophthalmology community and importantly the patients.

“Mundipharma will continue to work to break the silence around glaucoma and other ophthalmology diseases by helping associated medical communities in improving standards of care for the patients,” he assures.

That hope may be advanced by Mundipharma’s December 2015 acquisition of the ophthalmology portfolio of top pharmaceutical giant MSD (Merck in the USA) for the treatment of increased ocular pressure in open angle glaucoma or ocular hypertension. “This was a major breakthrough and an important milestone in the company’s effective prescription to fight-off debilitating effects. This also strengthens Mundipharma’s footprint and ongoing investment in specialty care medicines,” concludes Dr. Allam.

Clearly, Mundipharma has its vision cut out and look the problem in the eye, a longterm view to combat the problem of the dreaded Glaucoma and end potential blindness.

Clearly, Mundipharma has its vision to fight potential blindness caused by Glaucoma: 1. Nimitha Nageeb et al. Glaucoma Awareness and Self-Care Practices among the Health Professionals in a Medical College Hospital. J Clin Diagn Res. 2015 Dec 2. National Eye Institute. Facts About Glaucoma. Available at: https://nei.nih.gov/health/glaucoma/glaucoma_facts Accessed on 05/09/2016.

3. Cook C. et al. Epidemiology of glaucoma: what’s new?

Can J Ophthalmol. 2012 Jun;47(3):223-6)

Fronting Fiji: Fijian product to the fore Getting premium products from far-flung Fiji to the Middle East and Africa may seem a bit far-fetched but Sarah Conrad, a far-sighted UAE-based Fijian-German entrepreneur, is determined to showcase the island-archipelago nation from half-way around the world and fast track both Fijian fame and finished-goods to the region.

The youthful and visionary Sarah Conrad, Founder and Managing Director, Middle East & Africa Corporation, is an entrepreneur high on energy and on a high-power mission – Facelift Fiji!. Now in the UAE for the past nine years, the investment banker turned entrepreneur set up this trading establishment to facilitate the foray for and provide a fillip to Fijian products into this geography.

Sarah has made very selective, niche, Fijian food products the centerpiece of her procurement and distribution process. Fastidious to the core, her category comprises foodstuffs that meet strict agricultural standards, farm and naturally grown, organically nurtured, free from chemicals, artificial additives, genetic modifications, commercial cornercutting compulsions and other compromises.

“It is no longer safe to simply go by labelling, one must research and do due diligence to understand what is truly natural and what is simply ‘green-washing’, a term used to describe negligence and obfuscation, when a company tries to confuse consumers with labels that appear green and eco-friendly but is really not organic,” explains Sarah, an advocate for organic foods. “ME&A Corporation is committed to introducing only clean products to the MENA region with eventual expansion across the African continent,” she affirms.

SETTING THE BAR HIGH Currently pursuing her LLB law degree with Middlesex University in Dubai, Sarah has her sights on doing business that will improve the lot of her compatriots in Fiji whilst serving her commercial interests here. “While most corporations are driven by the profit motive, we prefer to set higher, harder and more

meaningful targets, we are here to make a difference. We use our position to inspire and raise the standard of living within the local Fijian communities that we operate,” emphasizes Sarah.

ME&A Corporation’s flagship, signature product is the premium Vai Wai Natural Artesian Mineral water is duly industrycertified from Fiji with organic credentials that vouch for its pristine provenance and land above from where it is sourced free from chemicals. “Vai Wai is the Fijian-Polynesian word for water,” states Sarah characterizing the brand as inviting, refreshing, smooth, with appealing touches of vitally-required minerals.

WATER RESOURCE Fiji is world renowned for some of the finest waters. This is primarily due to the virgin ecosystem; it is thousands of miles away from the nearest continent. Vai Wai artesian Mineral water Sourced deep below the tropical rainforest of Fiji. Sarah stresses that the brand’s water bottles limit their impact on nature as they are biodegradable thereby making Vai Wai a sustainable choice.

“Vai Wai water is competitively priced, meets local regulations, is certified Mineral and will be available across all prominent hotels, supermarkets, petrol stations, retail outlets in the UAE,” affirms Sarah. It is also important to note that the Vai Wai brand qualifies as a “Natural Mineral Water” water That is 100% pure from Nature as opposed to “Bottled Drinking Water” water that has been chemically treated, minerals added, filtered or is desalinated sitting at the low end of the spectrum. In the UAE the standards are rigourously enforced by the UAE’s regulator ESMA, the Emirates Standards & Metrology Authority so consumers are not misled, notes Sarah who also advocates that clarity should be reinforced through proper labeling that reflects the veracity of the contents and composition.

EXPANDING THE FOOT PRINT After its consolidation in the UAE the brand will be introduced in the GCC and eventually

Sarah Conrad, Founder and Managing Director, Middle East & Africa Corporation

in the wider MENA region. Expansion is also on the cards but will have to confirm to the same exacting standards that have come to define our elite products confirms Sarah.

“We are lining up more products from Fiji that qualify under our Natural-HerbalVirgin criteria and are excited to introduce a taste of Fiji in the Middle East,” she adds.

LEVERAGING BUSINESS FOR BETTERMENT Corporate Social Responsibility is an integral part of the corporate credo and ME&A Corporation is committed to raising awareness and campaigning to improving the life of Fijians says Sarah. “Since we are taking a resource from the country it is only fair and just to give back to the community in Fiji and with every bottle sold, a percentage is put into a fund that goes on to build homes for the more marginalized segments of Fijian society,” she reiterates.

So whilst the company operates in the premium water segment, there is clearly no watering down of humanitarian values the company holds dearly.

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Zaphir revels in the sweet smell of success The preference is personal, the appeal individual. Despite the challenges, Zaphir appears to have found its proverbial elixir. The aroma of accomplishments wafts through its corporate boardrooms as Laura Vera, the company’s affable and genial Managing Director and Chief Perfumer with a nose for business growth is driving the brand along the whiff trail to greater successes. www.LAURAVERA.com

LOCAL PRODUCTION The company also plans to commence production in the region. “Zaphir will commission its first manufacturing plant ever in Saudi Arabia in the next few years,” reveals Laura Vera. As part of its expansion strategy, the brand also plans to potentially make forays into Iran in the foreseeable future.

Zaphir continues to stay Middle Eastfocused, being conceived from and for the region, according to Laura. The company’s main markets are the UAE, Saudi Arabia and Kuwait. Saudi Arabia is the biggest by volume and Kuwait is the biggest by revenue. UAE positions itself between these GCC membernations. The company has also been operating in Yemen for over a decade now.

CURRENT CONSOLIDATION

Laura Vera, Managing Director and Chief Perfumer, Zaphir

Wearers are fastidious about fragrances, selective about scents and odour-power lies in the nose of the beholder. This is a world of individual preferences. As a wise wit once observed – the nose knows.

Based in the Catalonian capital Barcelona, Spain’s international Chemarome Group, the renowned designer, developer and producer of a large range of essential oils, aromatic chemicals, essences and fragrances has got the mix right for the region. In a spin-off reminiscent of and reflecting the legacy of the Arab – Moorish influence in Spain’s Andalusia region, the company created its subsidiary Zaphir in 2001 to cater specifically to the Arab markets of the Middle East and specifically the GCC peninsula. The company currently has offices and manufacturing facilities in a dozen countries worldwide.

Zaphir’s love relationship with the region has a fairytale flavour. Managing Director and Chief Perfumer Laura Vera fell in love with Mukhallats (perfumed oils) and Bakhoors (scented chips) during a holiday trip in Dubai when she was just a teenager. Ever

30

since she developed a keenness and proclivity for the region and cultivated a deep sensitivity for the region’s fondness for Arabian perfumery products.

VAST ARRAY AND ASSORTMENT “We hold a library of roughly 10,000 different scents ranging from industrial aromatics such as home cleaners to the most sophisticated Mukhallats based on natural ood (scented wood). For the Oriental market our current catalogue comprises over 1,000 mukhallats, 500 bakhoors and few hundred bases such as rose reconstitutions and ood blends,” affirms Laura.

The company currently manufactures mainly in three factories based in Barcelona, Jakarta (Indonesia) and Porto Alegre (Brazil).

Zaphir sources its ingredients mainly from Europe for the chemicals and worldwide for the naturals. India is also a major source of natural distillations obviously, but has a small, select set of suppliers for essential oils in every continent.

Presently, the regional market is clearly saturated in Laura’s opinion. “The industry grew exponentially in the region for over a decade but since 2015 there appears to be a consolidation that we believe is healthy for the industry and only the best will survive and thrive,” she states.

One of Zaphir’s attributes is that the company fosters personal relationships and is customer oriented. “I personally travel to visit customers few times a year in the region. We customize products and work on a project-by-project basis and we seldom offer catalogue products used by someone else. As a corporation, we maintain and cherish the personal touch as our way to do business and engage with our customers,” assures Laura Vera.

ECLECTIC APPEAL The brand also caters to the non-Arab expatriate segment in the region. “Many of our French style creations mixed with oriental touches are very popular among Indian and other Asian communities. Our French division Parfarome supplies this European scent through our retail network,” she claims.

For perfume companies the Holy Grail is the sweet smell of success! Zaphir has made it to a top slot down the scented path in the Middle East with its premium perfumed offerings.

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‫التجميلية غري مرتبطة بالغرور اأو التكرب‪ ،‬بل هي‬ ‫ممار�شة طبية اأخالقية راقية تهدف اإىل زيادة حب‬ ‫الذات والثقة والأهم من ذلك التجميل وتعزيز ال�شمات‬ ‫اخلارجية التي تعترب �شفات اأ�شا�شية ومرغوبة يف‬ ‫يومنا هذا وبالأخ�س يف عامل ت�شيطر عليه و�شائل‬ ‫التوا�شل الجتماعي التي ت�شب تركيزها على‬ ‫امل�شاهري وحيث يت�شنى للمظهر اجلميل املقرون‬ ‫بالقدرات اأن يحدث الفرق بني النجاح والف�شل"‪.‬‬ ‫ي�شعر الدكتور كيله بالمتنان لتمتع دبي بثقافة‬ ‫متمحورة حول الأعمال التجارية‪ ،‬والطابع العاملي‪،‬‬ ‫والرفاهية‪ ،‬واجلمال‪ ،‬ولهذه الأ�شباب بالذات اختار اأن‬ ‫التو�شع التي و�شعها‪،‬‬ ‫ي�شتقر فيها‪ .‬وكجزء من خطط‬ ‫ّ‬ ‫ّ‬ ‫يدر�س حالي ًا اإمكانية اإن�شاء عيادة الدكتور كيله‬ ‫التجميلية يف اأبوظبي يف امل�شتقبل القريب‪ ،‬ولك ّنه مل‬ ‫يحدد موعداً لذلك بعد‪.‬‬ ‫ويتجه الرجال ب�شكل متزايد نحو هذا املجال‬ ‫اأي�ش ًا املرتبط تقليدي ًا بالن�شاء‪ .‬فيوؤكد الطبيب قائالً‪:‬‬ ‫"ت�شكّل الن�شاء اليوم ن�شبة الثلثني من زبائني‪ ،‬بينما‬ ‫الثلث الآخر هو من الرجال"‪ .‬وي�شيف قائالً‪" :‬تتفوق‬ ‫اخل�شائ�س ال�شخ�شية للمري�س اأي�ش ًا على ال�شور‬ ‫النمطية ومر�شاي اليوم من جن�شيات خمتلفة‪ ،‬وفئات‬ ‫مهنية واجتماعية وثقافات واأعمار واأعراق خمتلفة‪،‬‬ ‫وما هو اإل خري برهان على الرتكيبة ال�شكانية‬ ‫املتنوعة يف الإمارات العربية املتحدة"‪.‬‬ ‫‪THREE-PRONGED APPROACH‬‬

‫ووفق ًا للدكتور كيله‪ ،‬تظهر ثالثة اأنواع وا�شعة من‬ ‫العالجات املتوفرة يف العيادة‪ .‬النوع الأول هو‬ ‫التجميل املُق ِّدم لعالجات خارجية و�شطحية عالو ًة‬ ‫على التغطية واملاكياج‪ .‬ا ّأما الثاين فهو اخت�شا�س‬ ‫اجللد الذي يوفر عالجات مرتبطة باجللد وحلول لعدد‬ ‫متنامي من الأمرا�س اجللدية التي ت�شمل حب ال�شباب‬ ‫وال�شامات وفقدان ال�شعر وال�شدفية والبهاق والثاآليل‬ ‫بالإ�شافة اإىل العالجات �شد �شيخوخة الوجه‪.‬‬ ‫وياأتي بعدئ ٍذ النوع الثالث وهو الإجراءات اجلراحية‪،‬‬ ‫�شواء الغزوية اإىل اأدنى حد اأو الغزوية بالكامل‪ ،‬وت�شمل‬ ‫حقن الدهون‪ ،‬و�شد الوجه باخليوط الدقيقة‪ ،‬و�شد‬ ‫الوجه اجلزئي اأو بالكامل‪ ،‬وتكبري الثدي‪ ،‬وت�شغري‬ ‫اأو رفع الثدي‪ ،‬و�شد الأرداف‪ ،‬وجراحة جتميل الأذن‪،‬‬ ‫وا�شتئ�شال الآفات اجللدية‪ ،‬وزراعة ح�شوات الوجه‪،‬‬ ‫و�شفط الدهون‪ ،‬ونحت اجل�شم‪ ،‬وجتميل الأنف‪ ،‬واملزيد‬ ‫غريها‪ .‬وي�رشح الدكتور قائالً‪" :‬ميكن اإجراء بع�س من‬ ‫هذه الإجراءات‪ ،‬الغزوية اإىل اأدنى حد ب�شكل اأ�شا�شي‪،‬‬ ‫يف العيادة با�شتخدام التخدير املو�شعي ول ت�شتدعي‬ ‫التوقف عن العمل اأو تتطلّب جمرد توقف ق�شري‪ ،‬بينما‬

‫ت�شتمر اجلراحات الغزوية الأخرى ل�شاعات مثل �شفط‬ ‫الدهون‪ ،‬وعمليات جتميل الثدي‪ ،‬وجتميل الأنف‪،‬‬ ‫وجترى يف امل�شت�شفيات با�شتخدام التخدير العام‬ ‫ُ‬ ‫ومع اإيالء اأعلى م�شتويات الهتمام ل�شالمة املر�شى‪.‬‬ ‫ويخرج املر�شى عاد ًة يف اليوم نف�شه من امل�شت�شفى‬ ‫اأو يف اليوم التايل كح ّد اأق�شى"‪ .‬كما وي�شري اإىل اأن‬ ‫هذه اجلراحات تتطلب بني ما يقل عن �شاعة و�شو ًل‬ ‫اإىل ب�شع �شاعات للجراحات املعقدة‪.‬‬ ‫‪HOLISTIC SERVICES‬‬

‫ويجد اأغلبية املر�شى القادمني اإىل عيادة الدكتور‬ ‫كيله التجميلية جمموعة كاملة من اخلدمات حتت‬ ‫�شقف واحد‪ .‬ويف تقدير الدكتور كيله‪ ،‬تعترب عيادته‬ ‫ي�شم العالجات كافة الالزمة لتعزيز‬ ‫مركزاً واحد‬ ‫ّ‬ ‫اجلمال‪ ،‬ومتطلبات الرعاية بالب�رشة واجلمال‪ .‬ويقول‪:‬‬ ‫"خدماتنا �شاملة وتغطي حالت متعددة"‪.‬‬ ‫ملم‬ ‫كيله‬ ‫جراح متمر�س‪ ،‬فا ّإن الدكتور‬ ‫ّ‬ ‫ب�شفته ّ‬ ‫بالآداب والآليات التنظيمية التي حتكم مهنته‪ .‬ويقول‬ ‫يف هذا ال�شدد‪" :‬من بني امل�شوؤوليات التي يهتم‬ ‫بها اجلراح تقدمي ا�شت�شارات نزيهة‪ .‬ولذلك‪ ،‬عندما‬ ‫يزورنا اأحد لغر�س معني‪ ،‬من واجبي اأن اأدقق عن‬ ‫كثب باجلوانب كافة والعواقب املحتملة املرتبطة‬ ‫باجلراحة‪ ،‬وي�شتلزم ذلك التحدث اإىل املري�س‪ ،‬وتقدمي‬ ‫امل�شورة قبل اجلراحة‪ ،‬ومعاجلة الق�شايا املرتبطة‬ ‫بالتوقعات‪ ،‬وال�رشورة‪ ،‬وقابلية اجلراحة‪ ،‬والتكاليف‪،‬‬ ‫واملخاطر‪ ،‬والآثار اجلانبية املحتملة‪ ،‬والتداعيات ما‬ ‫بعد اجلراحة‪ ،‬وذلك خالل التقييم الذي اأجريه كجزء‬ ‫من املقابلة ما قبل اجلراحة"‪ .‬كما وح�شل اأن ن�شح‬ ‫الدكتور بع�س املر�شى بعدم اخل�شوع لعمليات‬ ‫جراحية يف حالت اعترب فيها اجلراحة غري �رشورية‬ ‫اأو ا�شتبه بت�شببها بردود فعل �شلبية‪.‬‬ ‫‪REGULATORY MECHANISMS‬‬

‫ي�شيف الدكتور كيله قائالً‪" :‬حتكم مهنتنا قوانني‬ ‫وزارية وحكومية �شارمة ودقيقة"‪ .‬نحن حتت املجهر‬ ‫ب�شكل دائم اإذ يجري امل�شوؤولون زيارات دورية‬ ‫ومفاجئة يف بع�س الأحيان ل�شمان مت�شكنا باأعلى‬ ‫املعايري املهنية املتوقعة منا"‪.‬‬ ‫وح�شب تقديرات الدكتور كيله‪ ،‬يوجد م�شتوى عادل‬ ‫من املناف�شة يف هذا املجال ولكن‪ ،‬وعلى ح ّد قوله‪،‬‬ ‫لكل طبيب مر�شاه‪ .‬فالأطباء اأمثاله يطورون قاعدة‬ ‫مر�شى خا�شة بهم وي�شتهرون بف�شل �شمعتهم الطيبة‬ ‫والأحاديث املتناقلة عنهم‪.‬‬ ‫يرى الدكتور كيله اأي�ش ًا اأن اجلراحة التجميلية هي‬ ‫مهنة متنامية ومكتوب لها ال�شتمرار و�شت�شهد على‬

‫‪Dr. Dany Kayle, founder, Dr. Kayle Aesthetic Clinic.‬‬

‫طفرة من الإجراءات غري الغزوية‪ .‬فيقول‪" :‬يهتم عدد‬ ‫اأكرب من النا�س بهذا املجال‪ ،‬ومن املتوقع اأن يزدهر‬ ‫اأكرث مع الوقت"‪.‬‬ ‫ح�شب املقولة القدمية‪ ،‬يكمن اجلمال يف عني الناظر‪.‬‬ ‫والدكتور كيله هو الناظر الأمثل الذي يرى اجلمال عن‬ ‫كثب و�شخ�شي ًا على اأ�شا�س يومي وميتلك القدرة على‬ ‫البداع وعلى اإزالة اآثار ال�شنني و التعب عند ال�رشورة‬ ‫والإمكان‪.‬‬ ‫‪3‬‬

‫جتميل ين�ضح‬ ‫بلم�ضات فنية‬ ‫تقع عيادة �لدكتور كيله �لتجميلية يف فيال‬ ‫م�س ّورة ومذهلة ت�سخ�ص لها �الأب�سار وحتيط‬ ‫بها �لنباتات �خل�رش�ء �مل�سذبة جيد� ً وفناء‬ ‫خلفي يف حي �أم �سقيم �لر�قي و�لهادئ يف‬ ‫جمري�‪ ،‬وحتديد� ً يف �سارع �لو�سل بدبي‪.‬‬ ‫لقد باتت �لعيادة �لوجهة �الأمثل ملن ين�سد‬ ‫�إجر�ء جر�حات جتميلية تزيده جماالً‪ ،‬وملن‬ ‫يبحث عن عالجات للعناية بالب�رشة و�لوجه‬ ‫و�جل�سم باأكمله‪.‬‬ ‫ا ّأ�ش�س الدكتور داين كيله ‪ ،‬وهو جراح جتميل مرموق‬ ‫امل�رشف‬ ‫ومعتمد يتم ّتع مبوؤهالت عالية ويحفل �شجله‬ ‫ّ‬ ‫بالأعمال الناجحة‪ ،‬عيادة جتميلية �شاملة وكاملة‬ ‫التجهيزات حتمل ا�شمه‪ .‬مهاراته ومواهبه ل تقف‬ ‫عند حدود التجميل‪ ،‬فهو اأي�ش ًا من حمبي هواية‬ ‫املكمل‬ ‫الر�شم التي ت�شاعده على ال�شرتخاء‪ ،‬فيعتربها‬ ‫ّ‬ ‫املثايل واملتنف�س املنا�شب ملهنة متطلبة‪.‬‬ ‫تخرج الدكتور كيله والذي يحمل يف جعبته �شنوات‬ ‫ّ‬ ‫طويلة من اخلربة من اجلامعة الأمريكية يف بريوت‪،‬‬ ‫وي ّت�شم مبوؤهالت مهنية عالية ويحمل �شهادات‬ ‫مرموقة ت�شمل الع�شوية يف اجلمعية الدولية جلراحة‬ ‫التجميل ‪ ،ISAPS‬وهي الهيئة املهنية الأوىل يف‬ ‫العامل جلراحي التجميل املعتمدين واملو َؤ�ش َ�شة يف‬ ‫ال�شبعينيات مبوجب ميثاق ُمو ّقع يف الأمم املتحدة‪.‬‬ ‫‪ART AFICIONADO‬‬

‫رغم اإجنازاته املهنية وممار�شاته املمتدة على قرابة‬ ‫‪ 17‬عام ًا يف الإمارات العربية املتحدة وحدها‪ ،‬ا ّإل‬ ‫ا ّأن الدكتور كيله‪ ،‬الطبيب الفنان املعجب بالر�شام‬ ‫رامربانت والر�شام النطباعي الفرن�شي مونيه‪ ،‬يتم ّتع‬ ‫ب�شلوك متوا�شع لطيف وودود‪.‬‬ ‫زين ال�شالمل ومكتبه املتواجد يف الطابق الثاين‬ ‫ُت ّ‬ ‫الأعمال الفنية اجلميلة واللوحات التي تاأنت اأنامله‬ ‫بابتداعها‪ ،‬وتعك�س اهتمامه الكبري بالفن ال�رشيايل‪.‬‬ ‫ويقول بينما ي�شري اإىل جمموعة كبرية من اللوحات‬ ‫ُزينة ملكتبه‪" :‬ت�شكّل اجلراحة التجميلية‬ ‫املوؤطرة امل ِّ‬ ‫مهنتي اليومية الأ�شا�شية‪ ،‬ولكنني فنان ور�شام اأي�ش ًا‬ ‫يف �شميم قلبي‪ .‬يخاجلني �شغف بالر�شم وهذه بع�س‬ ‫من ابتكاراتي اخلا�شة"‪ .‬و ُيردف قائ ًال بينما ترت�شم‬ ‫‪2‬‬

‫ابت�شامة على وجهه‪" :‬اأختار اأن اأ�شلك هذا امل�شار لأ ّنه‬ ‫يدمج بني اأهواء العقل والقلب واليدين"‪.‬‬ ‫وال�شعي هذا خلف اجلمال يف كل من جمال الفن‬ ‫حث الدكتور كيله اإىل‬ ‫واجلمال الب�رشي هو ما ّ‬ ‫دخول هذه املهنة املتميزة والدقيقة‪ .‬وهذا التجان�س‬ ‫الوظيفي للفنان املوهوب الذي يعمل مبهارة لبتكار‬ ‫اأعماله الفنية ينطبق اأي�ش ًا على جراح جتميل ي�شتخدم‬ ‫يديه بر�شاقة وخفة لتعزيز جمال مر�شاه الذين‬ ‫يختارون اخل�شوع لعمليات جراحية‪.‬‬ ‫‪SURGEON’S SKILLS‬‬

‫يتم ّتع الدكتور كيله باملهارات الالزمة ليكون جراح‬ ‫جدير بالثقة‪ ،‬ويلجاأ يف عمله اإىل املعدات عالية اجلودة‬ ‫واأحدث التكنولوجيات املتوفرة‪ ،‬وي�شاعده رباعي‬ ‫جوهري يف عيادته قوامه دكتورة التوليد والأمرا�س‬ ‫الن�شائية فردو�س ال�شايغ؛ ودكتورة الأمرا�س اجللدية‬ ‫ال�رشيرية يا�شمني عبد الباقي؛ ودكتور الأمرا�س‬ ‫اجللدية اخلا�شة راأفت لقي�س؛ وخبرية التجميل‬ ‫املعتمدة منال احلاج‪ .‬ويدعم الفريق هذا ‪ 10‬موظفون‬

‫متعددو اجلن�شيات‪ ،‬ي�شملون املمر�شني واملوظفني‬ ‫الطبيني و�شبه الطبيني والإداريني‪.‬‬ ‫تق ّدم عيادة الدكتور كيله التجميلية جمموعة وا�شعة‬ ‫من العمليات اجلراحية وغري اجلراحية‪ ،‬وعالجات‬ ‫العناية بالب�رشة‪ ،‬واملاكياج‪ ،‬والأو�شام الطبية لتغطية‬ ‫عيوب الب�رشة‪ ،‬عالو ًة على خدمات اأخرى ذات �شلة‪.‬‬ ‫وتق ّدم اأي�ش ًا اجلراحات التجميلية للوجه والثدي‬ ‫واجلفن ونحت اجل�شم؛ وجتديد �شباب الوجه باأ�شاليب‬ ‫غري جراحية؛ وجتميل الأنف؛ وعالجات ال�شيلوليت‬ ‫وال�شد والتخل�س من الدهون؛ وعالجات اإزالة ال�شباغ؛‬ ‫و�شد اجللد غري اجلراحي؛ وجتديد �شباب اجللد؛ واإزالة‬ ‫ال�شعر بوا�شطة الليزر؛ ورفع اجلبني‪ ،‬و�شد الوجه‪ ،‬و�شد‬ ‫البطن‪ ،‬واإعادة ت�شكيل اجل�شم‪ ،‬و�شد الفخذين‪ ،‬و�شفط‬ ‫الدهون والبوتوك�س اإىل جانب خدمات اأخرى متع ّددة‪.‬‬ ‫‪PROFESSIONALISM PERSONIFIED‬‬

‫جراح بارع‪ُ ،‬يهدئ الدكتور كيله املخاوف‬ ‫ولكونه ّ‬ ‫املرتبطة مهنته‪ ،‬فري�شي زبائنه ومر�شاه املهمتني‬ ‫بطالتهم ومظهرهم‪ .‬ويقول الدكتور‪" :‬اجلراحية‬

‫لقاء مع اإبراهيم عبداهلل البحر‬ ‫الرئي�س التنفيذي جلمعية اأبوظبي التعاونية‬ ‫التطبيقات وعمليات الت�شغيل وحتديث الفروع والتاأكد‬ ‫من مطابقة عمليات التنفيذ جلدولها الزمني ‪ ،‬كما‬ ‫يعمل على التاأكد اأي�ش ًا من مالئمة العمليات الت�شغيلية‬ ‫لراحة امل�شتهلكني وجودة اخلدمات املقدمة ‪.‬‬ ‫واإ�شافة اإىل ماذكر ‪ ،‬فاإن ال�شيد البحر مدرك لأهمية‬ ‫التقنيات احلديثة يف تطوير اخلدمات املقدمة للزبائن‬ ‫‪ ،‬وقد حر�س على توفري اأحدث التقنيات على كافة‬ ‫امل�شتويات الإدارية ‪ ،‬اأو اخلدمية ‪ ،‬اأو حتى يف اأذرعة‬ ‫العمليات والت�شغيل ‪ ،‬اأو يف تغيري طرق التوا�شل مع‬ ‫اجلمهور على ال�شبكات الجتماعية ‪ ،‬وت�شعى جمعية‬ ‫اأبوظبي التعاونية اإىل قيادة التغيري يف تطوير‬ ‫مفاهيم التوا�شل بني املوؤ�ش�شات التجارية والأفراد ‪.‬‬

‫قيم متوارثة ‪ ،‬وحداثة متجددة‬ ‫منذ عام ‪ ، 1981‬كانت جمعية اأب�ظبي التعاونية مثاالً ُيحتذى للم�ؤ�س�سات العاملة يف قطاع‬ ‫البيع بالتجزئة عرب ت�سغيلها ل�سل�سلة �س�برماركت وهايربماركت متط�رة وحديثة تقدم‬ ‫خدماتها للجمه�ر يف اإمارة اأب�ظبي ‪ ،‬وقد تط�رت على مر االأع�ام لت�سكل منظ�مة جتارية من‬ ‫جمم�عة من العالمات التجارية املحلية والعاملية الرائدة ‪ ،‬اإذ تدير جمعية اأب�ظبي التعاونية‬ ‫العمليات الت�سغيلية لعالمة "�سبار" يف االإمارات العربية املتحدة بعد ح�س�لها على حق�ق‬ ‫امتياز دويل ‪ ،‬اإ�سافة اإىل تاأ�سي�سها الأمناط متاجر جديدة تقدم خدماتها للم�ستهلك ب�سكل‬ ‫مبا�رش ‪ ،‬لقد اأ�سبحت جمعية اأب�ظبي التعاونية الي�م اأحد اأق�ى روافد االأمن الغذائي واأحد‬ ‫دعائم االقت�ساد ال�طني عرب تط�يرها الأذرعة العمليات الت�سغيلية ‪ .‬مع جمم�عة ت�سم اأكرث‬ ‫من ‪ 40‬متجرا ً تنت�رش يف جميع اأنحاء دولة االإمارات العربية املتحدة و �سبع مراكز للت�س�ق‬ ‫(منها مكاين م�ل ال�ساخمة وقريباً زاخر م�ل يف العني) ت�ظف جمعية اأب�ظبي التعاونية اأكرث‬ ‫من ‪ 2500‬م�ظف من امل�ؤهلني واملدربني من اأكرث من ‪ 41‬بلدا ً خمتلفاً ‪.‬‬ ‫وميكن القول باأن النمو والتطور الذين ت�شهدهما‬ ‫جمعية اأبوظبي التعاونية اليوم يعود اإىل الإدارة‬ ‫القوية ممثلة برئي�شها التنفيذي ال�شيد ابراهيم عبد اهلل‬ ‫البحر ‪� ،‬شاحب اخلربة القيادية املتخ�ش�شة يف قطاع‬ ‫البيع بالتجزئة ‪ ،‬والذي ا�شتطاع خالل فرتة زمنية‬ ‫وجيزة من �شق طريق للنمو والتو�شع على الرغم من‬ ‫حجم املناف�شة ال�شديدة التي ي�شهدها القطاع خالل‬ ‫ال�شنوات املا�شية ‪.‬‬ ‫ومن خالل املهارات القيادية الفذة ‪ ،‬اإ�شافة اإىل‬ ‫تطبيق ال�شرتاتيجيات الذكية يف الأعمال ‪ ،‬متكن‬ ‫ابراهيم عبد اهلل البحر من حتويل جمعية اأبوظبي‬ ‫التعاونية اإىل لعب حيوي يف ال�شوق ‪ ،‬وا�شتطاع حتقيق‬ ‫توازن ذكي بني النمو ال�شرتاتيجي واحلد من الت�شخم ‪.‬‬

‫ا�سرتاتيجيات ذكية للتطور‬ ‫اأحد اأهم ال�شرتاتيجيات التي اعتمدها البحر متثلت يف‬

‫حتديد املواهب القادرة على تنفيذ روؤيته امل�شتقبلية ‪،‬‬ ‫ثم القيام بهيكلة اإدارات العمليات والت�شغيل للقيام‬ ‫مبهام تطويع ال�شرتاتيجيات وحتويلها اإىل اإجنازات‬ ‫واقعية ‪ ،‬كما عمل على زيادة كفاءة الأعمال من خالل‬ ‫الرتكيز على رفع التناف�شية داخل اجلمعية ‪ ،‬ف�ش ًال عن‬ ‫الرتكيز على تنويع املنتجات وتقدمي خدمات اأكرب‬ ‫ل�رشائح امل�شتهلكني ‪.‬‬ ‫وملزيد من تاأ�شيل العمل ‪ ،‬فقد قام البحر بتاأ�شي�س‬ ‫ق�شم متخ�ش�س يف اأبحاث ال�شوق واأمناط ال�شتهالك‬ ‫‪ ،‬اإ�شافة اإىل درا�شة ا�شرتاتيجيات ت�شعري املنتجات‬ ‫ب�شكل يومي وفق ًا ملعايري حمددة للتاأكد من تقدمي‬ ‫اأف�شل املنتجات للم�شتهلكني ب�شعر مناف�س ‪.‬‬ ‫وكجزء من اجلهود التي يبذلها البحر يف حتديث‬ ‫منط العمل داخل جمعية اأبوظبي التعاونية فاإنه يعترب‬ ‫باأن حتقيق هذه ال�شرتاتيجية م�شوؤولية �شخ�شية ‪ ،‬لذا‬ ‫يقوم باملتابعة ب�شكل �شخ�شي فيما يتعلق بكافة‬

‫مل توؤثر عمليات التغيري التي انتهجها ابراهيم عبد‬ ‫اهلل البحر كرئي�س تنفيذي يف القيام بامل�شوؤوليات‬ ‫الجتماعية والوطنية ‪ ،‬اإذ عمل على تقوية ال�شعور‬ ‫الوطني بخلق فر�س العمل للمواطنني و متكني‬ ‫الكفاءات املواطنة وتدريبها ‪ ،‬كما اأوعز با�شتخدام اللغة‬ ‫العربية كلغة اأ�شا�شية يف جممل التعامالت الإدارية‬ ‫والتجارية الداخلية واخلارجية ‪ ،‬اإ�شافة اإىل اعتماده‬ ‫للزي التقليدي الإماراتي كزي ر�شمي للموظفني ‪.‬‬ ‫ويح�شب للبحر جهوده املبذولة للو�شول اإىل‬ ‫املجتمعات اجلديدة التي حتتاج اإىل توفري خدمات‬ ‫توؤ�ش�س ل�شتقرارها ‪ ،‬اإ�شافة اإىل اإطالقه للعديد من‬ ‫املبادرات املجتمعية واخلريية وخا�شة لهيئة الهالل‬ ‫الأحمر الإماراتي ‪ ،‬موؤ�ش�شة خليفة بن زايد اآل نهيان‬ ‫لالأعمال الإن�شانية ‪ ،‬موؤ�ش�شة الرعاية الجتماعية‬ ‫و�شوؤون الق�رش ‪ ،‬رعاية الأندية الريا�شية ‪ ،‬احتاد‬ ‫الإمارات لريا�شة املعاقني ‪ ،‬ووزارة تنمية املجتمع ‪.‬‬

‫ن�سائح للقيادات ال�سابة‬ ‫ل يتوانى ال�شيد ابراهيم عبد اهلل البحر عن تقدمي‬ ‫الن�شح والإر�شاد والدعم لل�شباب الطموح‪ ،‬ويعترب‬ ‫الثقة اأ�شا�ش ًا للبقاء يف املقدمة اإذ يقول ‪" :‬يجب اأن‬ ‫يثقوا باهلل عزوجل اأو ًل ‪ ،‬ثم عليهم اأن يثقوا باأنف�شهم‬ ‫‪ ،‬وعلى ال�شباب اأن يتقبلوا التحديات ‪ ،‬واأن يتحلوا‬ ‫بال�شرب وعدم انتظار النتائج ال�رشيعة ‪ ،‬واأن يبذلوا‬ ‫اأق�شى جهودهم ‪ ،‬وعليهم اأن يعلموا باأن اأهم �رش‬ ‫للنجاح هو املتابعة ال�شخ�شية" ‪.‬‬ ‫حينما تتوفر عنا�رش النجاح يف موؤ�ش�شة بحجم‬ ‫جمعية اأبوظبي التعاونية يف ظل قيادة ابراهيم عبد‬ ‫اهلل البحر ‪ ،‬فاإن على الطبيعة اأن تاأخذ جمراها ‪ ،‬وعلى‬ ‫النجاح اأن ي�شق طريقه نحو الأفق ‪.‬‬ ‫‪1‬‬

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35

‫‪Gulf Leaders & Best Companies‬‬

‫جتميل ين�ضح‬ ‫بلم�ضات فنية‬

‫التجميلية غري مرتبطة بالغرور اأو التكرب‪ ،‬ب‬ ‫ممار�شة طبية اأخالقية راقية تهدف اإىل زياد‬ ‫الذات والثقة والأهم من ذلك التجميل وتعزيز ا‬ ‫اخلارجية التي تعترب �شفات اأ�شا�شية ومرغو‬ ‫يومنا هذا وبالأخ�س يف عامل ت�شيطر عليه‬ ‫التوا�شل الجتماعي التي ت�شب تركيزها‬ ‫امل�شاهري وحيث يت�شنى للمظهر اجلميل امل‬ ‫بالقدرات اأن يحدث الفرق بني النجاح والف�شل"‬ ‫ي�شعر الدكتور كيله بالمتنان لتمتع دبي‬ ‫متمحورة حول الأعمال التجارية‪ ،‬والطابع ال‬ ‫والرفاهية‪ ،‬واجلمال‪ ،‬ولهذه الأ�شباب بالذات اخ‬ ‫التو�شع التي و‬ ‫ي�شتقر فيها‪ .‬وكجزء من خطط‬ ‫ّ‬ ‫ّ‬ ‫يدر�س حالي ًا اإمكانية اإن�شاء عيادة الدكتور‬ ‫التجميلية يف اأبوظبي يف امل�شتقبل القريب‪ ،‬ول‬ ‫يحدد موعداً لذلك بعد‪.‬‬ ‫ويتجه الرجال ب�شكل متزايد نحو هذا‬ ‫اأي�ش ًا املرتبط تقليدي ًا بالن�شاء‪ .‬فيوؤكد الطبيب‬ ‫"ت�شكّل الن�شاء اليوم ن�شبة الثلثني من زبائني‬ ‫الثلث الآخر هو من الرجال"‪ .‬وي�شيف قائالً‪" :‬‬ ‫اخل�شائ�س ال�شخ�شية للمري�س اأي�ش ًا على‬ ‫النمطية ومر�شاي اليوم من جن�شيات خمتلفة‪،‬‬ ‫مهنية واجتماعية وثقافات واأعمار واأعراق خم‬ ‫وما هو اإل خري برهان على الرتكيبة ال�‬ ‫املتنوعة يف الإمارات العربية املتحدة"‪.‬‬

‫يف فيال‬ ‫وحتيط‬ ‫وفناء‬ ‫دئ يف‬ ‫بدبي‪.‬‬ ‫ين�سد‬ ‫‪ ،‬وملن‬ ‫و�لوجه‬

‫مرموق‬ ‫مل�رشف‬ ‫ّ‬ ‫وكاملة‬ ‫ل تقف‬ ‫هواية‬ ‫املكمل‬ ‫ّ‬

‫�شنوات‬ ‫بريوت‪،‬‬ ‫�شهادات‬ ‫جلراحة‬ ‫وىل يف‬ ‫َ�شة يف‬ ‫تحدة‪.‬‬

‫‪HREE-PRONGED APPROACH‬‬

‫ابت�شامة على وجهه‪" :‬اأختار اأن اأ�شلك هذا امل�شار لأ ّنه‬ ‫يدمج بني اأهواء العقل والقلب واليدين"‪.‬‬ ‫وال�شعي هذا خلف اجلمال يف كل من جمال الفن‬ ‫حث الدكتور كيله اإىل‬ ‫واجلمال الب�رشي هو ما ّ‬ ‫دخول هذه املهنة املتميزة والدقيقة‪ .‬وهذا التجان�س‬ ‫الوظيفي للفنان املوهوب الذي يعمل مبهارة لبتكار‬ ‫اأعماله الفنية ينطبق اأي�ش ًا على جراح جتميل ي�شتخدم‬ ‫يديه بر�شاقة وخفة لتعزيز جمال مر�شاه الذين‬ ‫يختارون اخل�شوع لعمليات جراحية‪.‬‬

‫ى قرابة‬ ‫دها‪ ،‬ا ّإل‬ ‫الر�شام‬ ‫‪ ،‬يتم ّتع‬

‫‪SURGEON’S SKILLS‬‬

‫ق الثاين‬ ‫ت اأنامله‬ ‫رشيايل‪.‬‬ ‫للوحات‬

‫يتم ّتع الدكتور كيله باملهارات الالزمة ليكون جراح‬ ‫جدير بالثقة‪ ،‬ويلجاأ يف عمله اإىل املعدات عالية اجلودة‬ ‫واأحدث التكنولوجيات املتوفرة‪ ،‬وي�شاعده رباعي‬ ‫جوهري يف عيادته قوامه دكتورة التوليد والأمرا�س‬

‫متعددو اجلن�شيات‪ ،‬ي�شملون املمر�شني واملوظفني‬ ‫الطبيني و�شبه الطبيني والإداريني‪.‬‬ ‫تق ّدم عيادة الدكتور كيله التجميلية جمموعة وا�شعة‬ ‫من العمليات اجلراحية وغري اجلراحية‪ ،‬وعالجات‬ ‫العناية بالب�رشة‪ ،‬واملاكياج‪ ،‬والأو�شام الطبية لتغطية‬ ‫عيوب الب�رشة‪ ،‬عالو ًة على خدمات اأخرى ذات �شلة‪.‬‬ ‫وتق ّدم اأي�ش ًا اجلراحات التجميلية للوجه والثدي‬ ‫واجلفن ونحت اجل�شم؛ وجتديد �شباب الوجه باأ�شاليب‬ ‫غري جراحية؛ وجتميل الأنف؛ وعالجات ال�شيلوليت‬ ‫وال�شد والتخل�س من الدهون؛ وعالجات اإزالة ال�شباغ؛‬ ‫و�شد اجللد غري اجلراحي؛ وجتديد �شباب اجللد؛ واإزالة‬ ‫ال�شعر بوا�شطة الليزر؛ ورفع اجلبني‪ ،‬و�شد الوجه‪ ،‬و�شد‬ ‫البطن‪ ،‬واإعادة ت�شكيل اجل�شم‪ ،‬و�شد الفخذين‪ ،‬و�شفط‬ ‫الدهون والبوتوك�س اإىل جانب خدمات اأخرى متع ّددة‪.‬‬ ‫‪PROFESSIONALISM PERSONIFIED‬‬

‫ووفق ًا للدكتور كيله‪ ،‬تظهر ثالثة اأنواع وا�ش‬ ‫العالجات املتوفرة يف العيادة‪ .‬النوع الأو‬ ‫التجميل املُق ِّدم لعالجات خارجية و�شطحية‬ ‫على التغطية واملاكياج‪ .‬ا ّأما الثاين فهو اخت‬ ‫اجللد الذي يوفر عالجات مرتبطة باجللد وحلو‬ ‫متنامي من الأمرا�س اجللدية التي ت�شمل حب ا‬ ‫وال�شامات وفقدان ال�شعر وال�شدفية والبهاق و‬ ‫بالإ�شافة اإىل العالجات �شد �شيخوخة الوجه‪.‬‬ ‫وياأتي بعدئ ٍذ النوع الثالث وهو الإجراءات اجل‬ ‫�شواء الغزوية اإىل اأدنى حد اأو الغزوية بالكامل‪،‬‬ ‫حقن الدهون‪ ،‬و�شد الوجه باخليوط الدقيقة‬ ‫الوجه اجلزئي اأو بالكامل‪ ،‬وتكبري الثدي‪ ،‬و‬ ‫اأو رفع الثدي‪ ،‬و�شد الأرداف‪ ،‬وجراحة جتميل‬ ‫وا�شتئ�شال الآفات اجللدية‪ ،‬وزراعة ح�شوات‬ ‫و�شفط الدهون‪ ،‬ونحت اجل�شم‪ ،‬وجتميل الأنف‪ ،‬و‬ ‫غريها‪ .‬وي�رشح الدكتور قائالً‪" :‬ميكن اإجراء بع‬