Economic Focus 9 by Distinctive Media Group Ltd

ISSUE 2 VOL 10 SUMMER 2015 MAGAZINE OF THE ARAB-BRITISH CHAMBER OF COMMERCE

REPORTS IN ENGLISH AND ARABIC SHARJAH OPEN FOR INVESTMENT WHY INVEST IN SAUDI ARABIA? BRITISH ECONOMY AFTER THE ELECTION HELP FOR EXPORTERS LIVING AND WORKING IN LONDON SHALE OIL E-COMMERCE HEALTH SECTOR MOROCCO SUSTAINABLE DEVELOPMENT

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ECONOMIC FOCUS CHAMBER NEWS

Economic Focus is an Arab-British Chamber of Commerce publication. Editorial Team

Abdeslam El-Idrissi, Chief Editor Cliff Lawrence David Morgan Dr Yasmin Husein Arab-British Chamber of Commerce 43 Upper Grosvenor Street London W1K 2NJ Tel: +44 (0) 20 7235 4363 Fax: +44 (0) 20 7245 6688 economicfocus@abcc.org.uk www.abcc.org.uk

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CONTENTS Focus Reports Sharjah Open for Investment ABCC MoU with Shurooq

Special Features 6 10

Distinctive Publishing or Arab-British Chamber of Commerce cannot be held responsible for any inaccuracies that may occur, individual products or services advertised or late entries. No part of this publication may be reproduced or scanned without prior written permission of the publishers and Arab-British Chamber of Commerce. ISSN No: ISSN 1751-4339

Finance 50

Why Investors Should Look to Saudi Arabia

Saudi Stock Exchange

Moroccoâ&#x20AC;&#x2122;s Path to Sustainable Development

Looking After You, Your Family and Your Business in London 44

Disclaimer

Relocation and Inward Investment

Aid for Exporters

Chamber hosts London launch for SATUC Cup

British Quarterly Economic Survey 74

Learning and Development 102

Chamber News Chamber Activities

New Members

Arabic Section 130

HELPING TRADE FLOW

Europe Arab Bank is uniquely positioned to help your business take advantage of Europe and North America trade flow and investment opportunities in MENA. As part of the Arab Bank Group, with the largest banking network in the Arab region, you gain seamless access to 16 MENA countries and a network of 600 branches around the world. Learn more: www.eabplc.com +44 (0)20 7315 8500 ÂŠ Europe Arab Bank plc 2015 All Rights Reserved. Registered in England and Wales number 5575857. Registered Office: 13-15 Moorgate, London EC2R 6AD. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Not all products and services are regulated by the Financial Conduct Authority and the Prudential Regulation Authority.

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Sharjah open for investment Sharjah is the third largest emirate in the United Arab Emirates with an area of 2,590 km2. Its location, affordable real estate, business-friendly environment and growing population make Sharjah an ideal place to set up a business in the Gulf. The Emirate offers many investment opportunities. The Sharjah Investment & Development Authority (Shurooq) recognises the Emirate’s sector diversity and offers a wide range of investment and business opportunities. Sharooq is open to exploring new types of ventures and breaking into new and emerging sectors that align with the Emirate’s strategic direction and values. It is open to investment opportunities in any and all sectors, not just those that are new and emerging. Examples of some of the key sectors include insurance, construction & materials and technology. Four promising sectors have been identified that address the immediate needs of Sharjah while presenting great potential return on investment.

Ecotourism Three ecotourism projects are currently in the pipeline within Sharjah. Each of these projects offers hospitality and service companies an opportunity to develop a range of ecotourism products for different customer segments. Five-Star Resort Developments There is a shortage of deluxe luxury resorts within Sharjah. Specifically, there is a tremendous opportunity to customise hospitality offerings to meet the needs of the large number of GCC families and visitors. Already the second-largest demographic of tourists to Sharjah, this important segment is underserved. Cruise Lines

Travel & Tourism Sector Sharjah’s Travel & Tourism sector benefits from the UAE’s international profile as a leading tourism destination. The demands of tourists and residents for different experiences provide new opportunities for Sharjah and its investors. Additionally, the growing expatriate population, government investment in tourism infrastructure, and rising disposable income all point towards a positive outlook for this sector of the economy. As Sharjah continues to build itself up as an authentic tourist destination, demand for hotel rooms is expected to grow at a rate of 6.2% up to 2016. Despite new project announcements, demand is expected to outpace supply in the short to medium term.

Cruise liners such as Costa Classica and Costa Favolosa have started running routes through Khorfakkan, a picturesque bay that is part of Sharjah. With additional cruise lines expressing an interest, there are opportunities to develop specific tour packages and experiences targeted to this customer segment.

Healthcare Sector Multiple demographic and socioeconomic factors are contributing to the increased demand for general and specialised healthcare services in the Emirate. Despite a number of incidents requiring care (per 1,000 population) that is relatively higher than in the rest of the UAE, the supply side of the sector is lagging behind the demand.

A rising population combined with an ageing demographic pattern has added pressures to existing healthcare services. Additionally, a steady rise in GDP per capita and a rise among the population of lifestyle diseases such as diabetes and cardiovascular diseases are factors fuelling greater demand for specialised healthcare services. In order to begin combatting these issues, Sharjah Healthcare City (SHCC) will be built – a Free Zone dedicated to healthcare and healthcare-related activities. SHCC will establish the infrastructure necessary to support a wide range of medical facilities. Centres of Excellence As there are currently no specialised medical centres in Sharjah, opportunities exist for highly specialised oncology hospitals, and for specialty clinics for diabetes treatment and paediatrics. Long-Term Care Facilities Evolving cultural norms and family dynamics are opening up opportunities for long-term care facilities for the elderly, accident victims, patients affected by neurological disorders, and children born with birth defects. Affiliations and Partnerships There is potential for international firms and specialists to partner with local hospitals and service providers in the delivery of high-quality services, stateof-the-art technologies, and sharing of best practices in the ongoing effort to raise the quality of health services in Sharjah.

Transport & Logistics Sector Given the importance of trade and manufacturing to Sharjah’s economy, the transport & logistics sector is a fastgrowing one. The benefits of Sharjah’s access to the Arabian Gulf and Indian Ocean will only grow in importance, and will contribute to the future success of this sector. Marine & Air Freight Three deep-water ports, two on the Arabian Gulf and one on the Indian Ocean, and an international airport with more than 20 cargo connections to Asia, Europe and Africa provide the logistics connectivity and baseline infrastructure that power the sector. With much of the infrastructure in place and expansion projects under way, the stage is set for companies to become major players within the sector. Furthermore, the logistics network is prime for traders to build their businesses on reduced costs and faster shipping times.

ARAB-BRITISH CHAMBER OF COMMERCE 7

Freight Forwarding Despite Sharjah-based companies contributing to more than 9% of the UAE’s foreign trade, only 6% of freight forwarding services for SMEs are based in Sharjah. F&B Reefer Shipping There is an opportunity for new reefer forwarders to enter the market, as a large majority of the competition is located outside the Emirate.

Environment & Renewable Energy The UAE Federal government is implementing stricter environmental legislation and setting targets for renewable energies. This has been spurring both public and private sectors to explore ways to achieve compliance and generate demand for environmental services. There is an increasing interest in government investment in the implementation and utilisation of

renewable energies. This trend has favoured the privatisation of power generation sectors and the entrance of independent power and water producers. Solar Energy Sharjah offers the region’s highest potential for developing solar power technologies. The Emirate is an ideal platform for renewable energy components manufacturing for the MENA region due to its strategic location, logistics infrastructure and developed manufacturing base, particularly considering access to various components and inexpensive labour. Opportunities include: l

Water desalination (solar thermal energy plant)

Solar energy-generation plants

Solar heating and cooling

Public lighting

continued page 8

ECONOMIC FOCUS CHAMBER NEWS

from page 7

Some key projects under development in Sharjah

Al Jabal Resort, The Chedi Khorfakkan Exquisite villas set against a beautiful landscape on a natural hillside in the Eastern Coast of the emirate, uniquely located on a private bay with a white sandy beach to create an unforgettable resort. Al Jabal Resort, The Chedi Khorfakkan, won the GCC Hospitality and Leisure Project of the Year at the 5th annual Middle East Architect Awards for its unique appeal. Situated on a natural hillside beside a private cove with a white, sandy beach, Al Jabal Resort is a 5-star resort inspired by the region’s traditional architecture and way of life. The resort is designed to integrate seamlessly into the natural landscape and existing village, illuminating Khorfakkan’s fascinating history and offering the ultimate luxury escape from the stress of modern life. All villas face the sea so every view is equally spectacular. Al Jabal Resort, Chedi Khorfakkan, will feature a wide range of activities to take advantage of the warm temperatures and rich marine life of the Gulf of Oman. The resort includes high-end restaurants, executive meeting facilities

already underway and the site is already generating revenue and attracting thousands of visitors annually. With over 45,000 visitors before the site has even launched, Heart of Sharjah is expected to become a main attraction in the near future.

and a destination spa. Located on the hilltop, The Heritage Fort takes advantage of spectacular views across the entire bay and the Town Square includes a variety of cafes, preserving the beachfront and creating a secondary gathering point.

Heart of Sharjah Discovery Centre The Emirates’s largest restoration project combines modern elegance and cultural heritage. The Heart of Sharjah is a cultural heritage site that is being restored to reflect what Sharjah was like in the 1950s. Although the project is not scheduled for completion until 2025, the first of five phases is

Situated just five minutes from the city’s corniche and 10 minutes from the Sharjah International Airport, The Heart of Sharjah will feature diverse commercial, cultural and residential projects, including a boutique hotel, restaurants, retail shops, art galleries, traditional and contemporary markets, archaeological sites, museums, play areas and commercial offices. Many of these will be housed in renovated old or ancient houses, weaving Sharjah’s modern life with its history, as well as safeguarding its national historical character. Shurooq expects the number of visitors to Heart of Sharjah to increase dramatically in the coming years as public awareness of the project spreads and other components are completed, adding to the development’s overall appeal. When finished, Heart of Sharjah will become an ideal combination of elegance and cultural heritage.

ARAB-BRITISH CHAMBER OF COMMERCE 9

Kalba Ecotourism Project

lodges to rustic camp grounds.

Al Noor Island

Explore the scenic mountains, lush woodlands, and pristine beaches of Sharjah’s east coast. The Kalba Ecotourism Project will take advantage of the diverse habitats that are home to a rich array of wildlife on the east coast of Sharjah. The Indian Ocean meets the beach, which gives way to lagoons and mangroves. Going inland, the landscape turns to forests then to mountains. The range of geography creates a unique biome where diverse flora and fauna flourish.

The project will harness the natural beauty and tourism potential of Kalba by developing an integrated and ecofriendly mixed-use master-planned development. It will delicately balance environmental conservation with lowimpact commercial, hospitality and cultural development to create a unique experience-centric tourism destination.

Al Noor Island is sure to become a treasured icon of Sharjah, celebrating creativity and demonstrating the beauty of the imagination. Al Noor Island is a futuristic take on a public park, complete with an illuminated walking bridge, butterfly house, literature pavilion, glowing meadow, kids’ adventure area, trails and small ship dock. The island is designed to be a magical place where children can explore and people can express themselves. A sea-side stage is available for performances and the literature pavilion offers sanctuary for those looking to lose themselves in their book.

The Ecotourism Project will provide ways for visitors to enjoy nature in a peaceful setting, take part in experiences they will remember for the rest of their lives and learn about wildlife from both the land and sea. The planned turtle rehabilitation centre will house a facility for Kalba’s green, loggerhead and hawksbill sea turtles, and will support state-of-the-art emergency care, research, monitoring, and long-term treatment. Visitors will have the chance to witness turtles laying eggs at Kalba, which is a major nesting site for the Hawksbill sea turtle. A Visitor Centre will showcase some of the area’s mountain wildlife such as foxes and reptiles while the Birds of Prey Centre will let visitors get close to falcons, eagles and owls. The centre will also promote the conservation of indigenous birds through education, breeding, research and rehabilitation. The Ecotourism Project will also provide many great opportunities for outdoor adventure, including kayaking through the mangroves, scuba diving, trekking and mountain biking. After a long day outside, guests have options from

Sir Bu Nuair Island Offering a mix of luxury and comfort on one of the UAE’s most beautiful natural treasures, Sir Bu Nuair Island is one of Shurooq’s largest initiatives and promises to be a destination unlike any other. Located 65km off the UAE coastline in the Arabian Gulf, the island is characterised by its stunning natural scenery and beautiful beaches. The 13-square-kilometre island will host a five-star hotel & resort, hotel apartments and villas, as well as a number of other retail and leisure offerings. Offering a mix of high-end luxury and comfort, Sir Bu Nuair seeks to foster a genuine sense of community that captures the region’s vibrancy and cultural heritage in its architecture and offerings. Set to be completed in 2017, the island will host a luxury five-star hotel & resort, hotel apartments and villas, a camping village, an amphitheatre, a museum, a mosque, an education centre, a harbour, an airport, and a number of other retail and leisure offerings. Sir Bu Nuair Island seeks to recreate the vibrant social, commercial and community fabric found in small port towns around the world.

Designed as a modern interpretation of the conservatory, the structure at the centre of the island is reminiscent of an ornamental Mashrabiya. The patterns of the outer structure produce a wonderful play of light and shadow inside the pavilion. The Butterfly House will sit at the centre of the development and visitors will be able to enter into a tropical rainforest biotope inhabited by colourful butterflies. The bridge connecting the island to the mainland is an architectural wonder on its own, and the Gleaming Meadow is sure to enchant visitors of all ages.

Al Bait Hotel A boutique hotel integrated harmoniously into a recently restored cultural heritage site. For further information about how to invest in Sharjah see http://shurooq.gov.ae/businessopportunities/

ECONOMIC FOCUS CHAMBER NEWS

Arab-British Chamber of Commerce and Shurooq sign MoU

MoU signed during three-day roadshow in London to strengthen UAE-UK commercial and economic ties The Sharjah Investment and Development Authority (Shurooq) has signed a Memorandum of Understanding with the Arab-British Chamber of Commerce (ABCC). The signing of the MoU, which forms part of Shurooq’s overall strategy to strengthen ties with international economic and investment bodies in order to increase mutual cooperation and promote Sharjah as a prime investment location in the Gulf region, took place during a three-day UK roadshow ending on 15 April 2015.

the aim of attracting investment, increasing opportunities for business development, and encouraging mutual cooperation and exchange of expertise. These efforts help to pave the way for financial growth in the flourishing economy of the UAE.”

The signing ceremony took place at the Mandarin Oriental Hyde Park Hotel in London, on 13 April, in the presence of Sheikha Bodour bint Sultan Al Qasimi, Chairperson of Shurooq, H E Abdul Rahman Ghanem Al Mutaiwee, UAE Ambassador to the United Kingdom, Sheikh Mohammed bin Maktoum Al Maktoum, First Secretary at the UAE Embassy in the UK, H E Marwan bin Jassim Al Sarkal, CEO of Shurooq, Dr Afnan Al-Shuaiby, Secretary General and Chief Executive of the ABCC, Saud Al Suwaidi, Director of International Relations and Partnerships at Shurooq, and Mr Abdeslam El Idrissi, Director of Trade Services from the ABCC.

He added, “We are delighted to welcome Sheikha Bodour and the Shurooq delegation to the UK. Serving the UAE economy by promoting Emirati exports and encouraging British investment in the UAE is a high priority for the Embassy and especially for the Economic Department headed by First Secretary Shaikh Mohammed bin Maktoum Al Maktoum who has been working closely with Shurooq to arrange this visit. We are pleased to have succeeded in arranging a vast number of meetings with some of the most prominent UK businesses and investment institutions and we would like to wish Shurooq all the success in promoting Sharjah’s investment portfolio here in the UK. I would also like to highlight the importance of the Arab British Chamber of Commerce’s role in promoting British Arab trade relations and trade relations with the UAE in specific. ”

Speaking about the agreement, Sheikha Bodour bint Sultan Al Qasimi, remarked, “We at Shurooq strive to enhance the international commercial and economic relations of Sharjah and the UAE, with

H E Abdul Rahman Ghanem Al Mutaiwee welcomed the visit and commented on the important role the Embassy plays in expanding the commercial and investment ties between the two countries.

Dr Al-Shuaiby said: “We are confident that signing this MoU will help enhance investment opportunities and the exchange of expertise, expand mutual business activities and add a new dimension to our business, particularly in the economic and commercial sectors.” Under the terms of the MoU, which was signed by HE Marwan bin Jassim Al Sarkal, CEO of Shurooq, and Dr Al-Shuaiby, Shurooq and the ABCC plan to encourage, promote, and facilitate investment and development cooperation among the business communities in Sharjah and the UK, and to coordinate, establish, and expand a business network that enables these communities to leverage the financial opportunities available in both countries, in addition to organising road shows for representatives of British government’s entities to the emirate of Sharjah by end of this year. In addition, Shurooq and the ABCC have agreed to encourage the flow of reciprocal economic information, statistics, and trade data, as well as joint research activities, and to assist each other in organising and participating in trade fairs, exhibitions conferences and seminars. The two entities furthermore strive to work together to eliminate obstacles that may hinder the growth of investment and business by identifying barriers, finding suitable solutions,

ARAB-BRITISH CHAMBER OF COMMERCE 11

HE Marwan bin Jassim Al Sarkal, CEO of Shurooq, and Dr Afnan Al-Shuaiby, sign the MOU at a ceremony in London in the presence of Sheikha Bodour bint Sultan Al Qasimi, Chairperson of Shurooq, H E Abdul Rahman Ghanem Al Mutaiwee, UAE Ambassador to the UK (centre), and Sheikh Mohammed bin Maktoum Al Maktoum, First Secretary at the UAE Embassy in the UK.

We are confident that signing this MoU will help enhance investment opportunities and the exchange of expertise, expand mutual business activities and add a new dimension to our business, particularly in the economic and commercial sectors

and supporting and encouraging the exchange of technical expertise and training opportunities. Shurooq’s delegation to the UK, which was headed by Sheikha Bodour and included HE Marwan Bin Jassim Al Sarkal, CEO of Shurooq, was scheduled to meet with the British Chambers of Commerce, the Environmental Services Association, the Birmingham Chamber of Commerce, the Lord Mayor’s Office, the Association of British Healthcare Industries, and Royal Marsden Hospital. They had already met with the London Chamber of Commerce. Bilateral trade between the UAE and the UK reached £12 billion in 2012, and there are nearly 400 British trading companies and 800 British trading agencies, as well as over 8,000 UK trademarks registered in the UAE. Currently over 100,000 UK expatriates reside in the UAE, while the Emirates welcome more than

one million British visitors each year. Ties between Sharjah and the UK also continue to grow – for example, a UK firm was recently awarded a contract worth £343 million to build the world’s largest advanced thermal energy-fromwaste facility in the emirate. Shurooq’s key mission is to provide facilities and incentives to help overcome obstacles facing investment activities in Sharjah, evaluate investmentrelated infrastructure projects, and lay down the necessary plans to complete such projects. In recognition of its overall accomplishments, Shurooq was named The Banking Awards 2013 and 2014 FDI Agency of the Year in the MENA region at the European’s Global Banking and Finance Awards. Source: Shurooq, 14 April 2015

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Why Invest in Saudi Arabia? By Dr Saud Al-Ammari Law Firm in association with Blake, Cassels & Graydon LLP

“Saudi Arabia is planning to implement projects worth US$1.1 trillion, and aims to attract investments in airport upgrades, manufacturing, power generation, offshore oil, gas and value-added downstream processing to meet growing consumer demand.” In a report on the Gulf Cooperation Council (GCC) Investment Outlook, published at the end of October 2014 by Mergermarket, in conjunction with Dr Saud Al-Ammari Law Firm in association with Blake, Cassels & Graydon LLP, Saudi Arabia stood out as one of the best foreign direct investment (FDI) destinations anywhere in the region. Saudi Arabia was deemed to be one of the economies that will be least reliant on its oil revenues over the next 12 to 24 months, as it has actively invested in other sectors such as financial services, real estate, telecoms and consumer goods, in addition to offering taxation benefits to investors and businesses. In the early 1970s, the Kingdom launched the Royal Commission for Jubail and Yanbu, which successfully established what became two of the largest fully integrated industrial cities in the world. The Kingdom instructed its oil giant, Saudi Aramco, to build the Master Gas System, which continues to grow and supply fuel and feedstock to the Kingdom’s prominent petrochemical industry. It also launched its Saudi Basic Industries Company (SABIC), which became a world petrochemical industry giant by attracting Foreign Direct Investment and creating joint ventures. According to the report, the Saudi Arabian General Investment Authority (SAGIA) has built on the Kingdom’s record of previous successes in FDI attraction since 2000 and worked on further improving, simplifying and facilitating the related regulations and procedures to make sure that almost all sectors would be open to foreign ownership. Currently, Saudi Arabia is the only country in the region that allows 100% foreign ownership of an investment in almost all activities. This has been a major driver of foreign investment, and coupled with the opening up of the Saudi Stock Exchange, Tadawul, will only make the region’s most lucrative market more attractive.

In May of last year, SAGIA unveiled a process that has assured applying investors a response in six days and involves only a few required documents. This system offers a faster application process if the investment involves a public company investing directly, or at least using the intellectual property of a public company. The aim is to attract firms committed to spreading the value chain across specifically targeted sectors such as transportation, healthcare, education and technology that are bringing in further associated investments. SAGIA has said the government’s priority sectors emphasise investments that encourage job creation and facilitate the aim to transfer both technology and knowledge. Saudi Arabia is planning to implement projects worth US$1.1 trillion, and aims to attract investments in airport upgrades, manufacturing, power generation, offshore oil, gas and valueadded downstream processing to meet growing consumer demand. Such projects will underpin growth in not only the infrastructure sector, but also sectors as diverse as real estate and tourism and present plenty of joint venture opportunities. An example is the new causeway between Bahrain and Saudi Arabia announced last September, which is expected to enhance the flow of goods and labour between the two countries. The Kingdom undertook these reforms to make it easier to start businesses, enforce contracts and improve on the tax regime that was already highly attractive to foreign investors. In addition, it improved its legal system, introduced new arbitration laws in 2012, set up a world-class arbitration centre, created an anti-corruption commission, and ensured fair and transparent mechanisms are in place to enforce awards and judgments. The idea of clustered investments is also taking root. In this connection, the Kingdom launched the National Industrial Cluster Programme (www.IC.gov.sa). In King Abdullah Economic City (KAEC), for example, contracts were signed this year for three companies setting up in the city’s Industrial Valley that seek to capture opportunities in light manufacturing.

ARAB-BRITISH CHAMBER OF COMMERCE 15

A Saudi-German joint venture is establishing a plant to produce high-quality paints, while another is investing in a plant to manufacture aluminium windows and doors to service residential and commercial buildings. With such clusters, there is a greater opportunity to build a wider ecosystem for the local generation of ideas. This has already started in certain sectors, such as financial services, logistics and transportation. Tapping FDI to accelerate the transition to a knowledge-based economy is now gaining traction as a theme, leading to the creation of products and services that are indigenous to the region but catalysed by foreign investors.

SAGIA: A dynamic gateway for foreign investors For an international investor, the Saudi market provides a promising investment climate. With a GDP exceeding US$700billion, the Kingdom of Saudi Arabia is the largest Arab economy and one of the largest G20 economies. It has an increasingly open and dynamic economy, with over US$540billion in trade volume, and is a leading recipient of foreign direct investments totalling US$208-billion. In addition, the Kingdom is situated between Asia, Africa and Europe, which gives it the opportunity to play a much larger role commercially. The Kingdom has a solid wellestablished and securely governed financial and banking system. This has allowed the Kingdom to prosper even while many countries were struggling in the most recent world economic crises. The Saudi Arabian General Investment Authority (SAGIA) has played an important role in attracting foreign direct investment (FDI). Since its creation in 2000, SAGIA’s role has been comprehensive and vital to the progress of the Saudi economy. In addition to promoting and attracting investments, SAGIA monitors and advises on investment climate and policies, helps develop investment opportunities in untapped areas and monitors investment performance. Central to SAGIA’s efforts is its “one-stop shop” concept where all corporate services and certificates are processed from branches of government offices resident in the SAGIA onestop shop. The Kingdom has taken major steps in its drive towards encouraging foreign investment. To highlight a few landmarks, the Kingdom enacted the Foreign Investment Law in 2000. Key features of the Foreign Investment Law include opportunities to participate in almost all activities, allowing 100% ownership of business entities, low cost of startup, minimal capital requirements, low-tax regime and access to financing. This logically led to the Kingdom’s accession to the World Trade Organisation in 2005, which cemented the Kingdom’s integration with trade partners and announced a new era of open economic development to the broader business world. Notably, the Kingdom is the only country in the region that allows foreign investors to own up to 100% of a Saudi enterprise, without co-investors or middlemen. The liberal equity ownership rules are expressly designed to promote foreign investment from all over the world.

The Kingdom has shown great interest in moving towards economic diversification as it seeks to reduce its reliance on petroleum as a single source for its economy. The non-oil sector reached 50% of GDP in 2012, with manufacturing, trade and utilities leading this growth and diversification. The new growth sectors include healthcare, transportation, IT, food manufacturing and renewable energy. The contribution of foreign firms has been considerable in the diversification efforts: they bring leading technologies, share vital know-how and expertise, and develop the Saudi workforce. To create additional incentives to attract FDI, SAGIA recently launched the Fast Track Service and the Investor Care Team, which facilitate and support investors. The Fast Track Service guarantees qualified investors a response within five business days of submitting the application. As an important part of the Kingdom’s economic development approach, SAGIA has reiterated its commitment to an open economy and promises interested foreign investors a welcoming and supporting environment and a pro-business government that will go out of its way to help them. continued page 16

ECONOMIC FOCUS CHAMBER NEWS

from page 15

(4) Assurance that investment related funds are transferable into and out of the host country without delay and at market exchange rates; (5) Transparency and predictability of regulations affecting foreign investors and their investments; and (6) The right to submit a dispute under the BIT to international arbitration to seek a remedy rather than having to rely on the host country’s court system. BITs thus help states signal to foreign capital that they are sound investment destinations and committed to fostering fair and marketoriented regulatory environments. More succinctly, BITs are evidence to prospective investors that a country is “open for business.” BITs are particularly effective at promoting investment where outside perception and actual substance differ with respect to a regional market’s openness to foreign investment. With its tendency to grab international headlines on account of geopolitical issues rather than business successes, the Middle East suffers from just such a perception problem. Despite the foregoing, the Kingdom of Saudi Arabia has become a magnet for FDI in the Middle East and North Africa. Prior to 2000, Saudi Arabia’s burdensome regulatory framework and reputation for having an opaque legal system dampened its prospects as an FDI destination. Since then, largely on account of its promulgation of more favourable investment legislation in April 2000 and its accession to the World Trade Organisation (WTO) in 2005, FDI has begun to flow into the country. Saudi Arabia is currently a party to 23 BITs (17 in force), with countries such as Austria, Belgium, Italy, Malaysia, Indonesia, Azerbaijan, Philippines, Switzerland, Spain, Singapore, India, Ukraine, Belarus, Czech, Uzbekistan, Taiwan, China, France, Germany, Japan, Korea, Sweden and Turkey. The country is in negotiations with a number of other counterparties to secure additional international investment treaties.

Bilateral Investment Treaties Bilateral investment treaties (BITs) are agreements that sovereign states enter into to increase foreign investment flows between the two countries. BITs offer incentives and protections to investors from each of the signatory countries to encourage them to invest in the territory of the other party state. These enticements come in the form of reciprocal obligations that bind the party states, as well as access to international arbitration where the host country violates its obligations to protected investors. BITs offer the following core benefits to investors: (1) Increased certainty that investors will not be treated in an arbitrary or discriminatory manner by the host state; (2) Treatment at least as favourable as the host state treats its own investors and third-party investors throughout the investment’s lifecycle; (3) Limits on the right of the host state to expropriate investments and the requirement to provide adequate and prompt compensation in the event of such an expropriation;

Saudi Arabia owes much of its FDI success to its efforts at building a strong network of BITs and its commitment to regularly reviewing its laws and practices to ensure it is in compliance with its commitments and obligations under its BITs and as a member of the WTO. These measures have made Saudi Arabia the largest recipient of FDI in the Middle East and the largest recipient of FDI in Western Asia after Turkey, according to the World Investment Report 2013, United Nations Conference on Trade and Development, 2013. They also demonstrate the power of BITs to assuage the fears of foreign investors and encourage entry into new markets. A full detailed breakdown of the Foreign Investment Law of the KSA can be obtained from the authors. Contact: Dr Saud Al-Ammari Chair, Saudi Arabia & Middle East saud.ammari@blakes.com www.blakes.com

ARAB-BRITISH CHAMBER OF COMMERCE 17

Saudi Arabia rules for opening up stock exchange to foreign investors By Clyde & Co Further to the Saudi Arabian Council of Ministers decision in its meeting held on 21 of July 2014, which permitted the Capital Market Authority (the CMA) to allow foreign financial institutions to trade shares listed on the Saudi Stock Exchange (the Tadawul), at a time the CMA deems appropriate and pursuant to the regulations to be issued by the CMA, the CMA Board of Commissioners on 04 of May 2015 issued the Rules for Qualified Foreign Financial Institutions Investment in Listed Shares (the QFIs Rules). Qualified Foreign Financial Institutions (the “QFFI”) such as banks, brokerages, fund managers and insurance companies will be allowed to trade shares on Tadawul starting from June 15 2015. As expected the CMA adopted rules similar to other major emerging economies who have opened up their financial markets, including China as it opened up over a decade ago. QFFI will be required to have a minimum of five years’ experience and to apply for permission to invest on Tadawul. QFFI must have at least USD 5 billion of assets under management, although the CMA has the discretion to reduce this to USD 3 billion when it wishes. QFIs Rules imposed the following ceilings on the investment of QFFI on Tadawul: l

QFFI can own maximum of 10 percent of Tadawul’s value;

Single QFFI can own no more than 5 percent of a listed company;

Total QFFI (and its client) ownership in a listed company cannot exceed 20 percent; and

All foreign ownership (QFFI and all categories, whether residents or non-residents, including interests under swaps) of a single company is restricted to 49 percent.

In case of non-compliance by the QFFI with some provisions of the QFIs Rules, the QFIs Rules empower the CMA to take any of the following actions: l

Require the QFFI to provide such information, documents and/ or written explanation as the CMA requires in respect of the matters giving rise to its consideration;

Require the QFFI or its representative, to attend before the CMA to answer questions and explain any matter the CMA considers relevant;

Carry out any enquiries that the CMA considers appropriate;

Take any steps to verify any information furnished by the QFFI, including by communicating with overseas regulatory authorities;

Suspend the QFFI’s registration or prohibit the QFFI from dealing on behalf of one or more of its approved QFFI’s clients for such period as the CMA requires;

Cancel the QFFI’s registration, or withdraw the approval of any of its approved QFFI clients;

Prohibit the QFFI from dealing on behalf of one or more of the approved QFFI’s clients in listed shares; and

Exercise any of its other powers under the Capital Market Law. Moreover, the CMA may publish the identity of any QFFI whose registration has been suspended or revoked or whose approval has been withdrawn. Tadawul is not on the MSCI Emerging Markets index as yet however the opening up of the Tadawul to QFFI certainly would increases the likelihood of Saudi Arabia’s Tadawul being included in the MSCI Emerging Markets index in the near future. Clyde & Co, May 2015

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ECONOMIC FOCUS CHAMBER NEWS

Morocco’s path to sustainable development In the last 15 years the Moroccan economy has not only become an emerging economy but a resilient one. Visitors to any region or province in the Kingdom see clear evidence of ongoing projects. Morocco has seen the need to innovate and take risks. Led by H M King Mohammed VI, Morocco has opened up to world markets and the African market in particular, as it has chosen the path of modernity. This modernity is now part of a global development which makes human development a primary aim and sustainable development a priority. In his new book, Morocco – Emergence and Global Development; fortitude to Withstand Crises, Professor HenriLouis Vedie, Emeritus Professor at the HEC School of Management, in Paris, discusses Morocco’s economic development over the period 1991 to 2014, looking at the growing resilience of its economy, its fundamental features and what it is doing to attract investors.

Agadir

He shows that Morocco’s strategy is based on opening up and liberalising markets. The book also focuses on the country’s large-scale regional programmes which are gradually enabling all the provinces and regions of the Kingdom to achieve noticeable benefits. In parallel with the policy of large-scale projects, a sectoral strategy is being implemented, Prof Vedie explains, which is directed at people seeking employment. In the book, he highlights the following sectoral programmes: the Azur Plan, the Halieutis Plan, the Emergence Plan and the Green Morocco Plan. The major projects that form the Vision 2020 are transnational in nature and therefore relate to the whole territory. Vision 2010 was primarily a project aimed at new seaside construction with the Azur Plan as the flagship project. The purpose is to improve the reception facilities of destinations already known such as Marrakech and Fes. There was

also the Biladi Plan designed to develop domestic tourism.

The Azur Plan The plan as launched in 2004 provided for the establishment of six new locations: Saidia, Mediterrania, Port Lixus, Mazagan, El Jadida, EssaouiriaMogador, Taghazout-Argana bay and Beach Blanche Guelmim. Mediterrania Saidia is located 60km from Oujda. Although launched in 2004 and delayed, the project now has 6,000 beds, a golf course and a marina.

Lixus is a name given to the Roman ruins located between Tangier and Larache; today it has 4,000 beds, a golf course and a fitness centre. Mazagan, located south of El-Jadida, is a city which was declared a UNESCO patrimony site, already has 1,000 beds and a golf course. Though fully developed, White Beach is lagging behind the furthest and in Taghazout work is still in progress. All the projects of the Azur Plan were developed between 2004 and 2005. While all the objectives have not been achieved, the essentials have been put in place. Saida, Mazagan and Mogador

ARAB-BRITISH CHAMBER OF COMMERCE 21

Ouarzazate

were inaugurated in the years 2009 and 2010. Port Lixus, whose work began in 2008, was to be inaugurated by 2015. Taghazout and Plage Blanche are now part of the Vision 2020.

allows it the projects to receive financial support from the World Bank as part of the rehabilitation of the medina which stretches nearly 300 hectares and is home to 150,000 people.

The Azur Plan has both its detractors and admirers. Despite its difficult journey, it can be seen as a success. Even if there has been a delay, four of the six stations are now running and they are irreversible. What matters is that none of the six stations have been abandoned. They have the merit of being a catalyst for the success of Vision 2010.

The second RTDP is that of Casablanca and is designed to accommodate 1.5 million tourists by 2016, resulting in a significant impact on employment and revenue. In addition to the attractions of the Hassan II Mosque, the city already has important new infrastructure, such as highways, connecting Rabat, Marrakech, Fes and Tangier.

The Plan Mada-In This plan aims to improve existing destinations whose potential have not been fully utilised such as Fes, Meknes, Casablanca, Ouarzazate and Tangiers, among others. The Regional Development Programme (RDP) provided the objectives, investment needs and human resources to undertake the implementation. The RDP became the Regional Tourism Development Plan (RTDP). Fes was the first to be contracted in November 2005, followed by Casablanca in March 2006, Agadir in May 2006, Meknes (which was then integrated into Vision 2020) and Ouarzazate in 2009. The primary objective of the RTDP as it relates to Fes is to increase the capacity of the city and the region, improving the urban landscape and completing the restoration of historic monuments and building infrastructure. The RTDP is shaped by the objectives of international institutions such as UNESCO, which

The third RTDP is that of Agadir which aims to increase the hotel capacity of the city by bringing it to 60,000 beds and increase the average occupancy rate to 70%. To meet these ends, the plan is to build accommodation on the beachfront, which includes the creation of five new five-star hotels in Agadir. Similarly, the number of marinas should increase. Finally, upgrading the air transport is considered a priority in order to develop strategic markets with France, Great Britain, Benelux, the Middle East and others. As can be seen, the Mada-In Plan is well within the logic of the Azur Plan. The projects are primarily intended for foreign customers, but both reveal the importance of air transport for tourism destinations. Therefore the plans would benefit from the liberalisation of air transport which began in February 2004 with the Open Sky operation. The opening up of the Moroccan skies to new airlines and the creation of Ram, the first low-cost Moroccan airline, speeded up this process.

Fes

The Biladi Plan Frequently national tourism policies neglect the local needs or do not make them a priority. While national may still benefit from what offered to foreign customers, few plans target them directly. Moroccoâ&#x20AC;&#x2122;s Biladi Plan solves this problem. Launched in July 2007, the Biladi Plan aims to offer tourist products for domestic demand in terms of accommodation and price. Eight regions were identified by their attractiveness: Greater Casablanca (Sidi Rahal), Marrakech, Tensit-Al Haouz, TangerTetouan (Kaa-Assilah Strass), Souss Massa-Draa (Agadir, Imiwador), Rabat, Sale-Gharb, Doukkala-Abda (Azzemmour Lalla Aicha El Barhia), Fes-Meknes-Ifrane and Oriental (Lazzanane). Each of these territories has five components with an area ranging from 25 to 45 hectares. They can distinguish between residential hotels, residential housing, tourist residences, family holiday villages and camp sites. As in the Azur Plan, the financial arrangement is that of a private/public partnership. The goal is to double the number of holiday trips to two million. By choosing some sites on the coastline and inland, the Biladi Plan is a realistic internal tourism development plan since it covers the entire territory north of the country, where 98% of the population is concentrated. In addition, the diversity of supply should enable potential candidates to reduce their cost of transportation between the chosen site and their place of departure. By March continued page 22

ECONOMIC FOCUS CHAMBER NEWS

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2008, calls for tenders for El Jadida, the Ifrane and Agadir stations were concluded successfully.

Atlas Mountains

Today, the Ifrane station is operational and owned by a Moroccan-Kuwaiti consortium (CMKD), which remarkably managed to build the station in two years. The facility provides 5,760 beds, including a residential area and various dining options and leisure facilities. All of these aspects required for this project needed investment of 400 million dirhams. In 2010, Morocco was 25th in the world in terms of its tourism performance. The importance of this sector has not diminished throughout the decade. For 10 years, the sector has been the first contributor towards the balance of payments of the Kingdom. It is the second largest contributor to national GDP and the second largest contributor in terms of job creation. Between 2001 and 2010 the number of tourists visiting Morocco increased from 4.4 million to nearly 9.3 million, an average annual growth of 8.7%, which is well above the world average. Compared to the target of 10 million tourists, it reached 93% 0f that target. On the whole for the past decade, Morocco’s cumulative tourism revenues reached 440 billion dirhams or 91% of the amount planned in 2001, which was 485 billion dirhams. Despite some delays, the Vision 2010 was an undoubted success. Given the achievement of over 90% of the objectives, it was necessary to redefine the objectives for the period 2010-2020 which is exactly what was proposed in Vision 2020.

Vision 2020 This is intended to continue to make tourism one of the engines of the economy, as well as the social and cultural dimensions of the Kingdom and to ensure that Morocco is one of the world’s top 20 tourism destinations. The prime objective for the decade is to see the tourism sector doubled with the construction of 200,000 new beds. These additional beds include 160,000 hotel beds and 40,000 Estate Homes of Tourism Promotion (RIPT). This new accommodation capacity should double

All these territories cover the entire Kingdom geographically. As a result of these policies, the tourism sector has been diversified. There is no plot of the Kingdom that does not relate to one of the eight and/or one of the six programmes. In its 2014 report, the World Tourism & Travel Council emphasised that Morocco was one of the countries where tourism impacts most on the country’s overall economy. In 2013, the WTCC emphasised that tourism had contributed 160.8 billion dirhams to the Kingdom, or 18.7% of GDP. The sector’s contribution to direct and indirect employment in 2013 was 1.8 million or 16.7% of the Kingdom’s total employment. Vision 2020 is now half way through and has followed in the footsteps of Vision 2010 in its numerical results.

Morocco’s current market share in the world market by 2020. To achieve this, Vision 2020 intends to consolidate demand from its traditional European markets and attract a million more tourists from emerging markets. Finally, nationals are not forgotten since it is expected to triple the number of domestic trips experienced by them. Once it achieves these objectives, tourism will become the top economic activity in the Kingdom. In 2020, 470,000 direct jobs will be added to the existing 530,000. The impact on revenue from the activity of this sector should also double as compared with those of 20002010, reaching 1,000 billion dirhams.

Eight New Tourism Areas In order to make tourism a development activity for all the territories of the Kingdom, Morocco was divided into eight areas. Two of these areas offer added value to the Atlantic and Mediterranean seaside resorts of Souss-Sahara Atlantic and Morocco Mediterranean. Four other areas are positioned with a specific offer to each of them. These areas are Atlantic Marrakech, Morocco Centre, North Cape and Centre Atlantic. Finally, the last two territories enhance natural sites that are among the most outstanding in the country. These are the Great South Atlantic and Atlas Valleys.

To sum up, over the last ten years, Morocco has developed strategies in partnership with the private sector to develop the comparative advantages available in the Kingdom. In January 2001, eighteen months after his accession to the throne, H M Mohammed VI launched Vision 2010 which addressed the tourism sector. Other development plans followed. Unlike in other countries, the plans have been carried out and despite some delays the objectives have been achieved concerning the impact in terms of growth and job creation. These sectoral policies have also had the great advantage of being transregional, where all parts of the Kingdom have found themselves directly or indirectly involved. They have created the essentials for national economic development, embracing both sustainable development and human development. This has become an irreversible process. This is an edited extract from the book, Morocco Emergence and Global Development: fortitude to withstand crises, by Professor Henri-Louis Vedie (ESKA Publishing, 2015). The English language version of the book was launched in London on 13 April 2015. ESKA Publishing can be contacted at: www.eska-publishing.com

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ADVERTORIAL

RELOCATION AND INWARD INVESTMENT

Opportunities for growth with globally mobile teams

By Dominic Tidey Chief Operating Officer EuRA – The European Relocation Association

Networks, formal and informal, are a critical component of global trade. Our need as humans to be social extends far beyond our familial and personal ties and as long as we have been trading with each other, so networks have been formed. From the Guilds of medieval towns formed to raise standards of the work of artisans to today’s global chambers of commerce, a critical ingredient is successful business is our ability to gather, exchange ideas and form strategic alliances. Over the thirty years the Arab British Chamber of Commerce has been operating, the growth in trade and opportunity has in no doubt been facilitated by their work. My organisation was set up with a very similar remit; to provide support and opportunities for growth to the corporations with globally mobile managers and teams. As a not for profit the European Relocation Association (EuRA) was formed in 1998 to represent what is still a growth industry, corporate mobility providers. Our members across

98 countries assist global corporations with the planning and implementation of mobility programmes in overseas locations offering support to HR teams, families and individuals as they move and grow. Our industry is a very effective barometer of the health of global trade. Before a slow down starts to affect national and regional economies, it affects our members, as corporations are extremely sensitive to costs and global mobility programmes are very expensive. With the average cost of a two-year overseas assignment for a senior manager with a family running at $950,000 (PWC 2010), any contraction in a local site where that planned move is to take place will soon affect the return on investment the company is making. But the opposite is also true; where there is growth, so there will be a large rise in the demands placed on mobility providers, and this is what EuRA members operating in the Middle East have seen consistently over the past decade. Where other regions have stalled, the demand for services across the Arab world has grown. Inward investment into Europe from the Middle East has grown by over 25% during 2014, accounting for 13% of the total inward investment coming into Europe. That is an extraordinary figure totalling $7.9bn according to Colliers International. However this is the type of investment that largely sits outside of global corporations. “Middle Eastern buyers are increasingly prepared to venture outside Central London, looking at alternative asset classes such as hotels and serviced apartments in other tier 1 cities,” said John D. Davis, chief executive officer, Middle East & North Africa at Colliers International. “Recent examples include Qatar Investment Authority’s acquisition

of five more properties to its hotel portfolio, located in Cannes, Madrid, Frankfurt, Amsterdam and Rome, while Qatar Armed Forces Investment Portfolio acquired the Hotel Renaissance in Barcelona for approximately €78 million. We have also seen Middle East investors play a key role in major deals in Central London during H12014, for example China Life and Qatar Investment Authority taking a 90 per cent interest (70 per cent + 20 per cent) in Clifford Chance HQ in Canary Wharf.” These types of acquisitions don’t impact on the mobility industry as much as investment into the Middle East by global corporations. As the Gulf states began their unstoppable property booms, so expats flooded in to fill the skills gaps. Dubai is the hub for relocation and mobility services that are delivered across the region and we have seen an 80% growth in the work of EuRA members operating from the Emirate. In terms of the Middle East, the Emirates are perceived by corporates moving their staff, as an attractive destination for their high potential managers. An emigration to Dubai will form part of the career planning for global managers and will often be a first destination posting as it’s seen as a soft landing. Corporations are intensely aware that overseas investment is very costly and that 80% of assignment failures for their globally mobile teams are attributed to an inability to adapt to the host culture. Sending a high potential manager on assignment to the Gulf is a great way to prepare them for more challenging posts in other places. The high quality of life offered in the Emirates, coupled with the huge expat presence, high quality international schools and superb global connections make it a desirable destination in the Arab world. It is also a far easier cultural assimilation than other

ARAB-BRITISH CHAMBER OF COMMERCE 25

parts of the region. Countries where the culture places women at the centre of family life are a far more difficult assimilation for families and particularly for female managers. One of the great challenges facing global corporations is the war for talent and it is this imperative to have key staff in key roles, ready to transition immediately, that really drives corporate investment. PWC predict that there will be a 50% growth in international assignments by 2020. This growth means that the need for strategic skills in global management teams is critical for inward investment across the world and of course for the Middle East. For economies to thrive and grow, global trade and investment is key, so making our regions attractive is the most pressing issue facing governments across the world. A key barrier to successful international assignments for managers and therefore investment and corporate growth, is firstly culture. Culture shock is the first impact of any international assignment and it is vital that assignees and families are given intercultural training before departure and on

arrival. The timely delivery of this type of assimilation training raises the chances of assignment success but over 50%. This is especially true when the assignment is to a culture whose norms are very different to the home culture. Moving from an open society to an expat compound is a reality for many expats in areas across the world and companies are experts in trying to alleviate the shock of this change. However, in today’s fiercely competitive market for global talent, those very high potential generation Y future global leaders are increasingly looking to overseas assignments for not just career success, but for a life enhancing experience. Research from our industry shows that a huge shift is taking place in how assignees view where they are sent and currently the top wishlist destinations are still the US, south east Asia, and Europe. Only Dubai scores highly in this regard for the Middle East.

movement of talent is absolutely key to investment. While the US and Europe close their borders, so other regions are given a huge opportunity to attract global talent. Investment is key to growth. Corporate expansion is key to investment. Talent is the new imperative for corporate expansion. Countries and regions who recognise this key driver of growth will be at the forefront of economic success in the coming decades.

9 & 10 Diss Business Centre Diss IP21 4HD United Kingdom T +44 1379 640883 F +44 1379 641940 M +44 7764 575614 dominic@eura-relocation.com www.eura-relocation.com

A second key barrier to successful expatriation is immigration legislation. The fierce debate raging across Europe on this issue is peppered with anti immigration sentiment but global free

LSS Relocation was established in 1986. The Company has grown through innovation and excellent customer service provision and now includes many major international companies amongst its clients. As a company, we are very much engaged with and involved in the world of national and international relocation. Through our long history within the relocation arena, deep rooted partnerships have been established across the globe allowing our people to deliver the right service, whether requiring seamless coordination across multiple jurisdictions or delivery in a single location. LSS Relocation is proud to support the relocation needs of expats and their families throughout the Middle East region and North Africa. Our on the ground consultants are highly qualified, multi-lingual and with an in depth understanding of both the local region as well as the needs of the expatriates and their families. We understand the need to combine a professional service with the personal touch.

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ARAB-BRITISH CHAMBER OF COMMERCE 27

ADVERTORIAL

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We are also the first company of its kind to be endorsed by the Government of Dubai through a strategic alliance with the Foreign Investment Office (FDI) of the Dubai Economic Department.

Our Services: The Links Group undertakes all company formation activities on behalf of its clients to provide a seamless and stress-free process for establishing a commercial presence in the Middle East. This allows new market entrants to concentrate on their business plans while we clear a path with streamlined licencing, visa and related services. The Links Group service also provides protection and peace of mind for our customers and partners in three key business areas: l

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Our unrivalled portfolio of corporate services includes nominee local partnerships, corporate administration and government liaison support. The Links Group difference is that foreign companies work with a highly structured board as their local partner as opposed to an unknown individual. This structure provides foreign businesses with a corporate entity to act as their nominee, local partner, shareholder or sponsor, thereby minimising the risks associated with appointing an unknown individual nominee and satisfying corporate governance requirements. At The Links Group, we understand that one size doesnâ&#x20AC;&#x2122;t fit all. Our world class service and customer centric approach is completely bespoke to your business needs and adapts as your business develops. Assuring you with the legal protection that your business, your employees and their families need, The Links Group supports your entry into the market, your growth, and if necessary, your exit, seamlessly and without penalty or risk.

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

The pitfalls of global mobility The global world of business is changing rapidly and more and more businesses are beginning to expand their operations overseas. Those of you who have already started this journey will be aware that sending employees overseas requires research and planning, due to the many pitfalls which could jeopardise your plans. There are a range of considerations to take into account when operating an international assignment programme. The expatriation process is a complicated one, which is why it lends itself so well to out-sourcing. It is important that you address the issues below when youâ&#x20AC;&#x2122;re preparing to expand your business overseas.

Is your business at risk? Are you compliant? You should always check the requirements of Home and Host country Tax, and Social Security as well as Immigration for any potential risk. The Employee and family may be barred entry if the Immigration papers are not correct. For more serious breaches, there might be fines for the employee and/or the employer, and even imprisonment. If there are a number of assignees and repeat offences in a country, then the company risks being exposed publicly. This could impact its ability to carry on business, and most certainly would damage its reputation.

How are you going to pay them? Every assignment is different, so knowing how to pay each individual assignee is crucial; especially if they break tax residence in the home country. Payment facilities may be impacted by whether or not you have a legal entity or Permanent Establishment in the Host Country. Do you have a policy framework, and a consistent

process to ensure that all employees moving overseas to work are treated equally? Each type of assignment may have different Tax, Social Security and Immigration issues, are you prepared for that?

How much will it cost? It is widely accepted that, next to the grossed up tax costs, some of the largest elements in the cost of running a global mobility programme are property and schooling related costs, policy allowances and the cost of relocation itself. For an assignment to be successful, the assignee needs to feel that the arrangements are fair. They will also expect to enjoy a standard of living at least equal to, if not better than, that in the home country. Cost management is paramount to running a successful Global Mobility programme but you need to be careful to avoid making cuts in the wrong areas. Another question for you is to ascertain how much your time is worth and how much of it do you spend on running your assignment programme? The highest potential cost is assignment failure, with the employee and family making a premature return home.

Who is going and how do you select the person? Companies want the highest possible Return on Investment, therefore choosing the right people, who are dedicated and motivated to succeed, are more likely to adjust to the foreign

culture and environment and thereby succeed in the international assignment is paramount. Issues such as ageing parentsâ&#x20AC;&#x2122; health, schooling, the familyâ&#x20AC;&#x2122;s ability to adapt into a new culture, are matters that must be taken into account.

What is the reason for the move? International assignments take place for several reasons i.e. troubleshooting, lack of local skills and experience, employee development, moving into new markets. Whatever the reason, you will need to know what specialist skills are required in the host location, and then be able to select the most appropriate employee.

How long are they going for? Assignment types are many and varied - Long term (3-5 years); Medium Term (1-3 years); Short term (3-12 months); Commuter; Business Tripper; Permanent Transfer or Permanent Transfer with additional benefits - to name but a few. It is best to have a policy framework for each type to ensure consistency of treatment across your employees.

Whether you need to know how to select and nurture highly productive and fulfilled international assignees, how to minimise tax liability with an effective strategy for international assignments or to remove all the hassle associating with global mobility and to simply outsource your global workforce to a trusted partner - Look no further. We offer an end-to-end solution, but are equally able to provide support and solutions for clients at any point on the Global Mobility assignment cycle.

RISK ANALYSIS AND MITIGATION Time spent on remuneration calculations can be excessive. We will ensure you are compliant in all aspects of tax, social security and immigration. Through appropriate tax planning you will have the most cost effective solutions.

CONSULTANCY AND ADVISORY

COMPENSATION AND REMUNERATION

ASSIGNMENT MANAGEMENT

You can benefit from our full range of Consulting and Advisory services. For example, you can be confident that you have up-todate polices, we will support you with the challenges of your global mobility strategies.

To manage your international assignment costs, you need precise information to calculate fair, consistent expatriate compensation packages.

As each client is unique in their requirements, we modify this process to suit individual needs. This helps ensure a successful assignment which helps you achieve a good return on investment.

ON-GOING MANAGEMENT & SUPPORT

REPATRIATION & REASSIGNMENT

TECHNOLOGY & DATABASE MANAGEMENT

Your need for support doesnâ&#x20AC;&#x2122;t stop after expatriation. We are there to support you and your assignees for the duration of the assignment.

Efficient repatriation helps the assignee and their family reintegrate back in their home country which leads to a positive outcome to the assignment for both you and the assignee.

IPM Global Mobility Limited 43 Tyndall Court, Commerce Road, Lynch Wood, Peterborough, Cambridgeshire PE2 6LR, United Kingdom T: +44 (0)845 458 5643 E: info@ipmglobalmobility.com W: www.ipmglobalmobility.com Offices in Peterborough | Aberdeen | Copenhagen

Our tools are available every step of the way by reducing time, increasing efficiency and enabling total control.

Not just a partner... The most important part of outsourcing your international assignments administration to a third party, is to feel fully at ease that such a company is an extension of your HR function. We understand the importance of this role and become as passionate about your assignees as you are. We are offering just 10, free, no obligation reviews of your International Assignments Policy. If you would like to take advantage of one of these 10 reviews or have other global mobility issues on which you would like a professional opinion, please contact us!

ECONOMIC FOCUS

ADVERTORIAL

Moving to London Moving to a new city and a new country is a challenge. Finding a secure base in the heart of a bustling capital that meets both the needs and requirements of your family is vital. The strong commercial links between the UK and United Arab Emirates mean that the seven hour flight transporting you to a new continent, climate and culture becomes more familiar. London is a city of rich possibility and potential; for a relocation to be successful it’s a question of finding the right solution.

The economic argument Relations between the UK and UAE have never been stronger; as quoted by the Lord Mayor of the City of London Alan Yarrow (2014-15) in preparation for an extended trade visit to the Gulf States. With 4000 UK businesses operating in the UAE, it is the UK’s twelfth largest trading partner. Firms like Barclays Capital, HSBC, Clifford Chance, Norton Rose, Serco and Thomson Reuters have substantial operations in both countries. This is built on a strong foundation of political ties with a legal structure to support investors and businesses who want to trade from one country to another.

Why London? London is a vibrant and multicultural city. As a world city, security is a significant factor in planning an extended stay, especially with a young family. From French to Spanish, Middle Eastern and Chinese, pockets of the capital attract different nationalities where communities are strong. Food, drink, restaurants, shops; it offers those relocating a taste from home helping them to find a bridge between their new city and their old one on the other side of the globe.

The best places to stay As a sprawling metropolis there are some areas of London better suited to GCC families relocating. Covent

Garden, Soho, Marylebone and Holborn have existing strong Middle Eastern communities. Marylebone, for instance, is home to a good mix from the Gulf nations. It is central for those looking to commute to London’s financial district, but removed enough for a high standard of luxury living and away from the hustle of the capital’s core. A rich culture of arts, heritage and architecture offers plenty to explore. London’s diverse population ensures the cultural offering is equally varied with everything from film festivals to art exhibitions reflecting its communities. Retail enthusiasts can turn to the highend luxury on offer along Regent Street and Bond Street. Well known attractions like Madam Tussauds, Harrods and Marble Arch are also conveniently close by.

International education For those relocating with families, London’s international connections have led to the establishment of international schools including The International Community School, L’Ecole Internationale Franco-Anglaise and Southbank International School. Several private schools welcome international students. These provide continuity and an excellent, high standard of education. Well used to both diplomatic and high

nett worth families and individuals looking for places for their children, these schools are adept at handling issues of security and discretion.

Serviced apartments offer privacy Finding the perfect home is vital. For an extended stay a hotel is often simply not practical, in the sense of space, security and privacy. A serviced apartment has no public lobby: Instead there is a coded entry and privacy on offer with space to dine and relax away from hotel staff or guests. Serviced apartments provide total flexibility and are on average three times larger than a hotel room. With a generation of experience, Clarendon has watched the growth of serviced apartments across London. Fully furnished apartments from studios to one, two and three bedrooms enable “relocators” to find a living space to suit their needs. Moving to a new city and country is a necessary challenge, but a secure base in the heart of a bustling capital with the right amenities and attractions will make the move as smooth and welcoming as possible. For further information on Marylebone and many other London locations visit www.clarendonuk.com

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Making the best of your stay in London Visiting London on business or for pleasure for an extended stay can be a challenge, especially if you do not know where to start looking for a property. That is where the skilled team at Merino Hospitality can help.

Merino Hospitality helps everyone from people attending business conferences to those seeking to relocate to the city by offering a range of high quality houses and apartments ideal for longer stays. The company was created by Louise Carr and her husband Caio Merino, who started the business after working for a variety of luxury brands such as the famous Savoy and Marriott Grosvenor Square hotels in London, Burberry PLC, Casa Fasano in Sao Paulo and Hotel La Residencia in Mallorca. The couple, who met during their studies at Les Roches Hotel Management School in Switzerland, started the business to address what they saw as a gap in the market. Caio said: “We specialise in fine private accommodation to discerning guests from all over the world and our clients come from all walks of life but all with very high expectations. “Providing a high quality and friendly customer service is our number one priority and we set out to take all the worry away from for our clients. “Some may be attending a business conference and our properties, all of which are in central London, offer them a different experience. They provide our clients with the chance to relax and to

enjoy more privacy than a hotel but also a base for work if they wish. “All our properties are HDMI-connected so clients can re-run and prepare conference presentations on large television screens at our properties and some of our guests also choose to entertain their best clients at our homes. “We know that travelling for business can be daunting and staying at a house or apartment instead of a hotel room can drastically improve the work-life balance during a business trip. That is why the service we offer also appeals to business people who wish to turn their business trip into a holiday and bring their family along. “We get a lot of visitors from the United States and Canada, as well as Australia and, increasingly the Middle East, and they think that since they are in London they will have a break. A house or apartment gives them the flexibility that a hotel does not. “We operate a very limited number of cherry-picked properties so we can focus on each and every one of our guests and making sure that their aspirations about their time in the city are met. “Our priorities are comfort, convenience, great central peaceful locations, quality furnishings, functional interior design,

excellent amenities and a friendly, proactive, responsive and discreet service that guarantees that a trip to London will be as relaxing as possible. “Our service also works for people relocating to London. Maybe their house is not ready, or they have moved job but have not found somewhere and need a comfortable place to stay for a few weeks or months. Living in Central London for this period allows our clients to get to know the city before deciding on where exactly they want to settle permanently. “We can draw on a team of specialists to help them when they are here, everything from accountants and property experts to education advisors who can help them find the right school for their children. “We can also help them find somewhere to buy because we often hear of properties that become available before they become public. It also makes getting in touch with us an attractive proposition for those looking to invest into the London property market who are interested in higher returns than straight ASTs.” If you wish to find out more, please contact: Mr Caio Merino at +44 (0) 203 397 7767 or info@merinohospitality.com or visit www.merinohospitality.com

Welcome to your new address in Central London

merinohospitality.com info@merinohospitality.com +44 (0) 203 397 7767

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

ISL Group Managing Director presents at the Abu Dhabi Private Education Investment Forum The International School of London (ISL) Group Managing Director Amin Makarem (left) was a featured speaker at the recent Abu Dhabi Private Education Investment Forum, presenting on market issues for investing in private education. Mr Makarem has extensive experience in school startups and management. He has served as Headmaster for ISL London and, subsequently, was instrumental in opening ISL campuses in Qatar, as part of the Outstanding Schools Initiative, and in developing ISL Surrey in the UK. Mr Makarem is a Trustee of the Alliance for International Education and a founding member of its UK Chapter. He helped to organise and host the biannual AIE World Conference at ISL Qatar in October 2012. He serves on the Governance Committee of the European Council of International Schools (ECIS) and presents regularly at

prestigious academic conferences. He is the Chief Executive Officer of Miedan, an international education consulting company (www.miedan.com).

Schools develop the attitudes, skills and understanding needed for further education and to become active and responsible contributors to local and global communities.

Introduction to the International School of London (ISL) Group

The ISL Group comprises three schools, enrolling over 1800 students from 88 countries, and teaching 25 languages.

The International School of London (ISL) Group comprises three International Baccalaureate (IB) schools situated in London and Surrey in the UK and in Doha, Qatar, each having primary and secondary programmes for internationally mobile students. Although the language of the school is English, the schools are known for integrating home languages and English as an Additional Language (EAL) into the internationally recognised curricula. The schools are culturally diverse communities which foster a passion and enthusiasm for learning, and where studentsâ&#x20AC;&#x2122; cultural and linguistic identities are valued and nurtured. ISL

ISL London 139 Gunnersbury Ave London W3 8LG, UK +44 (0)208 992 5823 www.isllondon.org ISL Surrey Old Woking Road Woking, Surrey GU22 8HY, UK +44 (0)1483 750 409 www.islsurrey.org ISL Qatar PO Box 18511 North Duhail, Doha, State of Qatar +974 4433 8600 www.islqatar.org

A LUXURIOUS HOME FROM HOME IN THE HEART OF MAYFAIR

Grosvenor House Apartments by Jumeirah Living offers a luxurious home from home in the heart of London. Combining the refined services of a luxury hotel with the privacy, comfort and generous living space of a contemporary Mayfair residence, Grosvenor House Apartments offers a unique experience at Londonâ&#x20AC;&#x2122;s most exclusive address. For more information please email stayGHA@jumeirah.com, visit jumeirah.com/gha or call +44 (0)20 7518 4444.

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Why investors are turning their back on London and looking to Manchester for buy-to-let opportunities Demand for UK housing is skyrocketing. Both the home ownership and private rental sectors are experiencing a huge influx from potential occupiers, all of whom are chasing a very limited amount of available stock throughout the country. With a larger call for rental accommodation than ever before, the UK increasingly cannot cope with this rising demand, especially in already overheated markets like London. Once the most in-demand rental market in the country, the capital has now seen a distinct decline in recent years, thanks in large part to the fact that on average, a home in London is nearly 2.5 times the price of a home anywhere else in the country. London once used to be the prime place to live, but now more people are moving to more affordable (and sustainable) regional locations like Liverpool and Manchester.

living, enticing residents from expensive Southern cities to more cost-effective regional cities in the North.

Regional cities offer the best of both worlds—a thriving and dynamic city environment, but without the astronomical costs attached to living in the capital. Furthermore, many of the UK’s regional cities offer its tenants a high standard of living, a plethora of job opportunities and a lower cost of

Manchester in particular is a huge catalyst for tenants; the UK’s ‘unofficial second city’ offers its residents a thriving city life and innumerable amenities that can easily compete with its London counterpart. The bespoke MediaCityUK site in Salford Quays is a particular jewel in Manchester’s crown; with the BBC’s new home affectionately nicknamed ‘The Canary Wharf of the North’.

7.98%

The Salford Quays area of Manchester alone has recorded a 12.34% growth in just 2 years, proving that demand is high from hundreds of people desperate to live, work and play in such a dynamic and ever-growing city.

Average gross yields in Manchester

Therefore, it is no surprise that investor demand has increased in direct correlation with rising tenant demand

in the UK’s regional cities. An increased tenant population means that demand is rife for bespoke rental accommodation, which has led to an increasing number of investors purchasing property purely for the private rental market. This buy-to-let boom, more apparent in the sought-after regional cities of the country, has gone from strength to strength of late, with Manchester being named one of the UK’s buy-tolet hotspots for the past two years. Furthermore, investors in regional cities are increasingly enamoured with the high demand, low void periods and excellent rental yields that prime regional property investments offer. Manchester in particular is strong on this front, boasting average gross yields of 7.98% and house prices of £211,748 as of April 2015, ensuring Manchester is the perfect location for investors and tenants alike.

MEDIA CITY

Apartments from £94,950 | 6% Assured NET Rental Returns | Studios, 1, 2 and 3 Bed Apartments

Apartments from £94,995 | 6% Assured NET Rental Returns | Exclusive Waterfront Apartments

MARKET LEADERS IN UK BUY-TO-LET Specialists in delivering high-yielding buy-to-let developments to the UK market, Knight Knox has launched 50+ residential and student accommodation projects to date, totalling more than £427million. Contact us today for a consultation regarding your portfolio.

ECONOMIC FOCUS

ADVERTORIAL

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Your trusted business partner in Kingdom of Saudi Arabia Bright Investment Company Ltd. (BIC) consists of professionals experienced in providing Integrated Support Services (ISS) to Multinationals, potential Foreign Investors and Local Business who wish to concentrate on their core activities in the Kingdom of Saudi Arabia. BIC facilities smooth operations for clients by taking over support services activities including (but not limited to) Post Registration Formalities, Government Relations, HR Support, Accounting Services, Logistics Support, Translation Services etc. Vision

Why Choose BIC?

To become a self-sufficient Integrated Support Services provider in the Kingdom of Saudi Arabia, so as to be able to assist our valued clients right from advising them regarding their decision to invest, through the legal formation and registration process, all the way to ensuring smooth and profitable operations.

We at BIC understand the sensitivities and criticalities present in our valued clients’ operations. At the same time we are in tune with local Saudi Regulations and Legalities. This, coupled with our combined experience in the services industry, allows us to service our clients with utmost responsibility and accuracy.

Mission We aim to providing the highest level of integrated Support Services, with no limitations to activities and task, while confirming to the local regulatory framework.

Objectives

Our valued clients enjoy benefits by working with BIC because: We offer bespoke solutions to our valued clients’ requirements We offer legal expertise through Partner Law Firms and Legal Advisors We offer financial expertise through licensed Audit firms and Financial Advisors

Engaging a team of professionals well versed in support services and projects coordination

We have contact with local supplies for sourcing services that BIC may not directly cater to

Staying up to date with local regulatory issues and changes introduced in the same

You’re Advantage with BIC

Maintaining strategic alliances with local services providers and advisors for facilitating our valued clients in every way possible

Optimizing Resource Allocation

Reducing Overhead Costs

Our valued clients benefits by working with us in the fallowing ways:

Concentrating on Strategizing Core Activities

Maintaining a single point of contact (BIC) for all Integrated Support Services

Our Services Human Resource and Personnel Support Services l

Basic Human Resource Requirements

Saudi Labour Law Consultations

Recruitment & Selection

Payroll Services

Management of Personnel files

Performance based Appraisals

Business Support Structures

Insurance Services (Medical, Life, Auto etc.)

Advice on Job Descriptions and Employment Contracts

Maintenance and Housekeeping of Employee Accommodations

ARAB-BRITISH CHAMBER OF COMMERCE 41

Public Relation Services & Government Departments

Short terms and Long terms with/ without Driver

Ministry of Foreign Affairs

Ministry of Interior (Passport Office)

Short & Airport Assistance (VVIP/VIP/ Ordinary)

Chamber of Commerce

Ticketing & Reservations

Labour Office

General Organization for Social Insurance (GOSI)

Saudi Arabia General Investment Authority (SAGIA) licensing

Department of ZAKAT and Income Tax

Department of Traffic and Municipalities

Post Registration (Company Formation) Formalities

Transportation Services l

Vehicle Hire

Business Office Setup Services l

Exporting & Importing Services

Translation Services l

Translations of official documents

Publications, manuals, proposals, etc.

Translation of technical Documents

Accounting & Book Keeping Service

Real Estate Services (Land & Building) Rentals/Leasing

Setup a system for the Book keeping

Conference Room Rentals/Leasing

IFRS and State Audit Representation

Communications and IT Networking Support

Payroll reporting

Construction & Interior Design and Decorations of Office

Monthly/Quarterly/Annual Book Keeping

Business Furniture Systems Rentals/ Leasing/Buying

Financial Statements

Hot Desk Rentals/Leasing

Office Equipment Rentals/Leasing/ Buying

Contact Bright Investment Company (BIC). P. O. Box 230514, Riyadh 11321 Saudi Arabia Tel: +966 (1) 464-6006 Fax: +966 (1) 464-4077 info@bic.net.sa www.bic.net.sa

Whatever your viewpoint...

itâ&#x20AC;&#x2122;s a land of opportunity! The Saudi British Economic Offset Programme brings together overseas companies with local Saudi partners to develop new profitable business opportunities. British Offset offers a unique package of advice, support and project financing to companies interested in starting new joint ventures in Saudi Arabia Wherever you might be from, if you have an idea, we want to hear about it.

In the United Kingdom

In Saudi Arabia

British Offset Office 4th Floor, Cromwell House Dean Stanley Street London SW1P 3JH Tel: +44 (0)30 6770 2349 britishoffset@dgsap.mod.uk

British Offset Office P.O. Box 1003 Riyadh 11431 Tel: 00966 (0) 11 445 9400 ext 3436 Fax: 00966 (0) 11 445 9406

www.britishoffset.com

simon@reslon.co.uk

020 3176 0594

0773 048 4690

www.reslon.co.uk

Independent property consultants specialising in Prime Central London real estate Residential London are a team of qualified property consultants specialising in prime Central London locations. We let and sell property in Westminster, Belgravia, Mayfair Pimlico, Vauxhall, Nine Elms and Battersea (VNEB). We have over a decade of experience in the property industry and using our extensive network and innovative marketing technologies, we are able to bring sellers and landlords together with buyers and tenants respectively.

We are an independent company that is Director led and are fully accredited to the NAEA (The National Association of Estate Agents), ARLA (Association of Residential Letting Agents) and the Property Ombudsman to ensure our professionalism.

When we set up the company our focus was on raising customer service levels within the industry and dealing with clients on an individual basis. We continue with these ethics today to ensure a pleasurable experience for landlord, tenant buyer or seller.

Why people use us Bespoke Sales Service

Our sales service has been designed to make the buyer process or the sale of your property as smooth as possible. We donâ&#x20AC;&#x2122;t expect you to come to our office, we will visit you!!! In your office or your hotel.

A complete lettings service

From your purchase through to furnishings, finding a good tenant and ongoing property management, we will take care of everything and help you maximise the investment potential of your property.

Tom at Residential London from a vendor perspective was excellent, his market knowledge was first class and ensured that everything went through smoothly considering the value of the property we were dealing with. I would thoroughly recommend using Residential London. Christopher Oâ&#x20AC;&#x2122;Connor

Across London

Our central London office enables us to cover all prime London locations.

International network

We have a network of agents with offices in the Middle East. Turkey, China, Singapore and Russia and the CIS states.

Residential London deals with real estate

Within luxury London homes, encompassing apartments, penthouses, houses, new build developments new build homes and period homes

Being new to the country and not used to the rental process in the London it was a relief that I registered with Residential London. Simon show me many properties and guided me through the whole process. Excellent customer service, he is very gentle and passionate.. after having met many aggressive agents I finally met him and I immediately felt safe.. Thank you Simon! Guglielmo Morini

ECONOMIC FOCUS CHAMBER NEWS

Looking after you, your family and your business in London London in the summer is the place to be, and to be seen. As a city London attracts families from all over the world. The shopping and entertainment as well as the weather pull in visitors throughout the summer months. International guests flock to London as a reprieve from the high temperatures of the Middle East, and to soak up the city atmosphere whilst shopping and dining in the fashionable areas of Knightsbridge and South Kensington.

On arrival they expect nothing less than a first class service. From the accommodation they choose to their restaurant bookings, cars and private staff, everything is managed for the entire duration of their stay. The Organisers is a concierge and lifestyle management company that has been looking after the high expectations of Middle Eastern visitors for over 17 years. The Organisers’ founder, Katie Shapley, has grown the company from scratch to the point where the team can deftly handle anything from organising a private ‘at home’ dinner party with a Michelin star chef to managing a total refit and refurbishment of a ten-storey office block. The Organisers have unrivalled connections and expertise to ensure that the high expectations of all their clients are met. As recently reported in the Arab News, “The ‘can do’ attitude of the team has made the company an indispensable feature of the lives of many high-net-worth individuals

from Saudi Arabia, the wider Gulf region and internationally.” As Katie Shapley remarks, “Some of our very first clients are from the Middle East, and they are still our clients to this day. We love looking after their wide ranging needs from sourcing and staffing their properties to planning and preparing their event itinerary, ensuring that we give them an absolutely brilliant summer in London.” Many of The Organisers’ clients have the kind of lifestyles where time is at a premium – so when they travel, they want the hassle taken out of the process. The first port of call is of course location. Generally the prime spot for clients is Knightsbridge, ideal for shopping and entertainment and it offers all the classy charisma of one of the capital’s most fashionable neighbourhoods. “I couldn’t manage our homes without The Organisers. They are knowledgeable,

proactive and an absolute pleasure to deal with. They make it possible for us to move between our houses seamlessly, and are always on hand to provide extra support whenever we need it, day or night,” one Dubai Private Client says. If the client does not already own a residence in London, sourcing a top rate property for families to reside in over the summer is never a problem for The Organisers Property & Relocation team. Clients will generally seek five bedroom residences with a 24-hour porter service that includes parking. Frequently families travel with staff. The nanny is usually housed with the family; however it is common practice for the rest of the household staff to reside in a neighbouring apartment. To provide the best start to the summer, The Organisers ensure that their clients are chauffeured from the airport to their residence, and walk into a house that is fully staffed and beautifully prepared, even with dinner on the table.

ARAB-BRITISH CHAMBER OF COMMERCE 45

Quite often clients will invest in a property in the city and visit London only for the summer months. For the rest of the year, home-owners are left assured by The Organisers Home-Watch Service. Property visits are undertaken on a regular basis to ensure there is nothing to jeopardise its integrity. As Katie Shapley remarks, “The visit not only ensures the security of the property, but also discourages squatters and burglars by giving the impression of occupancy. When clients do decide to visit, the house is made ready for the family’s arrival with everything from staff to food.” Specially trained guides are always at the ready over the summer months should they be required. Families can see the very best London has to offer in the areas of shopping, culture, entertainment, and dining. Ladies especially enjoy access to private fashion shows and viewings and personal shopping, whether in the privacy of their own homes or at exclusive boutiques. Outings to the most elite stores such as Harrods and Harvey Nichols are arranged and tickets to highly desired fashion shows are purchased. London is an exciting multi-national city that allows visitors to soak up the very best of British tradition while also discovering plenty of their own cultural

The ‘can do’ attitude of the team has made the company an indispensable feature of the lives of many high-net-worth individuals from Saudi Arabia, the wider Gulf region and internationally.

Katie Shapley

elements. It is a city known for giving visitors a comfortable feel of a home away from home. For many of The Organisers Middle Eastern clients, England is also chosen as the destination for education. England offers some of the best schools in the world and The Organisers Schools & Education team provides an all-encompassing service. The team guide clients and their clients’ children through the complex selection and application process involved in being offered a place at a top independent school, university or college. The bespoke service is tailored to individual needs and the team are as efficient at reporting on schools’ strengths and weaknesses as they are on recruiting a top-notch tutor and even arranging for Guardian’s as well as activities during the children’s school holidays. Regularly clients will relocate for the entire duration of their child’s education. The Property & Relocation team is on hand to deal with the logistics of the move and reduce the stress on the family. They handle the process from start to finish, looking after even the tiniest detail. While some companies will help you pack and leave you with a pile of boxes at the other end, The

Organisers management expertise extends far beyond that. The team have perfected a truly personal service. When clients walk into their new homes, they find the beds made, the curtains hung and the fridges fully stocked. The Organisers provide a truly bespoke concierge service that goes far beyond those offered by more traditional concierge and lifestyle management companies. They work as your private office, giving expertly tailored and confidential PA support on everything from business travel to property management. The company’s reputation for going that extra mile, combined with their years of experience and carefully chosen contacts means clients can relax, knowing even the tiniest details are being taken care of. Contact: If London is your destination of choice this summer, contact The Organisers for a smooth and easy process. Simply email team@ theorganisers.com or call a member of their dedicated team on +44 (0)207 078 7554. The Organisers is a member of the ABCC

ECONOMIC FOCUS CHAMBER NEWS

Aid for exporters in Middle East sales drive “Export, export, export,” is the mantra sweeping all countries involved in international trade – and especially in the UK where the government is urging firms to seek foreign horizons as an avenue for growth. The continued growth of the GCC market is what is attracting business owners and directors who are looking to the Middle East as a place of international expansion. However many companies who have jumped at this great opportunity, have struggled due to their lack of knowledge of the mandatory legislation and compliance necessary to enter into other countries.

The export market has helped many UK businesses not only to survive but also to expand and grow during the economic downturn. This is because the retail potential in countries outside of the UK has proven to be tremendous even when the UK economy has not been so strong. It is therefore a great time for companies to begin expanding their brand internationally, especially to the Arab world and North Africa. Initiatives have been unfolding across the UK with Chambers of Commerce heavily involved, and in the recent UK Budget the government announced increased funding for UKTI to increase the number of SMEs selling their products and services abroad.

By ensuring products comply with national export and import standards; Intertek is helping companies to gain smooth customs clearance in the fastgrowing Middle East. Research shows that exporting companies consistently achieve higher profits and growth than domestically oriented companies. With its strong demand and continued rapid growth, the Middle East is a particularly attractive market for exporters. Between 2007 and 2011, for example, annual EU exports of goods to Gulf Cooperation Council countries increased from €60.9 billion to €72.3 billion. The EU to GCC total trade in goods amounted to €145 billion in 2012, a significant increase from the previous year.

With the better enforcement of legislation in Saudi Arabia, for example, UK businesses have been penalised, even to the point of destruction of goods, due to not providing the Certificate of Conformity for entry into the market. The frustration and losses that come with not obtaining the necessary Certificate of Conformity as part of their Conformity Assessment Programme, leads UK businesses to close the door on a multi-billion dollar market place. The obtaining of a Certificate of Conformity is a governmental requirement and goods shipped to countries that operate this type of programme will not clear customs without one. The companies, who are caught, are highlighted and unnecessary attention is brought upon them, making the exporting journey difficult. Many local partners also now require it in making the decision whether to do trade with UK businesses. However the process is simple and should not deter anyone from exporting as it can be obtained usually within 10 working days by an authorised Inspection agency like Intertek.

It is paramount that any business looking at expansion internationally, should first research the regulations that govern that country, understand the process and financial cost they would need to go through and incur to enter the market. This in turn enables an accurate logistic plan and eliminates any threat they may have faced at port of entry.

Regulations in Some Key Markets Egypt Egyptâ&#x20AC;&#x2122;s Ministry of Industry and Foreign Trade has new import regulations for textiles, garments, carpets, footwear and bags. Regulatory compliance involves obtaining a Certificate of Conformity for each shipment containing these regulated products. Only an ISO 17020 accredited inspection body, approved and registered by Egyptâ&#x20AC;&#x2122;s General Organization for Import and Export Control (GOIEC), can issue a Certificate of Conformity. GOIEC has approved Intertek to issue Certificates of Conformity and conduct any required testing.

ARAB-BRITISH CHAMBER OF COMMERCE 47

Kuwait

Saudi Arabia

In Kuwait, The Public Authority for Industry of the State of Kuwait has guidelines to verify the conformity of regulated products. These form the Kuwait Conformity Assessment Scheme, which Intertek has supported since its inception.

In Saudi Arabia, Intertek supports the Ministry of Commerce and Industry by being a service provider for its conformity assessment programme.

In this scheme, regulated products should be registered and have a Technical Evaluation Report (TER) issued, and individual shipments must be accompanied by a shipment certificate named Technical Inspection Report (TIR). The TIR confirms that products comply with relevant Kuwaiti technical regulations and approved international, regional or national standards.

Every consignment of imported goods must be accompanied by a Certificate of Conformity from an authorised inspection agency such as Intertek. These are needed to confirm products comply with relevant Saudi technical regulations and national, regional or international standards. This is mandatory for all exports to Saudi Arabia, including products as diverse as motor vehicles and mouthwash, but does not apply to medical equipment and products, food and military products.

The Kuwaiti authorities may take random samples from imported consignments.

There are labelling regulations on country of origin, energy efficiency and languages in instructions.

Regulated products include electrical toys and products, vehicles and vehicle spare parts, chemicals, melamine dinnerware and building materials.

Electrical regulations cover areas such as acceptable voltages (127V products are now banned), plugs and sockets.

Qatar

Further Information

In Qatar, vehicle spare parts, tyres and some electrical products require a Certificate of Conformity to gain customs clearance. Intertek has been accredited to issue these certificates.

For the latest in regulatory changes, visit www.intertek.com/government/ regulatoryupdates Intertek is a member of the ABCC

ECONOMIC FOCUS CHAMBER NEWS

Princess Sheikha Al-Thani (left) with Egyptian football star, Ahmed Hassan (second left), Honorary President Of The 2015 SATUC Cup, and other officials at the launch event held at the Chamber

Chamber hosts London launch for SATUC Cup By Elliot Lee, AAD The Arab-British Chamber of Commerce was the venue for a very special press conference on Thursday March 25th when Princess Sheikha Al-Thani launched the 2015 SATUC Cup in front of many global media crews including BeIn Sports, El Araby, NTN24 and BBC. As a lifelong fan of West London’s Queens Park Rangers, a member of the ABCC, and CEO of AAD, it was an honour to receive an invitation to the launch of this innovative and exciting international event.

Honduras, Algeria, Jordan, Morocco and a team of refugees from Syria who have, tragically, been orphaned during the civil war. Other national teams will be confirmed in the coming weeks.

She has been involved in projects that assist underprivileged children for her whole life and from a very young age spent her annual vacations visiting some of the most deprived regions of Egypt.

The squads will be selected from young people who have often experienced incredibly difficult lives. Some of the players will have grown up in in broken homes whilst others have already endured great poverty during their childhoods.

The SATUC Cup is a new biennial international football competition for disadvantaged young people. Teams of 14 and 15 year old boys from different nations will compete in an inspirational new six-a-side football tournament in Cairo at the end of August.

What makes this project especially unusual is that the founder and driving force behind the SATUC Cup is only 15 years old. Princess Sheikha Al-Thani was born in New York in 1999 and is a member of the ruling family of Qatar, although her Egyptian mother brought her up in England, Egypt and the USA, and she has lived mainly in London since 2011.

In 2013 Princess Sheikha and her family founded SATUC (Sheikha Al Thani for Underprivileged Children) as a charity registered in Egypt and working out of Cairo and London, and they have already supported several grassroots projects in Sudan, Egypt, Philippines and Scotland as well as local communities within London. In 2014 they staged an inaugural football event for local teams in Egypt and it was such a success that they decided to expand it this year.

There will be representatives from England, Egypt, Colombia, Philippines,

Princess Sheikha, who has played football all her life and took part in Chelsea’s 2011 Foundation Programme, said “I had the idea for the SATUC Cup because I believe that football has a

ARAB-BRITISH CHAMBER OF COMMERCE 49

unique capacity to unite people and cultures and I’m delighted that the project is going to give a special and potentially life-changing experience for so many young people. Our purpose is to help children who have had a difficult start in life and our belief is that they should not be defined by where they come from but what they are capable of and how big their dreams can be. We are so grateful for the wonderful support that we have had from so many people across the world who are helping to make the SATUC Cup such an extraordinary event.” The Honorary President of the 2015 SATUC Cup, the most capped footballer in international history and Egyptian sporting legend, Ahmed Hassan, joined Princess Sheikha at the launch Hassan, who had flown in from Egypt with his former teammate Nader El Sayed specifically to attend the event said, “I am very proud to be a part of this extraordinary new project and know that it has enormous support in Egypt and around the world. The 2015 SATUC Cup will give these young men an amazing opportunity to showcase their skills, meet others players from different cultures and have a chance to follow in the footsteps of their heroes. What Princess Sheikha and SATUC are trying to achieve is truly inspirational and I hope that many other footballers, clubs and managers will support the SATUC Cup as it grows in future years.” Hassan, the current Team Director of the Egyptian national side, is overseeing the selection process for the home side and is in charge of whittling the final 120 boys down to a group of eight players that he’ll manage at the tournament. Another major international name who will be travelling to Cairo in August is Jorge Pinto. The manager of Honduras took Costa Rica to the quarterfinals of the 2014 World Cup and he will also coach the Honduran team at the SATUC Cup. The CEO of Quicken Media and former Head of Sport at Channel 4, Andrew Thompson chaired the Press Conference. Other panellists who spoke included Chris Rule from the London football project ‘2 Touch Rulz’ who are organising the trials for the team from

Ahmed Hassan (right) with the SATUC Cup

England, and Andres Munoz from the ‘KISO Lab Foundation’ in Colombia, the organisation that will select their national side. Thompson was very impressed with the SATUC Cup launch. “During my time with the BBC and Ch4 I was a part of many sporting charity projects, including the creation of Sport Relief in 2002, but what makes this so different is that it is being created and driven by Princess Sheikha who, at just 15 years of age, is a contemporary of the disadvantaged young people SATUC are trying to reach.” Also in attendance were His Excellency Nasser Kamel, Ambassador of the Arab Republic of Egypt and His Excellency Ivan Romero-Martinez, Ambassador of Honduras. The SATUC Cup already has an impressive list of ambassadors and supporters including the President of Honduras, Juan Orlando Hernández, The First Lady of Colombia, María Clemencia Rodriguez, former Chelsea, Tottenham and LA Galaxy goalkeeper Carlo Cudicini, Royal Ballet soloist and patron of the Colombian side Fernando Montaño, Wigan and Oman goalkeeper Ali AlHabsi and Ahmed Elmohamady. Twice a winner of the Africa Cup of Nations and currently playing in the Premier League with Hull City the 27 year old has been capped 69 times by Egypt. Many of those taking part have spent much of their lives just struggling to survive and have not travelled more than

Princess Sheikha Al-Thani

a few miles from where they were born. This tournament, which is supported by the Egyptian Minister of Social Solidarity, Dr Ghada Wali, and sponsored by Youm7 and CBC News, will provide them with a unique opportunity to demonstrate their skills and potential. During their five days in Cairo the teenagers will play competitive football, meet other young people from around the world, be coached by leading international names and experience life in one of the world’s greatest cities. Princess Sheikha hopes that the SATUC Cup of 2015 is just the beginning and that the tournament will grow and flourish and be staged every two years in a different country. “I was fortunate to grow up with all the luxuries any child yearns for. However, as I grew older, I started to realise that these meant nothing to me unless they were shared with others. Those others are the underprivileged children who were deprived of these little things that add a smile on their faces and we hope that our event will give the players a life changing opportunity.”

More information For more information about the SATUC Cup see: www.satucfootballcup.org For Art, Antiques And Design (AAD) see: www.art-antiques-design.net Both SATUC and AAD are members of the Arab British Chamber of Commerce.

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ADVERTORIAL

How does “IBAN Only” fit in an increasingly online payments world

Sarkis Akmakjian, Senior Director, Product Management, Accuity

When the ‘IBAN only’ rule was established with the EU Regulation No 260/2012 of the European Parliament (EP) and the European Payments Council (EPC) back in February 2012, there was an understandable trepidation from the community. The rule states that the payment service provider (PSP) receives the IBAN in a payment from the payment service user (PSU). That is, the PSU need only provide an IBAN and not an IBAN and SWIFT/BIC for a payment. As soon as the EPC instituted the ‘IBAN only’ rule, banks and other PSPs wanted to know how this would impact their current processes. What did they need to do to comply? What additional measures did they need to take? What other systems changes did they need to make? When would the measure have to be adopted? The ‘IBAN only’ adoption was to be part of the overall SEPA adoption and, as such, would follow the same timelines defined for SEPA. The EPC did provide an option for member states to extend the deadline for the ‘IBAN only’ rule from February 2014 to February 2016 and, not surprisingly, this is what is happening. Considering the burden that banks had to take on in terms of adopting SEPA, it was a challenge to assume additional costs in changing systems to accommodate for ‘IBAN only’.

Exactly how radical was this step, for the PSU to provide just an IBAN for payment instructions? Already, PSPs have been enriching payment instructions as needed – adding to or modifying instructions to ensure proper routing. What the regulation did change is that it makes it mandatory for all PSPs to adopt this measure. This means that every PSP from tier 1 financial institutions to small regional cooperatives have to adopt the ‘IBAN only’ rule. For some PSPs, this had little impact as they were already observing the practice to append routing details to payment instructions. For others, this forced them to review their existing payment systems to see how they could comply with the rule.

SEPA indicated an “IBAN only” future SEPA instituted some real game changers in the payments world. The IBAN and ISO 20022 XML standards, for example, promote efficiencies in streamlining payment processing. Using an IBAN as the account number standard allows both PSUs and PSPs to avoid errors that can occur with data input. All of the hidden validation checks in the IBAN, as well as the identification of the bank owning the specific account, help to promote efficiencies in payment processing, ensuring proper capture

of beneficiary details as well as proper payment routing. Likewise, there are substantial benefits tied to the use of ISO 20022 in the industry. This institution of a universal format for messaging radically streamlines payment processing. PSUs such as corporates can leverage the same file format to send messages for payments of various types to their banks. All of their SEPA payments, regardless of the country to which the payments are being routed, can all be sent via ISO 20022. The use of one uniform file format drives down the cost of having to maintain country-specific formats. Technically speaking, the tool also lends itself to scalability. It is easier to accommodate additional required elements in an XML structure than with other traditional messaging format types. A phenomenon took place with both of these standards, the IBAN and ISO 20022, being adopted beyond the SEPA zone. Very quickly, after the EPC devised the IBAN as the account number standard for SEPA payments, we witnessed the adoption of IBAN as the account number standard for payments outside of the SEPA countries like Brazil, Turkey and the United Arab Emirates. Additionally, a trend emerged in leveraging ISO 20022 for more

ARAB-BRITISH CHAMBER OF COMMERCE 51

IBAN Complete Screening Service File is received by Accuity. Data analysts check input file before processing. File is then processed.

Input file is transferred over FTPS.

Input file

Screening Logic

Complete file is then posted on the FTPS site. Customer is notified that file is ready.

payment types, not simply for SEPA payments. Corporate treasurers are increasingly using ISO 20022 for payment instructions being routed into various payment systems. There are real benefits – the PSU no longer has to maintain multiple formats for payment messaging and processes are more streamlined and efficient as a result of adopting one payment format. Certainly, this is an example of the industry catching up with the innovations that technology makes possible.

“IBAN Only” changes payments processing for the better The ‘IBAN only’ rule itself has benefits for both the PSU as well as the PSP. For the PSU, it means that there is less information to gather. Very simply, the PSU is responsible to provide the IBAN. That IBAN itself, which is a variation of a bank identifier and account number, indicates the institution owning the account. There is no reason for the PSU to provide the routing instruction, the SWIFT/ BIC in this case. That information is already implied in the IBAN. Certainly, the EPC had this idea in mind when they devised the IBAN standard. While very simple in concept, we cannot lose sight of how valuable it is to capture within

Completed File

Expert Knowledge and Oversight

After processing, data analysts review results.

one alphanumeric string that is relatively short (less than 40 characters), the bank and the account. The ‘IBAN only’ rule fits very well into a world where the use of online payment systems is becoming more prevalent. Online payment system product offerings are proving to be a differentiator in the market for financial institutions. PSUs are demanding an easier way to initiate payment instructions. A user having to submit only an IBAN instead of having to provide both a bank code and account number separately can reduce their payment setup experience by one click. The reduction of data input certainly reduces confusion for the PSU. There is no need to determine what a SWIFT/BIC is or which SWIFT/BIC goes with which IBAN. Considering that many banks own multiple SWIFT/BIC assignments, determining which SWIFT/ BIC to use for IBAN payments is not easy and, arguably, should not be left to the PSU. Furthermore, reducing the number of clicks is a key measure in improving user experience (UX). On the minds of every product manager in many financial institutions is how to improve UX. The number of clicks, the average time per session, the SLAs in place, etc. are all important factors in measuring the value of online product offerings.

What about the benefit of the ‘IBAN only’ rule to the PSP? One can say that the burden to ensure proper routing categorically shifts to the PSP. After all, now the bank has only the IBAN as a starting point to determine routing. They are responsible to enrich the payment instruction with a SWIFT/BIC, using the IBAN alone to derive this. While this does put the pressure on the PSP, it does not radically alter existing processes. Banks already have or are designing systems where payment enrichment is a part of payment setup. This also reduces risk in that it leaves correct payment routing determination to the entity that is responsible for routing payments, the PSP, not the PSU. ‘IBAN only’ also alleviates any concerns around accepting or not accepting the routing instructions from the PSU. If the EP has stated that the PSU need only provide the IBAN, then this implies that it is the responsibility of the PSP to route that payment. Concern over overriding routing instructions that PSUs provide goes away. If the PSP can ensure that they have a reliable approach to this type of payment enrichment, they can add value to their payment offerings by increasing efficiencies in payment processing, reducing payment rejections and avoiding misrouted payments. ‘IBAN only’ compels the PSP to develop a solution where they can reliably enrich payments with the proper routing instruction, given only an account number. The need to validate an IBAN in a payment system becomes an even more critical requirement for PSPs. Furthermore, the need to determine proper routing of an IBAN payment becomes equally important. It is clear that there is a cost that the PSP has to assume to comply with the ‘IBAN only’ rule. However, outweighing that cost are the many benefits that it can bring to the PSP and the PSU alike. These benefits are increasing straight through processing and improving UX, leading to better customer retention. PSPs should view online payment systems as ways to expand their footprint. As such, every measure should be taken to improve UX in order to capture more market share.

Visit www.accuity.com/iban for more information.

ECONOMIC FOCUS CHAMBER NEWS

A London law firm with an international mindset Farrer & Co is an independent law firm with a long tradition of advising private families, individuals and charitable institutions which is complemented by our work with businesses and entrepreneurs, from asset managers and sports bodies to banks and international mining companies. We offer our clients a seamless service across a range of jurisdictions and in particular the Middle East. A number of our lawyers dedicate their practices to clients connected with the Middle East region, with whom we work on a broad and diverse range of legal, family and business issues. We have acted for clients from the Middle East region for many years and advise on both their onshore and offshore requirements, frequently meeting them in the region. Many of our clients from the region have complicated business interests with assets held all over the world and they will often make use of trusts, foundations or family offices.

“Their practice is truly international and they have a very good and deep team. A delightful firm to deal with.” Chambers Global

For further information please contact Alison Springett Tel: 020 3375 7369 Email: alison.springett@farrer.co.uk www.farrer.co.uk

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ADVERTORIAL FINANCE

Coping with red tape Achim Klueber, Managing Director, Corporate and Institutional Banking, Europe Arab Bank, discusses one of the most prevalent topics currently surrounding Trade Finance: Regulation. More companies than ever are taking advantage of export opportunities as a means of expanding their businesses and, with technological advances in communication and transportation especially, access to overseas markets is continuing to grow. The trade relationship between the West and MENA remains particularly strong with major infrastructure projects encouraging a surge in Europe - MENA deals. The profit potential for these kind of contracts is significant, but despite the increased appetite, some companies continue to find the necessary regulatory requirements a challenge. In July 2013 the Financial Conduct Authority (FCA) published a Thematic Review on “Banks’ Control of Financial Crime Risks in Trade Finance” which was critical of some banks’ practices in relation to Trade Finance, notably controls over sanctions, money laundering risk and dual-use goods. The FCA used examples of poor practice to update their “Financial Crime Guidance for Firms” leading some banks to review their own practices in the context of the updated guidance and to reassess their risk appetite for doing business in MENA. This review led some banks to decide to limit their activities to countries in which they have an actual presence, or which they perceive to be of lower risk. As a result, some of the larger international banks have reduced the amount of business they are doing in MENA, as their lack of physical presence within the area, coupled with the political instability in some MENA countries, makes it harder for them to carry out the standard of due diligence required by the regulators. This has created opportunities for smaller,

MENA-focussed banks like EAB to offer Trade Finance solutions to companies doing Europe - MENA business as, by having branches and our own people in these countries, we have the resources to perform due diligence checks properly and efficiently. That said, like any reputable Trade Finance provider, regulation is at the forefront of our business; all of our clients must still undergo vigorous due diligence checks before we are able to assist them.

What can companies do to limit the impact of regulations on their business? A strong regulatory environment with properly implemented controls provides increased protection for trading parties, as well as the banks,

but some companies seem to struggle to cope with meeting the regulatory requirements. Some smaller companies may even question whether they actually have the capacity to complete the volume of administration which is a necessity for overseas trade transactions. Having sufficient resources in place to ensure that the company is able to provide what is expected of it from a regulatory perspective is important, not only in terms of staying within the law, but also in mitigating risk for its own business. Those companies that do have the resources must place importance on ensuring they have their own comprehensive internal processes and procedures in place to deal with regulations. Preparation is key. If a customer already knows the information expected from them and has obtained it in advance, this means Trade Finance

ARAB-BRITISH CHAMBER OF COMMERCE 55

providers are able to gain approval from their compliance teams more quickly. A company issuing a Letter of Credit or Guarantee, for example, should at the initial stages ensure that any description of goods or services is provided with as much detail as possible and with explanations included for anything which may be deemed as unusual. Being aware of sanctions and embargoes applied to relevant countries is another way in which companies can prevent delays to obtaining financial solutions. Sanctions and embargoes, which are mainly put in place by the EU and UN, are political trade restrictions applied against certain countries with the aim of restoring peace and security. Companies are legally obliged to comply with these restrictions and therefore should conduct prior research as to whether these restrictions could apply to the trade they intend to carry out. Chambers of Commerce and government websites can often be useful in providing such information. If the contract involves the shipment of goods, then finding a reputable firm of international freight forwarders can be essential in ensuring that the company is not breaking the law. A shipment firm can break a sanction by stopping at the port of a country or countries under restrictions, even if the goods do not actually leave the ship. Companies should also familiarise themselves with whether the goods they intend to trade could have an unintended use i.e., a dual use, and may, therefore, need an export licence. If a company is aware that the goods within a Letter of Credit are something that would require an export licence, they can produce a copy of the licence to the Bank in advance. Similarly if they are requesting a Guarantee issuance they can include a copy of the licence with their issuance request. Providing such documentation at the earliest possible stage allows time for resolving any issues and for any further necessary checks to be carried out. Beneficiary address details for Letters of Credit are always required to be in full and this is something that clients often struggle to obtain due to the difference in regional address systems and, in some cases, the aversion of parties to disclose personal details. Obtaining proof of address should, for this reason, be done

early on when establishing a business relationship. Using simple tools such as Google Maps (for countries where it is available) can help in assessing whether the address stated has sufficient detail. Companies must ensure that they know everything they can about their trading partners. We, the Trade Finance providers, will do our own thorough checks, however, companies can do their own background checks using industry bodies, credit agencies or even the internet. This way, not only will the business have the information that the bank requires readily available and will be able to explain anything which may be deemed as unusual, but it will also offer them peace of mind that their trading partner is a trustworthy business.

The Future for Trade Being compliant as an international trader does not require an extensive amount of expertise, it largely depends on a companyâ&#x20AC;&#x2122;s willingness to be diligent, do some initial preparation and complete all documentation with as much detail as possible. That said, when something is not self-explanatory there are plenty of resources to help. EAB has provided documentation workshops for some of its clients which have been hugely successful. Trade bodies and Chambers of Commerce offer similar export documentation services. Inaccurate, incomplete or expired documents can not only cause delays,

but if undetected, could result in the seller losing protection. Sadly, as criminals are finding more ways to commit financial crime, red tape around obtaining finance in general is only going to increase. International trade, however, is not a particularly risky business if regulations and corresponding procedures are adhered to and good compliant practices are adopted. In order for global economic growth to continue, it is important that companies do not let fear of regulation deter them from taking advantage of overseas opportunities. Thankfully many of our clients and other businesses in Europe and North America have continued to recognise the opportunities within MENA and have consequently benefitted from lucrative deals. The trade relations between these regions remain strong and despite some of the challenges, we predict that governments will continue to encourage these types of business relationships going forward. Contact Achim Klueber Managing Director-CIB Email: achim.klueber@eabplc.com Tel: +44 (0)20 7712 8789

UK property ownership: should you consider commercial property? If considering the purchase of property in the UK, it is important that non-UK tax residents understand all the tax implications, as these have changed significantly over the last few years. Louise Somerset, a tax partner in the international team at Smith & Williamson, the accountancy and investment management group, outlines how commercial property may offer an interesting alternative to residential real estate and explains the tax implications of ownership for non-UK tax residents who are not domiciled in the UK.

Tax on acquisition Stamp Duty Land Tax (SDLT) rates have increased significantly in recent years, with the highest rate applying to valuable residential properties purchased by a company and not let to a third party. A flat rate of 15% applies to properties valued at £500,000 or more.

Residential property bought personally, or through a family trust, has a slightly lower tax rate. Tax is payable in bands up to a maximum rate of 12% on the amount of purchase price exceeding £1.5 million. In contrast, the highest rate of SDLT on commercial property is 4%, charged on properties costing more than £500,000.

Taxes during ownership Annual Tax on Enveloped Dwellings (ATED) is payable if a residential property is owned by a company - unless it is let to a third party on commercial terms. The ATED charge rises according to the property value, ranging from £7,000 a year on properties worth between £1 million £2 million and up to £218,200 a year for properties worth more than £20 million. However, ATED is not payable on commercial property, even if owned by a company. Income tax is due on rent from property let to a third party. The rate of tax ranges from 20% for a corporate owner, to a maximum rate of 45% when owned by a UK resident trust or individual. Tax is payable only on the net income, so the tax liability can be reduced if the property is bought with credit.

Inheritance tax (IHT) is generally payable on the death of individual owners of any UK situated assets and charged at 40% on estates above the first £325,000. This applies even if the individual is not UK tax resident. Only the net value of the property is liable to IHT so most loans on the property reduce their taxable value; similarly, where properties are in multiple ownership individuals are only liable for their portion of ownership. IHT is not charged if the property is owned by a non-UK resident company. However, this may result in a higher rate of SDLT and an ATED charge unless the property is let on a fully commercial basis.

Tax on sale Capital Gains Tax (CGT) can be payable on the sale of all residential property held by non-residents at 18% to 28%, unless the owners can claim ‘main residence relief’. This usually means spending at least 90 nights in the property each tax year. In contrast, CGT is typically not payable when commercial property is sold by a non-resident. Given the complexity of the rules, we regularly advise on the tax implications of purchasing property in the UK. We are very pleased to help.

Louise specialises in providing practical tax advice to high net worth individuals, their families, companies and trusts, particularly those with an international aspect to their lives. She advises both trustees and beneficiaries of personal and corporate trusts, ‘non-domiciles’ and individuals moving to or leaving the UK. Louise Somerset, Partner, Smith & Williamson e: louise.somerset@smith.williamson.co.uk t: +44 (0)1242 506030 www.smith.williamson.co.uk Our offices: London, Belfast, Birmingham, Bristol, Cheltenham, Dublin, Glasgow, Guildford, Jersey, Manchester, Salisbury and Southampton. Disclaimer By necessity, this briefing can only provide a short overview and it is essential to seek professional advice before applying the contents of this article. No responsibility can be taken for any loss arising from action taken or refrained from on the basis of this publication. Details correct at time of writing. The tax treatment depends on the individual circumstances of each client and may be subject to change in future. Consideration should be taken of taxes that may apply in the jurisdiction of residence of the owner. Smith & Williamson LLP Regulated by the Institute of Chartered Accountants in England and Wales for a range of investment business activities. A member of Nexia International. The word partner is used to refer to a member of Smith & Williamson LLP.

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A service as individual as you are

Because everyone’s financial needs are different, we have a dedicated international team with significant experience in helping clients from the Middle East with UK affairs. If you would like to find out more about our services, please contact us: Cheltenham Louise Somerset +44 (0)1242 506030 e: louise.somerset@smith.williamson.co.uk

We work closely with our clients to provide a bespoke service. Uniquely placed in the industry, Smith & Williamson combines tax and accounting services. smith.williamson.co.uk

Smith & Williamson LLP regulated by the Institute of Chartered Accountants In England and Wales for a range of investment business activities. A member of Nexia International.

The new era for electronic trade cycles Bolero International is a leading technology company that securely exchanges documentation in support of international trade. By its nature, shipping and trade finance documentation is extremely complex. Whether the product is oil or steel, buyers and sellers spend a significant amount of resource ensuring that the correct documentation is in the right place at the right time. According to shipping association BIMCO, an average shipment requires 36 original documents which corresponds to 240 copies between 27 entities. The physical paper trail has become extensive and cumbersome, leaving those involved subject to inefficiencies, high risk and in some instances fraud.

The world’s first

Bolero is a cloud-based platform which provides a different way to electronic manage complex international trade documents and instructions. Bill of Lading It achieves this by providing a unique combination of an existing electronic trade ecosystem of banks, logistics providers and corporates; a SAAS technology infrastructure that incorporates a legally binding framework to support document originality, and specific capabilities around the management of electronic Bills of Lading. The core benefits of Bolero’s solutions relate to efficiency, security and visibility. We deliver: These benefits are inherent to Efficiency users of all types of trade counterSecurity party and have proven to manifest themselves into significant business benefits for some of the largest entities Visibility operating in the global trade sphere. In addition to the business opportunities on offer, from an operational perspective the fact that Bolero is designed as a mutually inclusive solution makes it far easier to implement than some organisations might anticipate. The world’s first electronic document Rather than forcing all parties to converge on a single application, the presentation under eUCP rules secure messaging platform works in conjunction with corporate, financial institution and carrier communities’ existing systems, reducing many of the barriers to entry and making it possible for more participants in the trade chain to make the most of the benefits it offers.

Electronic LCs & Guarantees

ePresentation under eUCP

eBLs

BPO

Swift MT798

Boleroâ&#x20AC;&#x2122;s solutions can be summarised to serve two areas of trade: Trade Cycle ePresentation Supports just-in-time supply chain: The presentation of electronic trade documents from one party to another in a supply chain, in support of the transfer of goods and the settlement of trades.

Corporate Multi-Bank Trade Finance The communication and management of the flows between a corporate trade finance function and its panel banks for the purpose of issuing and receiving trade finance instruments.

Proven benefits include:

Improved working capital

Credit line efficiency

Reduced inventory

Improved business relationships

Reduced Days Sales Outstanding Reduced demurrage

Reduced Letters of Indemnity Open Account, Letters of Credit, Documentary Collections

Improved visibility and cash position Improved compliance Reduced risk

Letters of Credit, Guarantees, Documentary Collections

Corporates

Insurers

Banks

Carriers

Bolero at a glance 4 global offices 58 trading countries supported 60 trade banking groups 74% growth of entities on Bolero in 2 years 1.2m completed payment Presentations 19,000 monthly presentations +$80bn of transaction value per annum

One platform

CONTACT US To find out how we can transform your trade documentation and trade finance processes: www.bolero.net info@bolero.net +44 (0)207 759 7000

Business advice in Dubai We act for businesses in Dubai and those wanting to establish a presence in Dubai. Established in 2007, Russell Bedford (Dubai) Limited has offices in both the DIFC and mainland Dubai. Our services include: • Helping you to establish your business and comply with complex requirements. • Providing both internal and external audit services, ensuring that internal controls, risk and governance are being effectively managed and that compliance obligations are being met. • Carrying out audits for DFSA regulated financial services entities.

• Advising Dubai-based residents and businesses on transactional and international tax planning, including Sharia compliant tax solutions. For a free, no obligation chat, please contact Stephen Banks (stephenbanks@rb-dubai.com) or John Donnelly (johndonnelly@rb-dubai.com).

• Providing an outsourced finance function for businesses, from bookkeeping to specialised reports and investigations.

Member of Russell Bedford International

Level 03, Gate Village 10, P.O. Box 506789, Dubai International Financial Centre, Dubai, United Arab Emirates. T: +971 4 401 9670 www.rb-dubai.com

Are you a business wanting a UK presence? You need look no further. Lubbock Fine is a top 40*, independent firm of chartered accountants which has been advising international businesses for many years. If you are looking to establish a UK presence, we can: • Identify the best vehicle for your UK operations. • Take care of all compliance requirements, including initial registration, opening bank accounts, preparing annual accounts and tax. • Assist you with immigration and property matters, by working closely with specialist lawyers. • Help you identify a business to buy in the UK and carry out financial and tax due diligence.

• Support your business throughout its lifecycle from set up to eventual sale. Lubbock Fine is a founder member of Russell Bedford International, a global network of independent professional services firms. Our clients range from new entrepreneurial start-ups and owner managed businesses to subsidiaries of international organisations. For a free, no obligation chat, please contact Stephen Banks (stephenbanks@lubbockfine.co.uk). *as ranked by Accountancy magazine in its UK Accountancy Firms league table 2014

Member of Russell Bedford International

Paternoster House, 65 St Paul’s Churchyard, London EC4M 8AB, United Kingdom. T: +44 (0) 20 7490 7766 www.lubbockfine.co.uk

United Arab Emirates – An oasis of opportunity By Stephen Banks Since exporting its first barrel of oil in 1962, the United Arab Emirates (UAE) has undergone a social and economic transformation. Today, the UAE’s oil reserves and enterprising business culture support a thriving economy based around industry, trade and service. With its relaxed attitude to western expats, the UAE is now one of the Middle East’s most dynamic and enlightened countries. This is an extremely attractive prospect to overseas business investors. The UAE comprises seven emirates: Abu Dhabi, Dubai, Ras Al Khaimah, Umm Al Quwain, Fujairah, Ajman and Sharjah. Think of the UAE as a country and the seven emirates as cities, with Abu Dhabi as the capital. Dubai is the second largest emirate. It is best known due to its investment in infrastructure and technology, positioning itself as both a business hub and tourist destination.

Foreign investment In June 2013, MSCI (an international investment-risk analyst) announced it had reclassified the UAE from a frontier market to an emerging market and made it a constituent part of its emerging markets index. As well as enhanced global economic standing, there are other advantages to companies setting up there. These include: • corporate tax holidays or, in some instances, no corporate taxes • no personal taxes • negligible import duties • low labour costs. Dubai has several free zones. These help attract considerable foreign investment and enable Dubai to position itself as a regional business hub.

Free trade zones Free zones allow companies to conduct business in the UAE but restrictions apply to business conducted from outside the free zones. As well as allowing 100% foreign ownership of companies, other attractions of the free zones include: • income tax holidays of between 15 and 50 years • no restrictions on repatriation of capital and profits • no customs or other duties on imports into or exports from the free zones, provided goods don’t become imports into mainland UAE. All kinds of trading, industrial and service activities are permitted within free zones. Some free zones focus on specific industries or services; examples include the Dubai Technology and Media Free Zone (technology and media), and the Dubai International Financial Centre (financial services). Legal, regulatory and licensing restrictions prevent businesses in the free zones from working outside the free zones.

Offshore companies An offshore holding company can centralise group resources and maximise tax benefits by, for example, funding subsidiaries tax-efficiently. Also, legal fees are often lower, and information concerning the ownership of companies is usually outside the public domain.

There are three main options for setting up a company in the UAE:

Offshore companies cannot do business inside the UAE, although there are some exceptions, such as companies set up to hold physical assets like investment properties in the UAE.

1. Mainland company

Professional advice

Setting up a business

2. Free zone company 3. Offshore company

Mainland companies By law, at least 51% of a mainland company must be owned by UAE nationals. The only exceptions are: • a business registered as a branch or representative office of a foreign entity • a professional company, for example a law firm, where 100% foreign ownership is permitted.

While the UAE offers great opportunities to the foreign investor, there are multiple rules and regulations to negotiate. If you are thinking of doing business in the UAE, it is important that you seek advice from an expert. Russell Bedford (Dubai) Limited has been advising clients on all issues relating to business start-up and operation, accounting and audit, licensing and regulatory matters, since its inception in 2007. Russell Bedford (Dubai) Limited is a company incorporated in the Dubai International Financial Centre (DIFC) and a registered auditor regulated by the Dubai Financial Services Authority (DFSA). Russell Bedford (Dubai) Limited is owned and operated by Lubbock Fine Chartered Accountants, London. www.rb-dubai.com

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Ross Consular Services Limited

Beech Court, 29 Summers Road, Burnham, Bucks SL1 7EP Tel: 01628 666001 Fax: 01628 666511 Email: docs@rossconsular.com

www.rossconsular.com

n UK Passport Renewals n 2nd Passport Applications n Childrens UK Passports n Visas n Russian Invitations

n Export Documentation (Certificates of origin, EUR1s, ATR1s) n Notarial Work n Foreign Office

n Collection/Delivery – Same Day – Overnight/International Couriers

n Embassy Legalisation n Translations

n Airport Meets (Heathrow, Gatwick, Luton & Stansted) Others on request

www.rossconsular.com

Established 1973 Registered Agents with IPS and Foreign & Commonwealth Office in London

An unrivalled service Ross Consular Services have been providing expert advice and service to the Travel, Export and Legal Industry for over 40 years and are one of the longest serving Consular agents in London, with many of our staff providing a combined total of over 150 years experience. We are accredited Agents with the Foreign & Commonwealth Office, UK Passport Office, Embassies and Consulates, a Member of the Thames Valley Chamber of Commerce and an ABTA Partner. Our speciality is in the difficult task of obtaining both business and tourist visas and UK passports, along with processing export and legal documentation quickly and efficiently. We pride ourselves on providing an excellent service throughout and taking the stress away from our clients.

Adding Value Whether you are an individual traveller or corporate client, your application documents are rigorously pre-checked by our experts before our couriers attend the issuing authority on your behalf.

Tracking When you open an account with us you can track your application using VisaTrack™.

Expertise Our reputation for reliability and timeliness has ensured close co-operation from the many different Embassies, Consulates, Government Ministries, Chambers of Commerce and Banks involved. The result is an unrivalled service to the world of exports and travel.

ARAB-BRITISH CHAMBER OF COMMERCE 63

ADVERTORIAL

Committed to your success

National Bank of Egypt (UK) Ltd

We are a wholly owned subsidiary of National Bank of Egypt â&#x20AC;&#x201C; Cairo, the largest and oldest bank in Egypt. With total assets approaching USD55 billion, it is also one of the largest banks in Africa and the Middle East.

providing the normal range of banking services, National Bank of Egypt (UK) Ltd can also help you with:

NBEUK is a British bank with major connections in Egypt and around the world and, with origins dating back to 1898, is also amongst the oldest banks operating in London.

Business Contacts

Trade Finance

Documentary Credits

Guarantees and Bonds

Foreign Exchange

Introduction to Local Capital Markets

If you are looking to do business in Egypt, youâ&#x20AC;&#x2122;ll need the benefit of an experienced guide. In addition to

We invite you to visit our website for more information about our services at www.nbeuk.com or contact us now at: +44 (0)20 7389 1280 to speak to a member of our Business Development Team 11 waterloo place, london sw1y 4au telephone: 020 7389 1200, fax: 020 7930 8882, swift nbeggb2l, telex: 916625 nbeldn g

Choosing your corporate venue is always an important decision because it sets the tone for the entire event

Contemporary yet stylish, set in the heart of Mayfair, the Arab British Chamber of Commerce business meeting rooms combine a central London location with complete dedication to service and discretion to suit a variety of corporate meetings and events. Fully equipped venues typically hold: AGMs, Board Meetings, Conferences, Presentations, Trade Shows, Exhibitions, Workshops, Lectures, Product Launches, Professional Development Seminars. Each venue can be customised to meet the individual requirements of your event. For venue hire enquiries please contact Omar Bdour on omar@abcc.org.uk, +44 (0)20 7659 4860, or visit our website for more information and the range of available venue options.

www.abcc.org.uk/venuehire

3 AV and PA system 3 Plasma Screen 3 Stationery 3 WiFi 3 Administration support 3 Tea & coffee 3 Fruit juice and biscuits 3 Still and sparkling water 3 Pre-ordered catering

ECONOMIC FOCUS CHAMBER NEWS

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The Aid for Trade Initiative for Arab States (AfTIAS) ‘Economic integration and employment through trade” The Aid for Trade Initiative for Arab States (AfTIAS) is a multi-donor, multicountry and multi-agency programme, aiming to foster Arab trade through enhancing enterprise competitiveness and facilitating trade. The AfTIAS is organized to help Arab countries to expand trade beyond current levels, boost economic growth and employment, reverse deindustrialization and ultimately achieve higher human development outcomes. Through this initiative it is planned to provide a major platform to assist the Arab Region to mobilize resources, to accelerate the pace of trade reforms and enhance competitiveness in global and regional markets in a manner that addresses the challenges of unemployment, particularly youth unemployment, support economic diversification and provides momentum for the full realization of the Pan-Arab Free Trade Area (PAFTA).

Objectives:

Partner Countries: Least Developed Countries (6):

Sudan, Mauritania, Yemen, Djibouti, Comoros and Somalia.

Middle Income Countries (9)

Agadir Agreement Countries (4): Egypt, Tunisia, Morocco and Jordan. Other Middle Income Countries (5): Libya, Lebanon, Algeria, Palestine and Iraq.

Higher income countries (6)

Gulf Cooperation Council (6): Saudi Arabia, Bahrain, United Arabs Emirates (UAE), Oman and Qatar.

Regional Integration Organizations: League of Arab States (LAS) Agadir Technical Unit (ATU)

Enhance regional competitiveness through trade reforms

Strengthen trade supply side and value chain integration

Arab Maghreb Union (AMU)

Strengthen regional and sub-regional organizations’ capacity to foster trade integration

Gulf Cooperation Council

Partnership: l

7 donors (Saudi Arabia, Kuwait, Kingdom of Sweden, Arab Republic of Egypt, Islamic Development Bank, International Islamic Trade Finance Corporation (ITFC) and UNDP)

UN executing agencies: United Nations Development Programme (UNDP)

5 UN executing agencies 21 Arab countries

International Labour Office (ILO)

4 Regional integration organizations

International Trade Centre (ITC)

3 Specialized & private sector entities

United Nations Conference on Trade and Development (UNCTAD) United Nations Industrial Development Organization (UNIDO)

ARAB-BRITISH CHAMBER OF COMMERCE 65

Key features and implementation strategy: l

Partnership among five UN agencies, the League of Arab States, the Islamic Development Bank and the Islamic International Trade Finance Corporation (ITFC), to serve 21 Arab countries and the donor community for fostering trade flows and facilitating trade processes and transactions; Building networks and synergies among participating countries and extensive use of existing national capacities by the executing agencies; Selection of countries to benefit from the Aid for Trade Initiative, based on criteria of responsiveness, absorptive capacity, setting of an effective monitoring mechanism at the country level, clarity of country priorities in relation with the projectâ&#x20AC;&#x2122;s scope, possibility to mobilize funds for the projects to be proposed; and nomination of a National Focal Point to coordinate local field activities.

Main Programme elements: Outcome #1: enhance regional competitiveness through trade policy reform and trade support institutions efficiency l

Output #1: Trade support institutions are more efficient in promoting regional trade

Output #2: Regional Quality Infrastructure Strategy adopted

Output #3: Regional business environment improved through reduction of regional barriers to trade

Outcome #2: strengthen trade supply side and value chain integration l

Output #4: Strengthened production and trading capacity of SMEs in priority export sectors

Output #5: Value chains integration among Arab countries

Output #6: Skills development strategies integrated into sectorial policies

Result-based management and particular attention to gender issues, poverty reduction and employment creation.

Outcome #3: strengthened regional and sub-regional organizationsâ&#x20AC;&#x2122; capacity, to foster trade integration

Consolidated work plan to be agreed upon with the UN executing agencies, responding to priority needs of the recipient countries and organizations.

Output #7: Intra-Arab trade development strategy developed and endorsed

Output #8: Strengthened capacities of LAS, GCC, ATU and AMU to implement PAFTA.

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Volaw’s expertise in Islamic Finance

Trevor Norman, director of Islamic Finance and Funds Group at Volaw Group in Jersey, Channel Islands, describes how Volaw has developed its reputation as a leading provider of offshore services for Muslim clients. Volaw Group has a long history of working with Islamic Finance institutions, dating from the early 1980s when we established certain investment vehicles and subsidiaries for the Dar Al Maal Al Islami group. Our renown in Islamic finance circles grew during the 1990s with our involvement in the establishment and continuing administration of a US real estate fund on behalf of Faisal Finance, now Faisal Private Bureau. This fund led to the creation of several similar real estate funds, as well as a number of SPV structures for individuals or small groups of investors wishing to invest in real estate, a trend that continues with the establishment of structures to own UK commercial real estate on behalf of a number of Islamic Financial Institutions from across the GCC, as well as those established in the UK. Whilst real estate has been the primary asset class for the majority of Shari’acompliant funds that Volaw has acted for, Volaw has established a number of Shari’a-compliant equities funds, in particular two country specific funds, and an umbrella fund structure with a number of different asset classes that investors can select and switch between. Volaw has worked closely with both the promoters of these funds and the Scholars appointed to approve the operations and investments made by

the funds, to ensure that the activities are Shari’a-compliant and the terms of the fatwa are observed.

and administering succession planning issues through the establishment of Jersey-based structures.

Sukuk structures are a natural extension of this work, drawing on Volaw’s expertise in structuring and administering conventional securitization projects. Asset-backed securities represent an ideal class of securities for Islamic investors, so long as the underlying assets are themselves acceptable and the cash-flows coming from them are generated and used in a Shari’a-compliant manner. Volaw played a central role in the establishment and on-going administration of the awardwinning Caravan I Sukuk transaction in 2004 and, as our expertise in this area has grown, Volaw has acted for a number of promoters in establishing Sukuk issuance structures.

Trusts and foundations can be used to protect private family wealth from foreign inheritance taxes. These structures can ensure that a family’s estate passes from one generation to the next with minimal probate formalities and difficulties and in a way that meets the needs and desires of the family. It is important to recognise that trusts offer a flexible way for a family to hold and to pass on their wealth; to the extent that a family wishes to ensure that the trust is operated in a Shari’acompliant manner, the trust instrument and other supporting document should reflect that fact and, for example, set out appropriate provisions on how the trustees should invest the trust fund. A number of families who wish to hold their wealth in trust have established private family trust companies in Jersey, so that the family will have control over the actions of the trustee and, for example, ensure compliance with Shari’a principles.

Volaw’s core business is the establishment and administration of entities owning assets on behalf of individuals and families, often referred to as private wealth structures. Since Volaw’s establishment in 1982, this has included numerous private client engagements for individuals and families from the Middle East dealing with all aspects of private wealth structuring – inclusive of trusts, private trust companies and foundations. Volaw has therefore built up significant experience in the development of family charters

For further information about Volaw Group’s Islamic Finance services, please contact Trevor Norman (tnorman@volaw.com).

Volaw Group: 30 years experience and expertise in Islamic Finance

Volaw Group have created a strong reputation in developing and managing innovative financial structures including complex commercial transactions using Jersey entities. Private Wealth Management – establishment and administration of trusts, foundations and companies as either conventional or Shari’a-compliant vehicles for the preservation and enhancement of family wealth.

www.volaw.com

Funds and Capital Markets – conventional and Shari’a-compliant real estate and private equity funds, securitisation and Sukuk structures, listing of securities and specialist investment structures.

Fifth Floor, 37 Esplanade, St Helier, Jersey JE1 2TR, Channel Islands. Tel: +44 (0)1534 500400 Fax: +44 (0)1534 500450 mail@volaw.com

To see how over 30 years of experience and awardwinning expertise in Islamic finance can make all the difference, contact one of our experts today: VOLAW GROUP Trevor Norman – tnorman@volaw.com or Matthew Christensen – mchristensen@volaw.com

Details of the legal and regulatory status of Volaw Group’s members may be found at www.volaw.com

ECONOMIC FOCUS

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ADCB and Santander have forged an innovative and dynamic partnership Abu Dhabi Commercial Bank (ADCB) was established in 1985 and is now one of the UAE’s largest and most respected banks. As at the end of March 2015 ADCB employs in excess of 4,000 staff (of 62 nationalities) and serves some 600,000 retail and 50,000 corporate clients across a network of 48 branches in the UAE together with overseas branches in India, Jersey and representative offices in London and Singapore. Total assets (end March 2105) exceed GBP 36.6 Billion with a market capitalisation (excluding treasury shares) of approximately GBP 6.0 billion. ADCB is a full service commercial bank offering a full range of retail banking, wealth management, private banking, corporate and commercial banking, investment banking, foreign exchange, interest rate and currency derivatives and Islamic products/structures, project finance and property management. ADCB established a representative office in London in 2014 and provides advisory services, referral and introduction to corporate and commercial clients in the UK wishing to avail of trade, cash and treasury services in the UAE for which the bank has enjoyed an unrivalled series of major awards. The office also works with UK partners organisations and specialists to support their UAE clients requiring banking services in the UK market. In the UK the bank has formed an alliance with Santander UK to serve and support those of their clients who seek to take advantage of the dynamic and fast-growing export to the UAE, now one of the UK’s Top 10 export markets. Santander Group is a diverse retail and commercial bank with 1,157 branches in the UK and around 14,000 worldwide; more than any other international bank.

between the UK market the UAE and wider GCC and MENA markets. ADCB and Santander are proud to support the work of the Arab British Chamber and their membership.

ADCB Awards: Santander in the UK provide strong local knowledge and expertise and are increasingly the bank of choice for ambitious businesses seeking to expand internationally. Working closely together – and both as active members of the Arab British Chamber of Commerce in the UK – the two banks have forged an innovative and dynamic partnership in driving bilateral trade for UK and UAE businesses alike. Through Santander’s award-winning Trade Portal commercial and corporate entities are able to identify and explore potential trade relationships in new markets such as the UAE which the two banks are then able to support through appropriate cash, trade and risk management solutions. ADCB and Santander owe their success to their relationship approach; looking to harness a full understanding of client businesses and their unique requirements. The banks deliver a customer-centric and service-led model and are proud to increasingly be the banks of choice to support ventures

Best for Cash Management, UAE 2015 – Euromoney

Best Trade Finance Provider in the UAE 2015- Euromoney

Best Bank for Cash Management in the Middle East 2015- Global Finance

Best Supply Chain Finance Provider Award, Middle East 2015- Global Finance

Best Trade Finance Bank in UAE 2015Global Finance

Santander Awards: l

Best Business Current Account Provider - Business Moneyfacts 2015

Best International Solutions Provider Business Moneyfacts 2015

Innovation in the SME Finance Sector (Santander Trade Portal) - Business Moneyfacts 2015

Business Bank of the Year - Business Moneyfacts 2015

ARAB-BRITISH CHAMBER OF COMMERCE 69

ADVERTORIAL

Introducing Butterfield Trust Butterfield Trust has been in the business of establishing and administering fiduciary structures since the advent of international trust legislation more than 75 years ago. We deliver services to international clients through 6 independent companies based in Bermuda, The Bahamas, the Cayman Islands, Guernsey, New Zealand and Switzerland. Our multijurisdictional capability is backed by the strength of the Butterfield Group, for whom trust and fiduciary services are a core line of business. Our teams of highly professional and respected specialists are experienced in administering both complex and more straightforward solutions in partnership with clients and their advisors. We offer a flexible approach to holding a wide variety of financial and other assets under administration. We pride ourselves on providing a service that is focused on the needs of our clients and have dedicated teams who administer solutions for private and institutional clients, family enterprise groups, charities, and philanthropic endeavours. At Butterfield Trust we offer innovative solutions combined with strong corporate governance and risk management disciplines. As experienced fiduciary specialists, we have

Butterfield_ABCC_180mmX130mm_2015_F.indd 1

witnessed the evolution of legislation and practice in several markets and have adapted to these developments.

Middle East Focus Senior members of the Butterfield Trust team regularly travel to meet clients and their professional advisors in a number of key regions including Asia, Latin America and the Middle East. Our administration and senior management teams have a depth of experience in creating and administering offshore companies, trusts and other entities for High Net Worth Individuals as well as a broad variety of structures for institutional clients in a number of territories within the Middle East. This has enabled us to develop long term relationships with clients and their advisers.

Our Services Our services, for both private and institutional clients, are carefully crafted to meet specific requirements and to take advantage of the unique solutions and legislation available in our key locations globally.

4/21/2015 9:21:32 AM

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Valufin – taking the worry out of international currencies International trading is complex, with few areas as complicated to manage as currency exchanges, which is why it makes sense to bring in a specialist advisory company like Valufin to keep you on the right track.

Whether it be making major one-off payments between clients in different countries or arranging regular smaller payments across Continents, Valufin takes all the worry out of the operation for you. Valufin, which has offices in London, Buckinghamshire and Cape Town, works with clients all over the world, providing them with independent advice, consultancy and outsourced management solutions to support their international currency activities. Many companies understand that currency management is the one area of international trade that they cannot manage, often bewildered about the complexities and feeling pressurised when markets move, yet it probably has the greatest impact on their bottom line. However, it need not be like that as Valufin becomes part of your management team, making sure they understand your needs and concerns then devising solutions to ensure that all goes smoothly. Moving money around the world can be a risky business if you do not know what you are doing so, right from the start, Valufin explains the risks and comes up

with ways to make your transfers at the right price, at the right time and for the right reason. Valufin provides everything from rate monitoring, risk management, currency purchasing, invoice payment and account reconciliations to currency product sourcing and purchasing strategies plus transparent management information and accounting reporting. Valufin allows you to focus on your business while they manage and transact your currency exchanges in a way that best supports you.

As Valufin is not a currency broker or provider, they work with all brokers and banks, remaining independent and ensuring that you get the best service and support. Valufin knows what they are talking about being originally “born” in 1988 in South Africa and listed in 1997. It has provided outsourced forex treasury management for in excess of 350 global companies. Valufin was started by Sharon Constançon, its CEO, who has more

than 30 years of forex experience. Sharon and her team provide a bespoke management system for every customer, allowing dynamic management of orders, shipments and payments in ways that conventional accounting systems do not allow. As an independent firm, they are able to assess the full range of products and services across the foreign currency market, filter that information and provide you with a tailored service designed to protect from risk and provide accurate reporting while directly improving the bottom line from the first transaction. Valufin’s clients are predominately small, medium and larger private enterprises who need expertise but cannot warrant the cost of an experienced treasury manager. From the UK to South Africa, Japan to Canada, clients agree that working with Valufin makes life easier, more informed and more profitable To find out more about what Valufin can do for your business, contact Sharon Constançon on 0207 612 9557 or sconstancon@valufin.com Sharon will be happy to have a first conversation at no cost or commitment.

Valufin understands your business

Valufin understands how Banks & Brokers operate

Valufin bridges your specific needs against the market 3 Valufin sources the right products from the best provider 3 Valufin negotiates the price 3 Valufin helps you manage your forex risks

For a free consultation contact Sharon Constanรงon, CEO of Valufin

T: 0207 612 9557 E: sconstancon@valufin.com W: www.valufin.com

ECONOMIC FOCUS CHAMBER NEWS

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Universal Securities & Investments is your financial services gateway to the Middle East Established in 2004, Universal Securities and Investments Ltd (USI), a British company based in the heart of London, has been rapidly developing its activities within the financial sector and is now amongst the largest institutions of its kind in the UK providing specialist services in the areas of Corporate Foreign Exchange, International Payment Services, GCC Equity Stock Markets and in the issuance of Hajj Drafts. Collectively, the management of USI has over 50 years of experience in the field it operates in and always considers integrity and transparency to be the basis of any long-term client relationship.

Your local connection to the global foreign exchange markets

international banks and is able to execute wholesale rates (spot and forwards) on all the major and several exotic currencies. If you are seeking Spot or Forward transactions, or possibly want us to become your foreign exchange department and closely monitor rates for you, our flexible approach makes USI Money the ideal partner to trade your FX with.

Bringing the Middle Eastern markets to your doorstep USI brings the Middle East equity markets direct to your doorstep. Our business proposition is unique and the foundation of our success is firmly laid down by the wealth of experience we have on board.

USI, through its trading name, USI Money, is a unique foreign exchange provider offering bespoke FX solutions to both individual and corporate clients. We have a dedicated team of brokers, made up of highly skilled and experienced individuals who regularly ensure quality service is held true to International Standards Organisation principles and certification. All this helps our clients to achieve significant savings with a hassle-free service which understands both their specific requirements and identification of patterns in their foreign exchange needs.

USI Capital specialises in equity brokerage in the gulf region and specifically takes immense pride in being amongst a handful of financial Institutions outside the Middle East Gulf Region to offer direct access to the Saudi Tadawul Stock Exchange through the Saudi Share Swap Agreement. It is authorised by the UKâ&#x20AC;&#x2122;s financial regulators, the Financial Conduct Authority (The FCA) to act in the dealing, on behalf of our clients, in an agent capacity on an execution-only basis. The accessibility of USI Capital to trade in individual Saudi stocks allows us to have that all important competitive edge over our competitors.

The UK holds one of the biggest foreign exchange markets in the world. USI Money has access to several treasury departments amongst leading

Emphasis has been placed on serving the Middle Eastern stock markets, in particular the Saudi stock market which

is the largest regional market. Given the above-average risk associated to the region, USI Capital will be keen to build up a client base consisting of High Net Worth experienced individuals and institutional clients.

Staying at the forefront of technology Over the last decade USI has invested heavily in its in-house technology, creating state of the art trading platforms. As a leader in technological innovation the company has now embarked on a new phase by sharing this with other Financial Institutions and Banks in the Middle East.

Market leaders USI has captured a staggering 75% market share in the UK of Hajj Drafts making us the number one Hajj Draft provider for ten successive years, and this has been achieved through building a solid client database. We pride ourselves in recognising early on the key market trends, which gives us an edge over our competitors.

Our statement of commitment to investors and clients USI has a complete understanding of the ever-changing requirements of our discerning individual and corporate investors and FX clients, alike. We firmly believe they can benefit from our services. We always follow our ethos and value our commitments to our customers.

INNOVATIVE SOLUTIONS THROUGH CREATIVE THINKING

Equity Brokerage • Foreign Exchange • Pre-Paid Cards

4th Floor I The Linen Hall I 162-168 Regent Street I London I W1B 5TB T: 0203 327 7780 F: 0203 014 7636 info@universalsi.com

www.universalsi.com

ECONOMIC FOCUS CHAMBER NEWS

British Economic Survey The British Chambers of Commerce Quarterly Economic Survey for the 1st Quarter 2015 received over 7,500 business responses. The respondents cover the entire United Kingdom, and were surveyed by postal and online questionnaires over the period 23 February to 18 March 2015.

In the manufacturing sector, 2,003 ﬁrms, employing approximately 250,000 people, responded. 1,269 (63%) of manufacturing respondents were exporters. In the services sector, 5,509 businesses with approximately 600,000 employees responded. Of the services sector participants, 1,633 (27%) were exporters. While the majority of respondents employ fewer than 500 people, the sample included many large businesses.

Total responses are weighted according to the actual distribution of companies by size within each region and nation, and each region and nation is similarly weighted within the national aggregates to ensure that the sample provides a truly representative picture of UK commerce and industry. The survey is the largest and most representative of its kind in the UK.

SUMMARY After very strong increases recorded in Q4 2014 the latest QES results are mediocre. Almost all the national balances, for both manufacturing and services, weakened in Q1. In both sectors, a number of key balances are now lower than their pre-recession levels in 2007. The only exceptions to the general pattern of lower balances in Q1 is a small rise in the manufacturing balance for proﬁtability conﬁdence and an unchanged balance for manufacturing export orders. While the Q1 results do not necessarily point to slower GDP growth,

they highlight the major challenges facing UK businesses in key areas: exports; domestic markets; employment; investment and conﬁdence. Intentions to raise prices fell sharply in manufacturing and slightly in services. The level of capacity utilisation eased in both sectors. The results of this quarter’s survey supports our view that the UK recovery will continue in 2015, but growth must be nourished and supported in order to become sustainable over the longer term.

ARAB-BRITISH CHAMBER OF COMMERCE 75

Domestic Market After strong results in Q4 2014, all the national domestic balances weakened in Q1 2015, for both manufacturing and services. In manufacturing, the domestic balances are now broadly similar to their pre-recession levels in 2007. In services, the domestic balances are still slightly higher than in 2007. The manufacturing sector’s balance for domestic sales fell from +36% in Q4 2014 to +30% in Q1 2015, still seven points higher than in Q3 2014. The net balance for manufacturers’ domestic orders fell from +38% in Q4 2014 to +27% in Q1 2015, still three points higher than in Q3 2014. The service sector’s balance for domestic sales fell from +38% in Q4 2014 to +34% in Q1 2015, the lowest level since Q3 2013. The balance for service domestic orders fell from +33% in Q4 2014 to +28% in Q1 2015, the lowest level since Q2 2013.

Export Market Most national export balances weakened in Q1 2015. In manufacturing, one balance fell in Q1 and the other was unchanged. In services, both balances weakened in Q1, but one service balance fell only slightly. The manufacturing balance for export sales fell by seven points in Q1 2015, to +19%. The manufacturing export orders balance was +23% in Q1 2015, the same as in Q4 2014. The balance for export sales in services fell slightly by one point in Q1 to +21%, now the lowest level since Q2 2012. The service export orders balance fell by eight points in Q1 to +17%, the lowest level since Q3 2012.

Employment All the national employment balances fell for both manufacturing and services in Q1 2015. For manufacturing, both the backward and forward-looking employment balances are still well above their average 2007 prerecession levels. In services, one employment balance is marginally higher than in 2007 and the other is slightly lower. The backwardlooking manufacturing employment balance fell four points in Q1 to +32%, the same level as in Q3 2014. The forward-looking manufacturing employment expectations balance fell one point to +32%. The backward looking service employment balance fell 12 points in Q1 to +20%, still marginally higher than in Q2 2014. The service

employment expectations balance fell one point to +26%, the same level as in Q2 2014.

Investment The national investment balances fell in Q1 2015, in both manufacturing and services. The balance of manufacturing firms that have revised upwards their plans to invest in plant & machinery fell four points in Q1, to +32%, still a higher level than in Q3 2014. The balance of manufacturing firms that have revised upwards their plans to invest in training fell six points to +33%, also a higher level than in Q3 2014. The balance of service firms that have revised upwards their plans to invest in plant & machinery fell two points to +19%, the lowest level since Q3 2013. The balance of service sector firms that have revised upwards their plans to invest in training fell two points to +24%, the level since Q2 2013.

Business Confidence The national confidence balances recorded mixed movements in Q1 2015. In manufacturing, the confidence balances were still higher in Q1 than their average 2007 prerecession levels. But in the service sector, both confidence balances were lower than their average 2007 pre-recession levels. Confidence that manufacturing turnover will improve in the next 12 months fell from +62% in Q4 to +55% in Q1, the lowest level since Q2 2013. Confidence among manufacturers that profitability will improve in the next 12 months rose from +45% in Q4 +47% in Q1, but

is still well below the confidence levels recorded in the first three quarters of 2014. Confidence among service firms that turnover will improve in the next 12 months dropped from +60% in Q4 to +50% in Q1, the lowest level since Q2 2013. Confidence that service sector profitability will improve in the next 12 months fell from +46% in Q4 to +41%, the lowest level since Q3 2013.

Capacity Utilisation and Cashflow The percentage of manufacturing firms operating at full capacity fell by five points in Q1 to +36%, the lowest share since Q2 2013. The percentage of service firms operating at full capacity fell by three points in Q1 to +43%, the lowest share since Q3 2013. The cashflow balances worsened for both sectors in Q1 2015, and are now slightly lower than their average 2007 pre-recession levels. The manufacturing cashflow balance fell four points in Q1 to +11%, the lowest level since Q2 2013. The services cashflow balance dropped nine points in Q1, to +12%, the lowest since Q2 2013.

Prices Intentions to raise prices fell in Q1 2015, and in both sectors the balances are well below the 2007 pre-recession levels. The balance of manufacturing ﬁrms reporting pressure to raise prices fell 10 points in Q1, to +11%, the lowest level since Q2 2012. The balance of service ﬁrms expecting to raise prices fell one point, to +23%, still slightly higher than in Q3 2014. continued page 76

ECONOMIC FOCUS CHAMBER NEWS

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DOMESTIC

Sales and Orders

Q Excluding seasonal variation, domestic sales over the past 3 months are: Up/Same/Down

Q Excluding seasonal variation, domestic orders over the past 3 months are: Up/Same/Down

The National Perspective After strong results in Q4 2014, all the national domestic balances weakened in Q1 2015 for both manufacturing and services. The Q1 domestic manufacturing balances recorded larger falls than those in the service sector, but this follows a stronger manufacturing surge in Q4 2014. Overall, the domestic balances still remain satisfactory by historical standards. In manufacturing, the domestic balances are now broadly similar to their pre-recession levels in 2007. In services, the domestic balances are still slightly higher than in 2007. The manufacturing sector’s balance for domestic sales fell from +36 % in Q4 2014 to +30 % in Q1 2015, still 7 points higher than in Q3 2014. The net balance for manufacturers’ home orders fell from +38 % in Q4 2014 to +27 % in Q1 2015, still three points higher than in Q3 2014.

The service sector’s balance for domestic deliveries fell from +38% in Q4 2014 to 34% in Q1 2015, the lowest level since Q3 2013, but still higher than in 2007. The net balance for service home orders fell from +33% in Q4 2014 to +28% in Q1 2015, the lowest level since Q2 2013, but still higher than in 2007.

The Regions and Nations Perspective The Q1 2015 manufacturing balances for domestic sales were in positive territory in all twelve regions and nations. In the case of manufacturing home orders, eleven regions and nations were in positive territory in Q1 2015, while one regional balance was negative. Comparing the manufacturing sector’s domestic performance across the various regions and nations, the strongest Q1 domestic manufacturing balances were in the South West for

EXPORT

Sales and Orders

Q Excluding seasonal variation, domestic sales over the past 3 months are: Up/Same/Down

Q Excluding seasonal variation, domestic orders over the past 3 months are: Up/Same/Down

domestic sales, at +56%, and in the North East for home orders at +4 5 % . At the other extreme, the weakest Q1 net balances were in Scotland for domestic sales, at +2%, and in London for home orders, a t -1 %. The Q1 2015 service sector’s net balances for domestic sales were in positive territory in eleven regions and nations, while one balance was negative. In the case of service sector home orders, only one UK region did not see growth in Q1 2015, while eleven regions and nations were in positive territory. Comparing the service sector’s domestic performance across the various regions and nations, the strongest Q1 net balances were in the South East at +46% for domestic sales, and at +44% for domestic orders. At the other extreme, the weakest Q1 service sector net balances were in Scotland, at -1% for domestic sales, and at 0% for domestic orders.

ARAB-BRITISH CHAMBER OF COMMERCE 77

Export balances weaken for manufacturing and services firms The National Perspective Most national export balances weakened in Q1 2015. In manufacturing, the export order balance fell in Q1 and the export sales balance was unchanged. In services, both the export sales and export order balances weakened in Q1. In manufacturing, one Q1 export balance was equal to its average 2007 pre-recession level, while the other Q1 balance was lower than in 2007. In services, one Q1 export balance was equal to its average 2007 pre-recession level, while the other Q1 export balance was still slightly higher than in 2007. The manufacturing balance for export sales fell from +26% in Q4 2014 to +19% in Q1 2015, still three points higher than in Q3 2014. The manufacturing balance for export orders was +23% in Q1 2015,

the same as in Q4 2014 and the same as in 2007. The service sector balance for export sales fell by one point in Q1 2015 to +21%, the lowest level since Q3 2012. The service export orders balance fell by eight points in Q1 2015, to +17%, the lowest level since Q3 2012.

The Regions and Nations Perspective The Q1 2015 manufacturing balances for export sales were in positive territory in nine regions and nations, while three balances were negative. In the case of manufacturing export orders, we find the same pattern: nine regions and nations were in positive territory in Q1, while the remaining three balances were negative. Comparing the manufacturing

export balances across the various regions and nations, the strongest Q1 2015 export balances were in Wales, at +62% for export deliveries and at +63% for export orders. At the other extreme, the weakest Q1 manufacturing net balances were in the North East for export sales and export orders. The Q1 2015 service sector balances for export sales were in positive territory in all regions and nations. In the case of service export orders, we find the same pattern, with all regions and nations in positive territory in Q1. Comparing service sector export performance across the various regions and nations, the strongest Q1 2015 net balances were in the East Midlands for export deliveries, at +38%, and in the East Midlands and in Wales for export orders, both at +37%.

EMPLOYMENT Q Over the past 3 months your workforce has : Increased/Remained Constant/Decreased

Q What changes do you expect to your workforce over the next 3 months:

Increase/Remain Constant/Decrease

All employment balances fall but they remain high by historical standards The National Perspective The balance of manufacturing sector firms who reported increases in their labour force over the last three months fell from +36% in Q4 2014 to +32% in Q1 2015. The balance figure in Q4 2014 was

the highest on record. The balance of manufacturing firms who expect their workforce to increase over the next three months saw a slight decline from +33% in Q4 2014 to +32% in Q1 2015. The balance for employment in the services sector also decreased, falling

from +32% in Q4 2014 to +20% in Q1 2015. The balance figure in Q4 was also the highest on record. The balance of service firms that expect to take on more staff over the next quarter decreased, from +27% in Q4 2014 to +26% in Q1 2015. continued page 78

ECONOMIC FOCUS CHAMBER NEWS

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The Regions and Nations Perspective The balance of manufacturing firms reporting employment growth was highest in the South West (+53%), followed by the West Midlands (+47%) and Yorkshire & the Humber (+44%). The North East saw the lowest percentage balance at +6%, although every region saw growth in this indicator. The South

West also had the highest level of optimism for labour force growth in the next three months (+69%), followed by the North West (+45%) and the West Midlands (+43%). Wales was the only region to see a negative manufacturing sector balance at -3%. The North West (+30%) recorded the highest service sector balance for employment growth, followed by the

South East (+28%), the South West and the West Midlands (both +26%). In contrast, Scotland recorded a negative balance (-4%), and was the only region not to record growth. The East Midlands recorded the highest expectations that workforces would increase at +38%. At +4%, Wales again saw the lowest level of optimism for labour force growth within the service sector.

RECRUITMENT DIFFICULTIES Q Have you attempted to recruit staff over the past 3 months: Yes/No

Q If yes, were they for: a) Part-time jobs/Full-time jobs b) Temporary jobs/Permanent Jobs

Q Did you experience any difficulties finding suitable staff? Yes/No

Q If yes, for which of the following categories: Skilled manual and technical/Professional and managerial/Clerical/Un- and semi-skilled

Attempts to recruit fall but remain at high levels for service and manufacturing firms The National Perspective In the manufacturing sector, the percentage of firms that attempted to recruit new staff over the last three months fell from 85% in Q4 2014 to 74% in Q1 2015. Of the manufacturers who sought to recruit, 67% were for full-time jobs, compared to just 20% for part-time jobs. The percentage of manufacturing firms experiencing recruitment difficulties rose from 67% in Q4 2014 to 69% in Q1 2015. The percentage of firms in the service sector which attempted to recruit fell from 76% in Q4 2014 to 62% in Q1 2015. This is the lowest level since Q1 2013. Of the service sector firms who sought to recruit, 67% were seeking to fill full-

time vacancies, where 33% sought to fill part-time vacancies. A record number of service sector firms (65%) faced recruitment difficulties, the highest since percentage since Q4 2007.

The Regions and Nations Perspective Within the manufacturing sector, the East Midlands recorded the highest percentage of firms recruiting in the previous three months, standing at 84% in Q1 2015. This was followed by Wales and the South West (both 83%), and East of England (79%). As with the previous quarter, London saw the lowest percentage of manufacturers looking to recruit, at 22%. The North West saw the most amount of manufacturers facing

recruitment difficulties (78%), followed by East Anglia (68%), and Yorkshire & Humber (67%). The South East and East Midlands were the regions which saw the highest percentage of service sector firms looking to recruit (76%). They were followed by Wales (73%) and the North West (70%). Again, London recorded the lowest percentage of service sector firms looking to take on staff, at 40%. The South East was the region which saw the most number of service firms facing recruitment difficulties at 78%. This was followed by the North West (73%) and London (70%). The North East saw the lowest percentage of service firms facing difficulties at 38%.

ARAB-BRITISH CHAMBER OF COMMERCE 79

INVESTMENT Q Over the past 3 months, what changes have you made to your investment plans:

a) For Plant and Machinery: Revised upwards/ Revised downwards/No change b) For Training: Revised upwards/ Revised downwards/No change

Investment balances fall for services and for manufacturing The National Perspective The balance of manufacturing firms planning to increase investment in plant & machinery fell to +32%, down from +36% in the previous quarter. Manufacturing intentions to invest in training also fell to +33% from +39% in the previous quarter. Investment balances also decreased for the service sector. The balance of firms planning to increase investment in plant & machinery fell to +19% in Q1 2015, down from +22% in the previous quarter. Service sector intentions to

invest in training fell at the same rate to +24%.

The Regions and Nations Perspective Within the manufacturing sector, the highest balance investment intentions in plant & machinery was in Wales, with +67%. This was followed by the South West (+56%), and the North East (+46%). The balances for investment intentions for training were also positive across all regions and nations, with the highest level again being reported by Wales (+68%), followed by the North East

(+49%) and the South West (+48%). In the service sector, the investment in plant and machinery balance remained positive across all regions and nations. The strongest results were recorded in the South East (+32%), followed by the South West (+30%), and the North East (+26%). The investment intention balance for training was also positive across all the UK, with the highest results again reported by the South East (+40%), followed by the East Midlands (+37%), and the North West (+34%).

BUSINESS CONFIDENCE Q Do you believe that over the next 12 months: a) Turnover will: Improve/Remain the same/ Worsen b) Profitability will: Improve/Remain the same/Worsen

Confidence balances are mixed for manufacturing but rise for services The National Perspective The national confidence balances recorded divergent movements

in Q1 2015. In manufacturing, the profitability confidence balance rose slightly in Q1, while the turnover confidence balance fell. In services, both

confidence balances weakened in Q1. In manufacturing, the confidence balances were still higher in Q1 than their average 2007 pre-recession levels. But in the continued page 80

ECONOMIC FOCUS CHAMBER NEWS

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service sector, both confidence balances were lower than their average 2007 prerecession levels. In both manufacturing and services, the profitability confidence balances remain weaker than those for turnover, but the gap has narrowed in Q1.

Confidence that profitability will improve in the next 12 months fell from +46% in Q4 2014 to +41% in Q1 2015, the lowest level since Q3 2013.

balances were in London for turnover confidence, at +27%, and in London and Northern Ireland for profitability confidence, both at +24%.

The Regions and Nations Perspective

Confidence that manufacturing turnover will improve in the next 12 months fell from +62% in Q4 2014 to +55% in Q1 2015, the lowest level since Q2 2013. Confidence that profitability will improve in the next 12 months rose slightly from +45% in Q4 2014 to +47% in Q1 2015, but is still well below the confidence levels recorded in the first three quarters of 2014.

The Q1 2015 manufacturing balances for turnover confidence were in positive territory in all twelve regions and nations. In the case of profitability confidence, we find the same pattern, with all twelve regions and nations in positive territory in Q1 2015. Comparing confidence levels across the various UK regions and nations, the strongest Q1 2015 manufacturing balances were in the South West, at 81% for turnover confidence, and at +76% for profitability confidence. At the other extreme, the weakest Q1 2015 manufacturing

In the service sector, the Q1 2015 balances for turnover confidence were in positive territory in all twelve regions and nations. In the case of profitability confidence, we find the same pattern, with all regions and nations in positive territory in Q1. Comparing service sector confidence across the various UK regions and nations, the strongest Q1 service sector balances were in the East Midlands for turnover confidence at +73%, and in the South West for profitability confidence at +57%. At the other extreme, the weakest Q1 service sector balances were in London at +16% for turnover confidence, and at +15% for profitability confidence.

Confidence that turnover will improve for service firms in the next 12 months fell from +60% in Q4 2014 to +50% in Q1 2015, lowest level since Q2 2013.

CAPACITY UTILISATION AND CASHFLOW Q Are you currently operating: At full capacity/Below full capacity

Q During the last 3 months how has your cashflow changed:

Improved/Same/Worsened

Capacity utilisation falls for both sectors. Cashflow balance decreases for manufacturing and services firms CAPACITY UTILISATION The National Perspective The percentage of manufacturing firms operating at full capacity in the first quarter of 2015 fell to 36%, down from 41% in the previous quarter, and the lowest figure since Q2 2013. Within the service sector, 43% of firms reported that they were operating at full capacity, down from 46% in the previous

quarter. This was the lowest level since Q3 2013.

The Regions and Nations Perspective The South West had the highest level of capacity utilisation for the manufacturing sector in Q1 2015, with 73% of firms reporting that they were operating at capacity. This was followed by the North West (42%) and Northern

Ireland (36%). The region with the fewest number of manufacturers operating at capacity in Q1 was the North East, at 8%. Within the service sector, Wales recorded the highest percentage of firms operating at full capacity at 56%, followed by East Anglia (50%) and the West Midlands (46%). Scotland saw the saw the lowest level of service firms operating at full capacity, standing at 10%.

ARAB-BRITISH CHAMBER OF COMMERCE 81

CASHFLOW The National Perspective Within the manufacturing sector, the percentage balance of firms reporting improvements in cashflow fell from +15% in Q4 2015 to +11 % in Q1 2015. This is the lowest balance since Q2 2013. In the services sector, the balance for cashflow also dropped, from +21% in Q42014 to +12% in Q1 2015, the lowest since Q3 2013.

The Regions and Nations Perspective In the manufacturing sector, the highest balances for cashflow were recorded in Yorkshire & Humber (+3 9%), followed by Wales (+36%), and London (+17%). Manufacturing firms in Scotland saw an overall decline in their cashflow situation, with a balance of -9%. This was followed by the East of England (-8%), and the West Midlands (-2%). In the service sector, the East Midlands and

South West recorded the biggest overall cashﬂow balances, with both standing at +25%. Service sector ﬁrms in Wales saw an overall decline (-5%), followed by Scotland (+2%), and Northern Ireland (+3%).

PRICES Q Over the next 3 months, do you expect the price of your goods/services to:

Increase/Remain the same/Decrease

Q Is your business currently suffering pressures to raise prices from any of the following:

Pay settlements/Raw material prices/Finance costs/Other overheads

Intentions to raise prices decreases for manufacturing and for services The National Perspective For manufacturing the price balance decreased by 10 points to +11%. This is the lowest figure since Q2 2012. Of the factors identified as contributing to price pressures 40% identified raw materials costs, down 11 percentage points on Q4 2014. There was also a decrease in the share of firms which identified financial costs (down four percentage points to 13%) and pay settlements (down five percentage points to 22%). Other overheads were identified by 33% of manufacturing firms (down three percentage points). For the service sector the prices balance decreased by one point to +23%. This is the lowest figure since Q2 2014.

There was an increase in the share of service firms which identified raw material prices as contributing to price pressures (up two percentage points to 17%). Other overheads also reported an increase (up four percentage points to 36%).

balances. Northern Ireland recorded the lowest with a -8% balance. This was followed by Yorkshire & the Humber (+4%) and the North East (+65). Raw material prices were identified across most regions as the factor contributing most to price pressures.

There was a fall in the share of service firms which identified finance costs (down six percentage points to 20%) and pay settlements (down four percentage points to 24%).

In the services sector the price balance was positive across all the regions. The highest balance was recorded in the South East (+31%). This was followed by the East Midlands (+29%) and the South West (+25%).

The Regions and Nations Perspective In the manufacturing sector the South West (+24%) and the East of England (+24%) recorded the highest price

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EXTERNAL FACTORS Q Please indicate which of the following factors are more of a concern to your business than 3 months ago: Interest Rates/Exchange Rates/ Business Rates/Inflation/Competition/Tax

Concerns about exchange rates increased for both manufacturing and services Manufacturing Manufacturing firms recorded mixed movements in their concerns over external factors in Q1 2015; but there were more declines than increases. Exchange rate concerns rose, from 35% to 38%, and are now the biggest area of anxiety for manufacturers; large firms (41%) signalled the highest concern. Inflation worries fell sharply, from 42% to 31%, but are still the second largest area of anxiety for manufacturers; mediumsized firms, at 44%, expressed the highest level. Competition worries eased from 28% to 26%; micro firms (36%) expressed the biggest concern. Interest rates concerns fell markedly, from 16% to 7%; micro firms (15%) signalled the highest level of concern. Corporate taxation concerns fell from 20% to 15%; micro firms, at 22%, signalled the highest level. Business rate worries fell from 19% to 14%; micro firms, at 24%, signalled the highest level.

Services Service sector firms, at the national level, recorded mixed movements in their anxiety levels in Q1 2015. Competition

worries fell slightly, from 34% to 32%, but remained the biggest area of anxiety for service firms; medium-sized service firms (at 41%) signalled the highest concern. Inflation worries eased from 33% to 31%, but are still the second equal biggest area of anxiety for service firms; large firms, at 38%, expressed the highest level. Interest rates concerns eased marginally, from 18% to 17%; large and medium-sized firms (both at 27%) signalled the highest concerns. Corporate taxation worries rose from 15% to 18%; large firms (22%) signalled the highest concern. Business rate worries rose from 19% to 22%; medium firms (33%) signalled the highest level. Exchange rate worries rose from 15% to 20%; large firms (31%) signalled the highest concern. Service sector firms are much less concerned than manufacturers over exchange rates; but they are more worried than manufacturers over interest rates.

1st QUARTER

2015

BRITISH CHA MBE

QUARTERLY ECONOMIC SURVEY RS OF COM

MERCE

www.econom icsurvey.org.u k

This edited extract from the quarterly economic report is published with the consent of the British Chambers of Commerce from where the full report may be obtained.

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ECONOMIC FOCUS CHAMBER NEWS

Membersâ&#x20AC;&#x2122; Networking Event An extremely successful networking event for members at the premises of the Chamber was held on the afternoon of 4 February 2015.

Mr Abdeslam El-Idrissi, ABCC Director Trade Services, delivers a presentation on the foundation and work of the Chamber

The popular demand for the event was high and this was reflected in the full to capacity auditorium with latecomers obliged to stand. In total, more than 100 people were in attendance. The proceedings were opened by Mr Mark Njoroge, ABCC Finance Controller, who heads the membership team, who welcomed members and explained how the session would be run. Mr Abdeslam El-Idrissi, ABCC Director Trade Services, delivered a presentation on the foundation and work of the Chamber during which he reflected on some of the many opportunities for business in the Arab markets. He mentioned some of the key trends and features of the Arab markets such as the large youth component among the population and the need to address

their aspirations for jobs and education. Mr El-Idrissi mentioned the huge spending plans on new infrastructure projects in the Gulf which he stated was expected to continue despite the falling oil prices. He concluded by outlining the services for business provided by the Chamber which apart from networking events, includes essential trade documentation, research and publications. A series of five-minute presentations by Chamber members followed the opening remarks. Knowledge Seekers UK Ltd, a provider of customised training for business, began the presentations. The companyâ&#x20AC;&#x2122;s services included management training, English language courses, academic

services and leadership. Clients range from public and private bodies, such as the Welsh Assembly, and it has many customers in the Arab markets like Kuwait and Libya. Datix Ltd, a provider of patient safety software services in the healthcare sector, was established 29 years ago and delivers services to around 500 customers, including several in the GCC. The company has good local partners in the Gulf where patient safety is a high priority within the sophisticated healthcare industry. PTS Ltd has been active in Iraq since 2012 where it began by supporting firms around the Umm Qasr Port in the south of the country with security and transport services. The company provides a visa service for Iraq,

ticketing for travel and organises all the requirements for business clients when visiting Iraq. Art Antiques Design (AAD) is an art market website or online community for the art, antiques and design world. It comprises a wide variety of art market professionals, interior designers, collectors, exhibitors and dealers in antiques, as well as in modern and contemporary art and design. It has developed an application to highlight the local heritage of Arab countries aimed at visitors who are flying to the region.

ARAB-BRITISH CHAMBER OF COMMERCE 85

Ms Gintare Nemanyte, Knowledge Seekers UK Ltd

Health Matters (UK) offers employee health benefits packages for some 450 corporate clients and specialises in providing medical insurance and international cover for staff stationed overseas. The company has clients in places such as Dubai and has worked with the ABCC since 2011. Russell Bedford (Dubai) Limited are chartered accountants based in the DIFC offering auditing, financial services and business advice to clients. It is a member of Russell Bedford International, an international network of independent accounting and consulting firms with offices in more than 80 countries around the world. Vita-Life is a specialist in wellness with a focus on how best to ensure the high performance of staff is achieved by

taking measures to reduce unnecessary stress and fatigue. The company offers in-house support services for clients to mitigate the impact of fatigue on the smooth functioning of an organisation. Western Union Business Solutions is the business service provider of the wellknown high street brand Western Union, a large US corporate. Its services to the business sector comprise international payments and foreign exchange. ABC International Bank Plc is a UK based

Mr Richard Cuda, Santander

subsidiary of the Bahrain based Arab Banking Corporation. With a presence as a medium-sized bank in Algeria, Tunisia, Egypt, Libya and Jordan, its main functions consist of letters of credit and trade facilitation. It works with export credit agencies and the private insurance market to obtain trade finance deals for its clients. Bright Investment Company is based in Riyadh from where it delivers services to British companies seeking to do business in the Kingdom of Saudi Arabia. It has been working for 10 years in the business service sector offering advice on government related matters, legal expertise and market advice. The final contribution was from Santander Corporate & Commercial Banking, which forms part of one of the worldâ&#x20AC;&#x2122;s largest banks. It works with partners around the Arab region and its main partner in the Gulf is the ADBC (Abu Dhabi Commercial Bank). The bank serves its corporate clients by providing market information, trade missions and seminars as well as giving assistance to SMEs. The networking event concluded with the now customary reception where delegates were able to engage in informal discussions with the speakers and ABCC staff while enjoying the refreshments that were provided.

ECONOMIC FOCUS CHAMBER NEWS

Business Roundtable on Tunisia The Chamber was pleased to host HMA Hamish Cowell, the British Ambassador to Tunisia, to lead a discussion on Tunisiaâ&#x20AC;&#x2122;s commercial potential on Tuesday 24 February.

HMA Hamish Cowell, British Ambassador to Tunisia, and ABCC Chairman Rt Hon Baroness Symons

Dr Afnan Al-Shuaiby, ABCC Secretary General & CEO, welcomed the Ambassador, who was making a short visit to London, along with invited guests from business, finance and the media.

partnership with the UK as it sought to build greater prosperity.

The business roundtable provided British investors with an opportunity to hear from HE Mr Cowell on the emerging opportunities in Tunisia today.

Dr Al-Shuaiby informed the gathering that HMA Hamish Cowell had a distinguished record as a diplomat and was in possession of a wealth of knowledge and experience about the markets across the Middle East and North Africa.

Following its recent successful election the country was going through a transition and seeking to strengthen its

ABCC Chairman Rt Hon Baroness Symons, who chaired the discussion, began by outlining some key points to

bear in mind about the market and the min challenges facing Tunisia such as its urgent need to create more jobs for the countryâ&#x20AC;&#x2122;s youth. HMA Mr Cowell began by stressing why Tunisia is regarded as the success story among the countries which went through the Arab Spring because it had achieved stability and had held elections which were seen as a model of democracy. It had adopted a progressive

ARAB-BRITISH CHAMBER OF COMMERCE 87

constitution without major rancour and its successful transition had earned it the plaudit of being named country of the year in 2014 by The Economist.

HMA Hamish Cowell, British Ambassador to Tunisia (left), and Rt Hon Baroness Symons

He conceded that Tunisia had passed through a turbulent period in recent years but that it had been able to forge a strong consensus to adopt a new legal framework for the future with relative ease. The Ambassador believed that Tunisia was now ready to seriously address the economic agenda after forming a working government that had majority support to enable it to take important decisions. The economy remained a key unresolved challenge; it was still recording growth but this was insufficient to guarantee the number of jobs that the country needs and the important tourism sector was seriously damaged by the unrest. HMA Mr Cowell emphasised that human resources were a key asset since Tunisians were generally well educated, but aspirations will need to be met. He stated that the country was becoming more secure and looking to do business with the UK.

He said the UK was becoming far more engaged with the country with the UK government encouraging British business to recognise that it was no longer a closed market to them.

Tunisia was very keen to learn from the British experience and opportunities were emerging in areas such as financial services, tourism, energy, IT and education, he said.

From personal experience, he said that the language barrier was no longer a problem as more Tunisians were familiar with English.

As a gateway for North Africa, Tunisia was a strategic market and had become more important for trade with Libya while problems were unresolved there. The discussion that followed HMA Hamish Cowellâ&#x20AC;&#x2122;s opening remarks focused on Tunisiaâ&#x20AC;&#x2122;s strategic links with its neighbours, its needs for specialist vocational education, the potential privatisations plans. The final message was that Tunisia was keen to do business with the UK and opportunities were emerging across a wide range of sector areas from education, tourism to energy and new infrastructure. The number of British visitors to Tunisia was on the rise, the ambassador stated. In the context of the global competition for investment, the UK and Tunisia cannot ignore each other. In what was a very productive discussion, participants offered suggestions as to how the UK and Tunisia could work closer together on different projects in higher education, language learning, skills training, as well as banking, financial services and the law.

HMA Hamish Cowell in discussion with delegates at the roundtable

ECONOMIC FOCUS CHAMBER NEWS

Mr Jamie Banks, Regional Director, Oil & Gas MENA, Europe, Asia, Australasia, UKTI

Opportunities in Iraq The Chamber hosted a business event, Opportunities in Iraq, on the afternoon of 26 February 2015. The event highlighted the lucrative business that can be carried out in what is an important emerging strategic market. The panel of expert speakers consisted of Mr Jamie Banks, Regional Director, Oil & Gas MENA, Europe, Asia, Australasia, UKTI, Mr David Scott, Export Finance Advisor, UK Export Finance and Mr Colin Brown, Senior Vice President, Risk Management, Olive Group. The seminar was chaired by Mr Abdeslam El Idrissi, ABCC Director of Trade Services. Delegates heard that Iraq offered enormous potential for doing business and for investment across a whole range of sectors. Private sector participation and foreign investors are needed as the country implements new projects for developing and upgrading its infrastructure, housing, transport and communications. As a leading oil producer, Iraq remains highly dependent on this vital resource for a large proportion of its revenues.

Mr Abdeslam El-Idrissi, ABCC Director of Trade Services

However, the country increasingly recognises the need to push forward with diversifying its economy in order to generate new sources of income. While Iraq continues to face challenges, the International Monetary Fund has estimated that there will be a pickup in the economy this year as oil production rises and exports start to increase.

Mr Jamie Banks, Regional Director, Oil & Gas MENA, Europe, Asia, Australasia, UKTI, Mr David Scott, Export Finance Advisor, UK Export Finance and Mr Colin Brown, Senior Vice President, Risk Management, Olive Group

The seminar was seen as being successful in highlighting some of the opportunities available in Iraq and it is hoped that this will encourage more partnership and cooperation between the British and Iraqi business sectors.

ARAB-BRITISH CHAMBER OF COMMERCE 89

Ambassadorial Roundtable on Libya The Chamber hosted a business roundtable with HMA Michael Aron, British Ambassador to Libya, on 21 April 2015, which was chaired by Baroness Symons, ABCC chairman. The meeting was attended by some 25 business executives and ABCC members with an interest in doing business with Libya, including Lord Trefgarne, ABCC Vice Chairman and president of the Libyan British Business Council. The attendees covered sectors such as oil and gas, banking and finance, security, the food industry, education and training and manufacturing. The Ambassador provided an insightful and up-to-date briefing on the political process and economic developments in the country. HMA Mr Aron had been in post since September 2012 and while he believed that the situation in the country had deteriorated the ambassador remained optimistic that a political settlement would be found to establish the long term stability and national unity that Libya needs. Discussion centred on the political stalemate in Libya with regards the government of the country since the removal of the Gadhafi regime and the international negotiations currently taking place to broker a negotiated settlement between the various factions vying for political power. His briefing covered three key topics: 1. The British policy towards Libya over the past three years; 2. The latest round of negotiations towards a political settlement; 3. UK relations with the various major institutions in Libya, namely the central bank, the National Oil Corporation and the Libyan Investment Authority. HMA Aron felt observed that Libya faced a crisis in which no central government was able to exercise control over the entire country. The roots of this problem could be traced to the failure to seriously address the disagreements between the non-Islamist and Islamist

Head of the table from left: Lord Trefgarne, HMA Michael Aron, British Ambassador to Libya, and Rt Hon Baroness Symons

factions in the roadmap for the transition process. As a result militias had grown in strength and were able to claim control over large parts of the country challenging the Army and police. Currently there were rival powers claiming to be the countryâ&#x20AC;&#x2122;s political groups in both Tobruk and Tripoli claiming to be the government, but no-one was able to exercise control over the whole country. The Ambassador stated that the current government in Tripoli was a fraud as it had assumed power after a court ruling rescinding the polling while the government in Tobruk had come to power through election and as such remained the internationally recognised Libyan government. The Ambassador stressed that the only feasible means of resolving the outstanding differences would be through a political settlement leading to a new government of national unity. Libya possessed many strong features that provided a basis for its future wealth and stability as a nation; namely its oil resources and the shared history of the people. Unlike Syria, there was no huge humanitarian crisis in Libya and most of the refugees fleeing to Europe were passing through Libya from other countries. The Ambassador stressed that the central bank was continuing to function

and paying salaries to 90 per cent of the population; food was still being imported into the country and the NOC continued to operate. While its assets were frozen, the Libyan Investment Authority also continued to function. The UK was maintaining contacts with these key organisations, HMA Mr Aron said. Discussions focused on the influence of the business community in helping achieve stability and the importance of education and training for building strong relations. The Ambassador said that many Libyans had been educated in Britain and retained a friendly attitude to the UK. In fact Libyans saw the UK as the country of choice for education. Currently there was a problem with the issuing of visas because of the uncertain situation in the country but the Ambassador said people should look forward to a new political settlement where the visa process could return to normal. The Ambassador warned of the political and financial risks when doing business in Libya and urged companies seeking to carry out projects in Libya to ensure that they had a clear payment method in place before becoming fully committed. The final message was that Libya had immense wealth and offered much optimism for the future but companies should adopt a cautious approach at the present time.

ECONOMIC FOCUS CHAMBER NEWS

H E Mr Yousef Ali Al-Khater, Ambassador of the State of Qatar, Rt Hon Baroness Symons, and Mr Hamad Mohamed Hussein Ali Al-Muftah Counsellor, Deputy Head of Mission, Qatar Embassy (third left)

Business Roundtable with Qatar Ambassador The Chamber hosted a business roundtable with His Excellency Mr Yousef Ali Al-Khater, Ambassador of the State of Qatar, at its premises on 18 May 2015. Dr Afnan Al-Shuaiby, ABCC Secretary General & CEO, expressed her great thanks to the Ambassador for consenting to take part in the discussions which focused on upcoming opportunities Qatar and incentives for businesses and investors. Dr Al-Shuaiby mentioned her recent attendance of the Doha Forum, an international event which had become an important feature of the countryâ&#x20AC;&#x2122;s business calendar. Baroness Symons, ABCC Chairman, introduced the discussion by stating that despite being relatively new in

post, HE the Ambassador had made an impact and was clearly committed to strengthening UK-Qatar relations. The Baroness stated that the UK wanted to assist Qatar in its plans for the 2022 World Cup and was keen to ensure that the event becomes a great success. Members of the roundtable, who all introduced themselves, represented a range of sectors such as financial services, law, consultancy, oil and gas, chemicals, real estate, hotels and private transport services. Leading executives from Shell UK, the government of Jersey, the Greater London Authority

and Qatar Financial Centre were present. Beginning his presentation, H E Mr Yousef Ali Al-Khater welcomed the opportunity to meet with executives from the leading companies and stressed the value of UK-Qatar relations of which commercial links formed a central place. He stated that as a developing and expanding country, Qatar required assistance from experts which it hoped to attract from its closest partners such as the UK. The Ambassador went on to explain that there were many new infrastructure

ARAB-BRITISH CHAMBER OF COMMERCE 91

projects being launched for which Qatar was keen to attract participation. He emphasised that Qatar was introducing new legislation to protect the rights of investors and employees working in the market. He went on to explain the incentives available for investors and distributed a detailing briefing paper to all the attendees that the embassy had prepared. The Ambassador highlighted a number of new projects where there were opportunities such as roads, stadiums, the Doha Metro and new infrastructure in the oil and gas sector. He mentioned that the public authorities related to the Ministry of Industry in Qatar were always ready to assist investors and in this regard he mentioned the QFC which had a representative present at the roundtable. The Qatar Ambassador made a particular mention of the Qatar Science Park which operated as a free zone to attract innovators into the country. Furthermore, he mentioned that the Qatar-Bahrain Causeway project would soon be implemented. Concerning the World Cup related projects, H E the Ambassador stated that

H E Mr Yousef Ali Al-Khater, Ambassador of the State of Qatar, and Rt Hon Baroness Symons (right)

Qatar was planning eight stadiums to be completed by 2020, two years before the actual event. Companies with the right expertise and technology were being sought to assist in the implementation of this new infrastructure. Another area where Qatar was seeking partners with the relevant expertise was in upgrading its computer security network.

Thanking the Ambassador for his thorough briefing, Baroness Symons invited questions from around the table. Attendees raised issues concerning clarity of timelines for projects, whether any new contracts were to be launched, the impact of falling oil prices cooperation with the UK in the training of Qatari engineers, partnership in the healthcare and education sectors and environmental legislation. In summing up, H E Mr Yousef Ali Al-Khater, the Qatar Ambassador, emphasised that Qatar was on course to implement its projects and had taken account of the fall in global oil prices. He also stated that clean air and a clean environment were priorities for Qatar as its economy developed and diversified. Addressing the attraction of Qatar investment into the UK economy, the Ambassador stressed the importance of both public investors and the increasing number of individual investors who were attracted to the London real estate market.

Networking before the roundtable: Rt Hon Baroness Symons (centre) with Abdeslam el-Idrissi (third right)

In conclusion, Baroness Symons welcomed the positive discussion and highlighted the role that the Chamber was able to play in introducing potential Qatar investors to the opportunities that were available in the UKâ&#x20AC;&#x2122;s key regional cities and in Scotland, Wales and Northern Ireland.

ECONOMIC FOCUS CHAMBER NEWS

ABCC takes part in Going Global More than 3,000 delegates attended Going Global at ExCeL, London across the two days of 13 and 14 May 2015. Prysm Group’s Going Global Live saw its reputation continue to ascend to new heights as over 3,000 business professionals flooded through the ExCeL doors to attend the two-day exhibition on 13 and 14 May. It was an incredible showcase of the international opportunities for British businesses targeting overseas growth and trade and truly established itself as Europe’s leading show for expanding your business overseas. The Arab British Chamber of Commerce was one of the many exhibitors at the event and can report considerable interest in its services and publications from visitors to the exhibition. Copies of the Chamber’s magazines and other material were quickly picked up. Mr Abdeslam El-Idrissi, ABCC Director of Trade Services, also participated in a seminar on doing business with the Arab countries as part of the talks programme that formed part of Going Global. With partner support from UK Trade & Investment, Qatar Financial Centre Authority, the Institute of Export and Made in GB – among others – the event proved its effectiveness in helping UK SMEs grasp the international business initiative. Organisers stated that 3,128 visitors descended on the ExCeL Centre to attend the two-day exhibition and conference to be greeted by an allinclusive array of exhibitors, education and opportunities. The conference schedule was packed with information, insight and advice with 80 seminars across four seminar halls, featuring the likes of Lesley Batchelor, OBE, Director

Mr Abdeslam El-Idrissi, ABCC Director of Trade Services, speaking at Going Global

General, Institute of Export; Dan Waldschmidt, Global Business Consultant working in over 13 countries; and Souad M Al Hosani, Best Female Business Service Provider in the UAE 2015, Nexus Business Services. The UKTI Hall and Lounge was also a hotspot as visitors could speak to International Trade Advisors to work out the best ways to start exporting with unbiased, professional guidance as well as network with other businesspeople looking to expand internationally. The Qatar Financial Centre Authority also sponsored the show and had an incredible amount of interest One of the exhibitors was the Institute of Export, which commented, “Going Global is still the best event we do! The quality of visitors to our stand is

unrivalled and we will always be happy to partner with the show.” Going Global Event Director, Simon Chicken, stated: “With last week’s event being an overwhelming success, Going Global Live is going from strength to strength. We make every effort to present our exhibitors with highly relevant visitors and last week’s attendees were more tightly targeted than ever. The result was a fantastic feeling of inspiration and industry throughout the event. We’re already planning how to improve the show for its return to Olympia in 2015’. Going Global returns to Olympia, London on the 3 and 4 December 2015. For further information see www.goinggloballive.co.uk

ARAB-BRITISH CHAMBER OF COMMERCE 93

H E Nasser Ahmed Kamel Ali, the Egyptian Ambassador, Rt Hon Baroness Symons and Sir Nadhmi Auchi (second right)

Egypt Ambassadorial Roundtable The Chamber held a successful business roundtable with the Ambassador of the Arab Republic of Egypt on 2 June 2015 in order to focus on new opportunities for business and investment in the country. Dr Afnan Al-Shuaiby, ABCC Secretary General & CEO, welcomed His Excellency Nasser Ahmed Kamel Ali, the Egyptian Ambassador, and introduced him to the invited guests drawn from a wide range of key sectors who were keen to discuss how to do business with Egypt. Rt Hon Baroness Symons, ABCC Chairman, remarked on the current economic revival that the country was undergoing which was being driven by large-scale projects such as the new Suez Canal development.

She hoped that the roundtable would be able to identify how UK firms can help to make Egypt’s enormous potential become a success. The sectors represented at the roundtable included banking, financial services, Islamic finance, trade finance and logistics, construction, real estate, hotels and tourism, transport, freight and shipping, media and communications. H E Nasser Ahmed Kamel Ali began his overview of his country’s economic

developments by stressing that it had successfully emerged from a difficult few years but was now forging ahead with the adoption of an ambitious roadmap for growth. The Ambassador said that a new investment law had been ratified which removes obstacles to foreign investment under which a one-stop shop approach has been given the authority to take decisions and will help investors by streamlining procedures. He explained that Egypt’s previous continued page 94

ECONOMIC FOCUS CHAMBER NEWS

from page 93

Top of the table: H E Nasser Ahmed Kamel Ali, the Egyptian Ambassador, and Rt Hon Baroness Symons (right)

economic model had achieved growth but it had not addressed the important social dimensions, such as the need to create enough opportunities for the one million young people who come onto the country’s job market each year. Egypt was now committed to fostering inclusive growth and was adopting new social programmes to improve the conditions of the Egyptian people. It was also improving efficiency and reducing waste in the economy by moving away from a cash transactions and reforming the subsidy system. In particular, the Ambassador explained the country will be spending more on healthcare and education following the commitments outlined in the new constitution. This attention to healthcare and education reflected the fact that human development was now seen as a key to Egypt’s future success. World perceptions of Egypt were now improving as is indicated by the upgrading that its economic outlook had received from leading ratings agencies such as S&P, as well as the positive assessment of the IMF.

H E Nasser Ahmed Kamel Ali pointed to the success of the recent economic development conference in Sharm El-Sheikh which had attracted governments from around the world and corporate leaders. Many new projects were agreed and unveiled during the conference which also saw new pledges of funding from the Gulf States. Egypt was now able to offer promising opportunities in the energy sector, which was opening up to private investment, and where new power generation and gas exploration initiatives have been announced, as well as in the area of renewable energy. The new Suez Canal project was a flagship initiative that had been carried out to schedule and had been launched through raising local funds, which had been oversubscribed, a real indication that the Egyptian people were keen to invest in their country. This project was planned to stimulate economic activity around the Suez region in what the Ambassador described as “three mega clusters”,

namely industry, services and logistics, whose ultimate aim was to create between three to five million jobs. The strength of the IT industry is seen in the widespread use of internet among Egyptian consumers. Cairo had its own successful ‘smart village’ for developing high-tech businesses. Egypt was seeking to learn from the experiences of Asian economies such as Singapore which had a record of success with their dynamic IT and technology industries. The discussion concentrated on issues such as the impact of regional security on Egypt, the widening role of the private sector in healthcare, financial policies and changes to the arbitration system available to companies working in the market. The clear overall message from the proceedings was that British firms are very welcome partners for Egypt as it moves forward to achieve sustainable and inclusive economic growth. The Ambassador thanked the ABCC for continuing with its active engagement in promoting Arab-British trade.

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ECONOMIC FOCUS CHAMBER NEWS

New members of the chamber Arabian Perfect Company Limited Eastern Province King Fahad Street 31992 PO Box 81 Al Hassa City Kingdom of Saudi Arabia Tel: +966 1 332 88883 Email: mohdowair@gmail.com Website: www.imaginapc.com Contact: Mr M Alowair Director of Foreign Trade Activities: General trading, marketing, import & export and contracting

Art Antiques Design Limited 78 Cornmow Drive London NW2 1BB Email: elliot@art-antiques.design.com Website: www.art-antiques-design.com Contact: Mr E Lee CEO & Editor in Chief Activities: Art, antiques and design dealer and expert

British American Tobacco Middle East 37th Floor JBC 3 Jumeirah Lakes Towers Dubai UAE Tel: +971 4 365 9500 Email: Sulaiman_Beydoun@bat.com Website: www.batme.com Contact: Mr S Beydoun Arabian Gulf Regulatory Affairs Manager Activities: A part of the international tobacco group with brands sold in more than 180 markets

Bureau Veritas Sa

Dewhurst UK Manufacturing Ltd

66 Prescot Street Kingsfield House 5th Floor London E1 8HG Tel: +44(0)20-7550 8956 Email: sue.rossenrode@ uk.bureauveritas.com Website: www.bureauveritas.co.uk/GSIT Contact: Ms S Rossenrode Inspection Manager UK Activities: Trade facilitation, cargo surveyors, inspection and audit services, certification, consulting, testing and analysis

Unit 9 Hampton Business Park Hampton Road West Feltham TW13 6DB Tel: +44(0)20-8744 8210 Fax: +44(0)20-8744 8299 Email: ddewhurst@dewhurst.co.uk Website: www.dewhurst.co.uk Contact: Mr D Dewhurst Managing Director Activities: Manufacturer of lift components

Butterfield Trust (Guernsey) Limited PO Box 25 Regency Court, Glategny St Peter Port Guernsey GY1 3AP Tel: +44(0)148-171 1521 Fax: +44(0)148-172 8665 Email: susan.martel@ gg.butterfieldgroup.com Website: www.butterfieldgroup.com Contact: Mr J Morris Head of Wealth Structuring Activities: Full service community bank and provider of specialised international financial services, wealth management, fiduciary services and corporate structuring

CITI Limited Lovat Bank 37 Silver Street Newport Pagnell MK16 0EJ Tel: +44(0)1908 283600 Email: NSylvester@citi.co.uk Website: www.citi.co.uk Contact: Ms N Sylvester Business Development Activities: Consulting and training

DI Design & Development Consultants (UK) Ltd 20-22 Stukeley Street London WC2B 5LR Tel: +44 (0) 207 0922 700 Fax: +44 (0) 207 0922 799 Email: london@designinternational.com Website: ww.designinternational.com Contact: Mr L Cappuccitti Head of Global Business Development Activities: Global architectural practice

Elite International Assets 20 Hanover Square London W1S 1JY Tel: +44(0)20-37005 262 Email: info@elite-ia.com Website: www.elite-ia.com Contact: Ms L Irshaid Al Taher Country Manager UK Activities: Support services for international enterprises, franchises and new ventures in the Middle East and emerging markets; property and real estate; and training

Grange & Castle Solicitors Limited Samonsâ&#x20AC;&#x2122;s Castle 209-210 Grange Road, Nr Tower Bridge London SE1 3AA Tel: +44(0)20-7967 7070 Fax: +44(0)20-7967 7077 Email: carlharding@ grangeandcastlesolicitors.com Website: www.grangeandcastlesolicitor Contact: Mr. C Harding LLB Senior Fee Earner Activities: Legal experts in commercial and company law, civil litigation, commercial property law, property law and personal injury law

Hewlett Packard HP International Trade Al-Faisaliah Tower 5th Floor Riyadh 11596 Kingdom of Saudi Arabia Tel: +966 11 282 7555 / 7475 Fax: +966 11 282 7444 Email: jason.mcmillan@hp.com Website: www.hp.com Contact: Mr J McMillan General Manager Activities: Manufacturer of laptops, computers, printers and IT equipment

Intertek International Limited Academy Place 1-9 Brook Street, Brentwood CM14 5NQ Tel: +44(0)1277-223304 Fax: +44(0)1277-220127 Email: mimi.nwidobiemichaels@ intertek.com Website: www.intertek.com Contact: Mrs M Michaels Sales Manager Activities: Testing, inspecting, certifying of products and related services; quality assurance, inspection agent, certification of conformity and training

Lessore Solutions Limited 4 Ching Court Monmouth Street, Covent Garden London WC2H 9EY Tel: +44(0)20-7379 4323 Email: katharina_schnalle@ dalecarnegie.com Website: www.dalecarnegie.co.uk Contact: Ms. K Schnalle Business Consultant Activities: Staff training and leadership development

ARAB-BRITISH CHAMBER OF COMMERCE 97

McFarlane Telfer Limited

RAK Investment Authority

B5 Westacott Business Centre Maidenhead SL6 3RT Tel: +44(0)162-882 2598 Fax: +44(0)162-882 8796 Email: chris@mcft.com Website: www.mcft.com/ www.McFT.ae Contact: Mr C Craggs Managing Director Activities: Commercial catering and refrigeration equipment maintenance

PO Box 31291 Ras Al Khaimah UAE Tel: +971-7-2068 666 /678 Fax: +971 (0)7-24-34-464 Email: Smail.A@rakinvestmentauthority.com Website: www.rak-ia.com Contact: Mr S Abdelaziz Associate Manager Activities: Free Zone and Non-Free Zone facilities for industrial and business investors

Navsat International Trade Limited Suite-3 First Floor 31 Church Road The Atrium Ashford TW15 2UD Tel: +44(0)178-425 8310 Fax: +44(0)178-425 1100 Email: ilyascima@gmail.com; milyas@ navsatinternational.com Website: www.navsatinternational.com Contact: Mr M Ilyas Business Development Manager Activities: Supplier of equipment and spares for international airports from conveyer belts to escalators and radar equipment

Newsdesk Media Limited 184 - 192 Drummond Street London NW1 3HP Tel: 0207 6501600 Fax: 0207 6501616 Email: info@newsdeskmedia.com Website: www.newsdeskmedia.com Contact: Mr R Linn CEO Activities: Contract publishing

Olive Group PO Box 502356 Dubai UAE Tel: +971 4 360 0883 Email: cstgeorge@olivegroup.com Website: www.olivegroup.com Contact: Mr C St George Co-Chairman Activities: Services for the energy, national security and critical infrastructure sectors

Red Hill Trading Ltd Redhill House Claverley Wolverhampton WV5 7DH Tel: +44(0)1746-710 890 Fax: +44(0)20-7117 1012 Email: jon@rhtrd.com Website: www.rhtrd.com Contact: Mr J Robinson Director Activities: Suppliers of bearings, gearboxes and ancillary equipment

Residential London 15 Stratton Street London W1J 8LQ Tel: +44(0)20 3176 0594 Email: simon@reslon.co.uk Website: www.reslon.co.uk Contact: Mr S Kyriacou Director Activities: Property consultants specialising in real estate prime Central London locations

Royal Ruby PO Box 62990 Abu Dhabi UAE Tel: +971 2 6670550 Fax: +971 2 6670556 Email: mk.alhamed@royalrubygroup.ae Website: www.royalrubygroup.ae Contact: Mr M Bin Khalid Al Hamed Activities: Representation and assistance for international companies to establish in the UAE

continued page 98

ECONOMIC FOCUS CHAMBER NEWS

from page 97

RSK Group Plc

The Collection Acquisitions LLP

17 Chester Road Cheltenham GL53 7LA Tel: 01928 726006 Fax: 01928 725633 Email: communications@rsk.co.uk Website: www.rsk.co.uk Contact: Mr S Mills Company Secretary & General Counsel Activities: Multidisciplinary environmental consultancy providing environmental, health and safety support services

17 Grosvenor Hill London W1K 3QB Tel: +44(0)20-7629 4200 Email: info@thecollectionllp.com Website: thecollectionllp.com Contact: Ms C Takla Managing Partner Activities: London property buying consultancy

Touchline FZ LLC 4th Floor Pink Building TwoFour54 Media Zone Abu Dhabi UAE Tel: +971 (0)22 344 598 Email: leonard@touchline.ae Website: www.touchline.ae Contact: Mr L Stall Group CEO Activities: International content agency and client publisher for governments and blue chip organisations

Totus Capital 50 Farringdon Road London EC1M 3HE Tel: +44(0)800-542 6789 Fax: +44(0)870-746 2020 Email: sabina.sultanova@totus.com Website: www.totus.com Contact: Ms S Sultanova Client Relationship Manager Activities: Financial advice, wealth management, investment services, mortgages, insurance, banking, tax and accounts

TPP (The Phoenix Partnership) Mill House Troy Road, Horsforth Leeds LS18 5TN Tel: +44(0)113-2050083 Fax: +44(0)113-2050081 Email: internationalenquiries@tpp-uk.com Website: www.tpp-uk.com Contact: Ms C Ball Director â&#x20AC;&#x201C; Middle East Activities: Innovative and integrated IT and software designed to transform healthcare

Tidy Technology Solutions 71B High Street Stony Stratford Milton Keynes MK11 1AY Tel: +44(0)1908 760017 Email: info@tidytechsolutions.co.uk Website: www.tidytechsolutions.co.uk Contact: Mr C Bartlett CEO Activities: IT support & telecoms, IT helpdesk, hosted desktop solutions, consultancy, infrastructure and hosting, software, broadband, cabling and IT backup solutions

Universal Securities and Investments Suite 406 162-168 Regent Street,The Linen Hall London W1B 5TB Tel: +44(0)20-3327 7780 Fax: +44(0)20-3014 7636 Email: info@universalsi.com Website: www.universalsi.com Contact: Mr M Qureshi Business Development Manager Activities: Financial services specialising in the UK-Middle East markets: foreign exchange, equity brokers, pre-paid cards international payments; Prepaid Pilgrim Card aimed at the Hajj and Umrah pilgrims

University of Salford The Crescent Salford M5 4WT Tel: +44 (0) 161 295 6347 Email: s.d.waterworth@salford.ac.uk Website: www.salford.ac.uk Contact: Stephen Waterworth International Business Development Activities: Institution of higher education with links to the MENA region

Wembley National Stadium Limited PO Box 1966 Wembley HA9 0WS Tel: +44(0)20-8795 9675 Fax: +44(0)770-292 Email: jerome.golding@ wembleystadium.com Website: www.wembleystadium.com/ clubwembley Contact: Mr J Golding Marketing Executive Activities: Runs the famous national stadium; subsidiary of the Football Association

Y International (UK) Limited Unit 3 Junction 6 Industrial Park 66 Electric Avenue Birmingham B6 7JJ Tel: +44(0)121-326 9050 Email: noufalrahman@yinternational. uk.com Website: www.yinternational.uk.com Contact: Mr N Rahman General Manager Activities: Sources and exports UK food and non-food to its group owned retail/ wholesale business across Middle East and India; a subsidiary of LuLu Group International

Associate Members Mr Michael Solomon Hillgrove, 22 Wembdon Rise Bridgwater, TA6 7QZ Tel: +44(0)1278 457026 Email: mikesolomon@btopenworld.com Mrs Konstantina (Nadia) Roumeliotou-Iglezi CEO Eolou 4, 116 73 Voula, Athens, Greece Tel: +30 694 4 516190 Fax: +30 210 6410 139 Email: nadia.iglezi@beta.gr

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Livelihood Thirty two year old Asmaa from Iraq is a widow and a mother of three children. With a lack of ďŹ nancial support, she struggled to provide for her family. However, through a sewing course facilitated by Muslim Aid, Asmaa has developed new skills, enabling her to provide an income and meet the essential needs of her children. She hopes to continue to use her skills to help more women like herself.

Iraq Muslim Aid Bosnia and Herzegovina initiated the Mini Dairy Farm project in 2011 to support beneďŹ ciaries living in rural areas to improve their economic livelihood. The project involved setting up four mini farms for milk production for eight families. In addition, Muslim Aid donated baby calves to the disadvantaged local families who could utilise them to provide further support.

Bosnia

As part of this project, Muslim Aid also organised a free skills training course in modern milk production, available to all beneďŹ ciaries.

Projects

working at their best

Bangladesh Before working as a seamstress, Mahinoor struggled to survive. Her husband barely made enough money to support the family and the nearby water resource was contaminated. In order to wash and drink clean water she had to walk miles to the nearest well. Luckily, with a Muslim Aid interest-free microďŹ nance loan, she was able to turn her life around. She borrowed money and bought herself a sewing machine. Once she started to work as a seamstress, orders for tailoring began to increase and her income grew.

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

LEARNING AND DEVELOPMENT

The value of a quality MBA has never been more important

By Andrew Main Wilson, Chief Executive of AMBA - The Association of MBAs Since its inception in the late 19th century, business education has grown from being a niche field of scientific management from an academic perspective to becoming the MBA, the preeminent post-graduate qualification it is possible to obtain. From a modest beginning at Harvard Business School in 1908, there are now tens of thousands of MBA programmes available from thousands of Business Schools located around the globe. With an ever-increasing number of MBA programmes offered, it is becoming even more important that potential MBA students know that the programme they choose is of a very high standard, but also that the school also produces quality MBA graduates. With that in mind, the mission of AMBA, the Association of MBAs, is a simple one – to inform, connect and develop the global MBA community and set the international standard for accrediting MBA, DBA and MBM programmes. Established in 1967 by a like-minded group of business graduates with the aim of raising the profile of business education and the MBA qualification in the United Kingdom and Europe, AMBA is now the authoritative voice on postgraduate business education. Based in London, but with ties with major Business Schools and employers across the globe, AMBA currently accredits programmes in 227 schools in 70 countries worldwide. The AMBA ethos is built around four pillars: 1. To support our exclusive global network of MBA students and graduates 2. To deliver a world class accreditation service 3. To strengthen our collaborative relationship with our accredited business schools 4. To engage with key employers of MBA graduates With these strategic objectives in mind, AMBA’s reputation continues to grow and is now firmly recognised as the only global MBA-specific accrediting body with Business Schools in Europe, North America, South America, Asia, Oceania, Africa and the Middle-East. These include The American University in Cairo, Ecole Hassania des Travaux Publics in Casablanca, King Abdulaziz University in Jeddah and the Mediterranean School of Business in Tunis. These four schools have forged strong

partnerships with a substantial number of our schools in other regions, and their progressive and innovative programmes mean that we are proud to accredit them.

Our members AMBA membership comprises of three key sources – MBA students, MBA graduates and accredited Business Schools. Our elite network connects the brightest minds with guaranteed world class education across the globe. Over 40,000 MBA students enrolled at AMBA Accredited Schools last year, with the highest percentage (28%) based in Europe, followed by Asia (27%), and Latin America and the Caribbean (22%). The world of MBA executive education is becoming increasingly global and growing rapidly. AMBA understands customer value and is able to respond to this rapidly changing business environment by offering support with access to MBA-specific careers, networking and knowledge services. AMBA accreditation represents the highest standard of achievement in postgraduate business education and fewer than 2% of programmes in the world meet our stringent requirements. An assurance of quality, AMBA Accreditation only takes into account the MBA programme as a standalone product. Each Accredited Business School must satisfy strict criteria to achieve and maintain AMBA Accreditation. Prospective Business Schools must go through a complex process, which normally takes at least a year to complete, but guarantees a quality programme for prospective students and international recognition for the Business School. The added value Business School leaders place on the international recognition provided by AMBA is an essential differentiator in a competitive market. The same is true for MBAs. In an increasingly competitive global world, the value of a quality MBA has never been more important. An MBA from a quality AMBA Accredited school, which offers a globally oriented curriculum, an international faculty of highly-experienced and highly-qualified business educators teaching it, and a talented cohort of students from all over the world with experience from many different sectors, provides students with practical business education experience that is unsurpassable. continued page 104

The history of Ashridge dates back nearly 800 years and is one of Britain’s oldest business schools. It is recognized as one of the leading business schools in the world, focusing on developing experienced global leaders and organizations. Globally, Ashridge Business School works with over 6,500 managers every year, from 850 organizations in 60 countries. Our executive assessment and development projects are underpinned by cutting edge research, and are led by faculty who combine both academic depth with practical business experience. Regionally, Ashridge has over 20 years’ experience in the Middle East, designing and delivering senior leadership assessment and development projects. These include: Customized Executive Education Programs – designed and delivered to meet specific organization needs

Organization Development Consultancy – working with organizations to develop and execute new strategies that bring about significant change

Open Executive Education Programs - management, leadership, strategy and practitioner programmes for leaders and professionals

Coaching – On-going support of leaders and teams

Psychometric Services - cutting edge tools to understand individual and team development

Degree Programs – Post-Graduate Certificate, Diploma, Masters and Doctorate degree programmes

Web-based and Virtual Learning – aiding individual learning and developing organization specific content

To discuss how we can work with you, please Contact: Rory Hendrikz, Director, Ashridge Middle East Tel: +9714 4395655 Email: rory.hendrikz@ashridge.org.uk www.ashridge.ae

Ashridge Business School Middle East Branch Masdar, Abu Dhabi and Internet City, Dubai United Arab Emirates Tel. +971 (0)4 4395 655 / 632 www.ashridge.ae

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL from page 102

Accreditation

Research

AMBA Accreditation is an assurance of quality earned only by the best programmes and has the broadest global reach of any Accreditation Organisation. The benefit of Accreditation touches all areas of the business world, from students and Business Schools to employers and graduates.

The research we undertake is highly important, both for the organisation and all our stakeholders. It develops our global reputation as the authority on postgraduate management education. It also influences our strategy, our accreditation criteria, our business schools’ programmes and our thought leadership articles concerning business education.

Students: Accreditation is an assurance of quality For students, the decision to take an MBA represents a major commitment, both in terms of time and money. In a crowded and complex market, AMBA accreditation provides a reliable list of meticulously tested programmes and ensures that students’ investments are rewarded with the finest business education available, which will have a demonstrable impact on their careers.

Employers: Acquiring future business leaders Employers looking to acquire the best managers and future business leaders know that graduates of an AMBA-accredited programme have received the highest quality and most relevant management education. To recruit a graduate from one of AMBA accredited programmes is to recruit top talent.

Business Schools: International credibility and status Accreditation gives business schools international credibility and status. There are approximately 20,000 Educational establishments offering MBA programmes around the world, but only a small percentage of these would achieve accreditation if they were submitted to AMBA’s rigorous criteria. Accreditation by the Association of MBAs identifies the top programmes globally. The developmental nature of AMBA accreditation process often helps business schools spot potential shortcomings in their programmes, and their comprehensive and consultative report outlines recommendations for improving provision in the future.

Graduates: Connecting with individuals from the best global MBA programmes AMBA Membership means that MBA Graduates can network with one another, knowing that they are connecting with individuals from the best global MBA programmes. AMBA member services provided to graduates from AMBA accredited business schools include careers support, job portals, networking opportunities, access to the latest research, and CPD events and training. MBA graduates know that AMBA accreditation opens doors and opportunities for them.

Key priorities Over 40,000 MBA students graduate from our accredited schools each year, and one of our key strategic priorities is to fully support our graduate members during subsequent stages of their careers, helping them network with fellow MBAs and to link them with employers worldwide. They will champion the quality of AMBA accredited schools to future generations of high calibre, high potential MBA candidates. Our graduates appreciate more than anyone that AMBA Accreditation is a prestigious accolade.

Over the years we have released a number of reports that have been hugely informative and valuable to our stakeholders. Reports such as ‘The Value of an MBA: An Employer Perspective’ and the ‘Intake and Graduation Report’ which demonstrated the shift of the MBA to a more global degree. Adding to our regular reports, a series of surveys and reports are also underway such as the Careers Survey and the latest in the series of ‘Intake and Graduation’ which will ensure we continue to inspire global excellence.

Events As the global thought leader in business education, AMBA hosts over 50 events each year. In a continuing effort to cover all facets of the MBA, our events have something for everyone. Our Accredited MBA Fair provides an opportunity for prospective MBA students to get the best information and advice from leading Business Schools, while our Refresher and Webinar events series provide a platform for continued leaning opportunities. For the benefit of Business Schools, AMBA events offer opportunities for school marketers, admissions officers, recruiters and Deans and Directors to network with international colleagues while taking part in active discussions and interactive workshops. As part of its global strategy, AMBA continues to host Deans and Directors Conferences throughout the world. Our previous Deans and Directors Conferences were held in Europe (Paris), Latin America (Cancun) and Asia Pacific (Auckland). The events brought together over 300 Deans and Directors, representing the vast majority of our schools, to network, discuss and plan key future initiatives to shape MBA Curricula, Faculties and Cohorts and to better serve future generations of MBA students. Another key priority that AMBA focuses on is the future of MBA graduates. Utilising our established reputation and a vast network of major multinational employers, AMBA is able to regularly host Careers Fairs and Employers Forums which feature the best prospects for employers and outstanding career options for graduates. Multinationals such as Accenture, Bloomberg, Amazon, GE, KPMG, Oracle and Microsoft have all exhibited at our Careers Fairs and are guaranteed to meet globally aware and both academically and professionally accomplished attendees who bring an average of eight years of work experience. These highly talented MBAs, who are culturally, geographically and professionally diverse, represent a powerful talent pool of tomorrow’s brightest future business leaders. For more information on the Association of MBAs and the services it offers, please visit www.mbaworld.com.

ARAB-BRITISH CHAMBER OF COMMERCE 105

Be exceptional leadership programmes. THE HENLEY WAY.

leadership development At a recent leadership conference chaired by Martin Jalili, Henley Business School, 30+ senior GCC-based HR managers met to discuss their organisation’s leadership challenges. Speakers included Paul Green, Director, Oxford Strategic Consulting, and Professor Nick Holley, Director of the Henley Centre for HR Excellence, who summarised the latest research:

• The goal is to develop leadership that makes positive improvements, with regional context. • It’s a mindset, not just a course, and must be grounded in individual self-awareness and an individual’s flexibility in adapting to new contexts. • We must measure the impact leadership has on addressing the region’s challenges, not measure leadership development.

HEN_3064 Exec Ed Arab Advertorial v6 KD ARTWORK.indd 1

Profit Profit from from knowledge knowledge We’ve been We’ve atbeen the forefront at the forefront of business of business education education since 1966. sinceOur 1966. MBA Our and MBA Masters and Masters programmes programmes are are consistently consistently ranked ranked among among the best: thewith best: a decade with a decade of tripleofaccreditation triple accreditation and ourand research our research excellence excellence (1st in Scotland, (1st in Scotland, top 10 UK: top REF 10 UK: 2014), REF perhaps 2014), perhaps that’s that’s no surprise. no surprise. Whether Whether you study youinstudy Scotland in Scotland or in one or in one of our four of our centres four centres in UAE, in Bahrain UAE, Bahrain and Oman, and you Oman, canyou can be assured be assured of a quality of a quality education education from one from of the onebest of the best business business schoolsschools in the world. in the world. Excellence Excellence is our bottom is our bottom line. line.

www.strath.ac.uk/business www.strath.ac.uk/business

• HR must address regional challenges, not just sell leadership development solutions, and must facilitate the development of leadership, not just create programmes. For more information please visit www.henley.ac.uk or contact Henley’s ME Strategic Partners, martin.jalili@henley.ac.uk or phone +9714 390 1900.

2015-06-12 18:09:44

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

Demand for talent drives business education in the Middle East

Randa Bessiso, Director Middle East, Manchester Business School There is no doubt that there is an increasing recognition of the need to improve skills in order to achieve the ambitious plans to diversify and create knowledge economies in the region, with education and training & development as key enablers. The demand for the MBA amongst working professionals in the region remains as strong as ever â&#x20AC;&#x201C; this is clearly demonstrated by our part-time Global MBA programme, on which we enrolled over 100 top quality new students in our last intake, in January 2015. This demand has been sustained since we opened Manchester Business School Middle East Centre in Dubai Knowledge Village, UAE, in 2006; today, the MBS Middle East Centre is the largest and fastest growing in the MBS international network of seven centres. We support more than 1,800 students of more than 95 nationalities. In fact, the Middle East Centre accounts for more than 50% of all the part-time MBA students at MBS, worldwide We strongly believe in the future of business education in the region. Our recent launch of a new Global Executive MBA (GEMBA) programme, the work we are doing with our Talent Management Partnership clients in the Middle East, and the forthcoming launch of new executive education programmes in

2016, all reflect this high degree of confidence. Vocational education, executive education and general business education will all play a vital role in ensuring continued access to a highly trained workforce and in maintaining competitive, world-class skills as the region grows and continues to diversify. The influx of professionals into the region will also drive demand for post experience education with employers being put under pressure to acquire and retain top talent and skills. A recent LinkedIn survey put the UAE at the top of the list of preferred countries for migrating professionals looking for opportunities and a high standard of living. We believe that world class business schools help attract these top executives to the region and help retain them by providing world class development opportunities, especially in Dubai. Dubaiâ&#x20AC;&#x2122;s regional business hub status creates other opportunities; for example, MBS has been able to build very effective collaborations with the regional professional organisations that also choose to operate from Dubai, such as the IMA and ACCA. Our MBA workshops in Dubai are the largest organised by MBS anywhere in

the world and attract large numbers of our students who choose to come to Dubai for their MBA workshops, as an option to their home centre. This is a real testament to the strong level of international interest in Dubai amongst businesspeople around the world. The region is very receptive to new ideas. As a global business school, MBS is at the forefront of business education and we are always looking to innovate to meet the needs of our students. For example, the new Global Executive MBA (GEMBA) programme aims to act as a springboard to the boardroom for the most senior executives looking to become business leaders. The litmus test of our success is the quality of our MBA students in the region, which is impressive; around 30% of our students are already in c-level and senior management positions and around 10% already educated to Masters level. However, the role of a business school is not just to teach; MBS has just embarked on the first research programme to identify the drivers and barriers to creativity and innovation in the cultural context of the GCC, which will break new ground and create new knowledge.

The Global Executive MBA (Part-time)

Transform your career without putting it on hold.

One programme. Twenty months. Lifetime of diﬀerence.

–

At least 4 years’ experience required, with strong career progression

– Our most senior MBA – 8 years’ leadership experience required

–

2 years of world class teaching and a 6 month live company project

– Innovative structure and teaching methods

–

A ﬂexible MBA with residential workshops up to 3 times a year

– Become the ‘whole executive’ – transform the way you think about business and yourself

–

Specialist learning pathways – Engineering, Projects & Finance

–

Take electives at any of our 7 global centres in year 2

–

Average 92% salary increase 3 years after graduating*

–

A top-ranked MBA – 35th in the world, 5th in the UK and 12th in Europe*

–

9th in the world for aims achieved, with 84% of MBA alumni achieving their aims*

*Financial Times Global MBA Ranking 2015

– Cohort hand-picked from across the world – 4 global workshop residencies at our centres in Manchester, Shanghai, Dubai and Miami, 2 electives at any of our 7 global locations, and a ﬁnal summative conference in Manchester – GEMBA+ customisable extra-curricular experiences to help you become your absolute best – Executive performance coaching, high proﬁle events, company treks and CEO panels

Part of 1% of business schools with triple accreditation from AACSB, AMBA & EQUIS.

Manchester Business School Global MBA Programmes, The University of Manchester, Middle East Centre, Oﬃce F-16, Block 2B, Dubai Knowledge Village Email: mba@mbs-worldwide.ae | Tel: +971 (0)4 446 8664 | www.mbs-uae.ac.ae

Licensed by the Knowledge and Human Development Authority. The academic qualiﬁcations granted by this institution and certiﬁed by the KHDA shall be recognised in the Emirate of Dubai by all public and private entities for all purposes.

Part of a University that is home to 25 Nobel Prize winners.

Miami

Hong Kong

Manchester

São Paulo

Shanghai

Dubai

Singapore

The Global MBA (Part-time)

ECONOMIC FOCUS CHAMBER NEWS

Student: Ebanan Aldarweesh – Saudi Arabia, MA Special and Inclusive Education

TOP MODERN UNIVERSITY IN LONDON* A modern university but with a distinctive collegiate history, The University of Roehampton has been providing education through its colleges for more than 170 years. We are known for our rich educational history, traditional campus experience, highquality teaching and world-class research and a strong focus on student support. At Roehampton, we believe in the power of education to transform lives and communities, we are committed to driving the integrity and potential of individuals, and we have a passion for the highest standards of education. University of Roehampton is internationally recognised for its research, our vibrant research culture attracts students from all over the world and boasts one of the most diverse student communities of any university in the UK with over 140 nationalities represented.

We also pride ourselves with over 92% of our graduates are in employment or further studies within six months of graduation, this is one of the best rates in London “Studying in London has allowed me to develop not only my academic, but also my personal and social skills. Roehampton is special. It has a peaceful atmosphere and the staffs are supportive. As a Muslim, I appreciate the respect of our religion and the way a prayer room is provided. I have made a lot of exceptional friends from different cultures. With them my experience has been amazing” Contact us now (quoting ABCC001) to find out more, email international@roehampton.ac.uk or call +44 (0)20 8392 3232. To apply direct please visit our website www.journeytoroehampton.co.uk or www.roehampton.ac.uk *The Sunday Times Good University rankings 2015

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ARAB-BRITISH CHAMBER OF COMMERCE 109

ARAB-BRITISH CHAMBER OF COMMERCE

@SignorSassi priVaTe rooM aVailaBle

14 Knightsbridge Green, London SW1X 7QL signorsassi@sancarlo.co.uk | T: 0207 584 2277 W W W. s i g n o r s a s s i . c o . u k

Aldo Zilli now part of the San Carlo team

@CicchettiLondon

Cicchetti Covent Garden, 30 Wellington St, London WC2E 7BD | T: 020 7240 6339 215 PICCADILLY, London, W1J 9HL piccadillycicchetti@sancarlo.co.uk | T: 0207 4949435 W W W. s a n c a r l o c i c c h e T T i . c o . u k

Winner of TWenTy TWo presTigious aWards London_Business_Matters.indd 4

17/10/2014 11:27

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫املخطط األول‬

‫املخطط الثاين‬

‫نسبة مشاركة القطاع العام يف الرعاية الصحية‬ ‫يظهــر املخطــط األول أن نســبة مشــاركة القطــاع العــام يف الرعايــة الصحيــة‬ ‫للمواطنــن هــي األقــل يف الواليــات املتحــدة أمــا يف اململكــة املتحــدة والســويد‬ ‫فالنســبة فيهــا هــي األعــى تليهــا اليابــان وفرنســا وأملانيــا‪.‬‬

‫تكاليف الرعاية الصحية للفرد بالقدرة الرشائية املعادلة بالدوالر ‪$PPP‬‬ ‫ويظهــر املخطــط الثــاين مصاريــف الرعايــة الصحيــة للفــرد بالقــدرة الرائيــة‬ ‫املعادلــة بالــدوالر تحســب بتقســيم مصاريــف الرعايــة الصحيــة يف القطاعــن‬ ‫العــام والخــاص بالقــدرة الرائيــة املعادلــة بالــدوالر عــى عــدد ســكان الدولــة‪.‬‬

‫املخطط الثالث‬

‫املخطط الرابع‬

‫رسة الرعايــة الحــادة (بنفســجي) اىل كل‬ ‫عــدد األطبــاء املامرســني (أزرق) و أ ّ‬ ‫ألــف نســمة‬ ‫ويظهــر املخطــط الثالث أن مصاريــف الرعاية الصحية للفــرد يف الواليات املتحدة‬ ‫هــي األعــى‪ ،‬وضعــف مصاريــف الفــرد يف جارتهــا كنــدا التــي تليهــا بــن الــدول‬ ‫الثانيــة‪ .‬اململكــة املتحــدة عــى العكــس مصاريــف الفــرد فيهــا هــي األقل‪.‬‬ ‫مــا ســبق نســتنتج أن الواليــات املتحــدة تتميــز‬ ‫بغــاء القطــاع الصحــي فيهــا‪ .‬وتفــرس النســبة‬ ‫املرتفعــة ملصاريــف الرعايــة الصحيــة إىل الناتــج‬ ‫القومــي يف الواليــات املتحــدة بارتفــاع أجــور األطباء‬ ‫وتوفــر األجهــزة الحديثــة ومارســة الطــب بشــكل‬ ‫دفاعــي ‪ defensive medicine‬خوف ـاً مــن الخطــأ‬ ‫الطبــي ومــا يرتتــب عليــه مــن ماحقــة قضائيــة‬ ‫وغرامــة ماليــة كبــرة‪.‬‬

‫عدد أجهزة الرنني املغناطييس اىل مليون نسمة‬ ‫رسة الرعايــة الحــادة ‪ acute care‬اىل كل‬ ‫ويظهــر املخطــط الرابــع أن عــدد أ ّ‬ ‫ألــف نســمة هــو األعــى يف اليابــان تليهــا أملانيــا واألخفــض يف الســويد‪ .‬أمــا‬ ‫عــدد األطبــاء املارســن اىل كل ألــف نســمة فهــو األعــى يف فرنســا وأملانيــا‬ ‫واألخفــض يف اليابــان‪.‬‬

‫وعكــس الواليــات املتحــدة تحتــل اململكــة املتحــدة‬ ‫املرتبــة األوىل يف مكانــة القطــاع العــام يف الرعايــة‬ ‫الصحيــة للمواطنــن واملرتبــة األخــرة يف مصاريــف‬ ‫الرعايــة الصحيــة للفــرد‪ .‬مــن جهــة أخــرى تــربز‬ ‫اليابــان املشــهورة بتطورهــا التكنولوجــي مــن‬ ‫حيــث عــدد أجهــزة التصويــر بالرنــن املغناطيــي‬ ‫رسة املتوفــرة للســكان‪ .‬أمــا فرنســا وأملانيــا‬ ‫وعــدد األ ّ‬ ‫فتتفــوق بعــدد األطباء املارســن اىل عدد الســكان‪.‬‬

‫أخذ بترصف من املصادر‪-:‬‬ ‫دراسة للدكتور محمد سامي وليد‬ ‫‪http://www.arabmedmag.com/general/‬‬ ‫‪isuue-15-08-2008/general01.htm‬‬ ‫صحف ومجات بريطانية وعربية‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 111‬‬

‫ويف آخــر تطويــرات هــذا النظــام‪ ،‬فقــد ربطــت‬ ‫وزراة الصحــة الدعــم املــادي املقــدم للمنشــآت‬ ‫الصحيــة التابعــة لنظــام الخدمات الصحيــة الوطنية‬ ‫مبســتويات الجــودة املقدمــة يف هذه املستشــفيات‪.‬‬ ‫وســيعتمد تقييــم الجــودة عــى آراء املــرىض‬ ‫وســتكون نتائــج تقييــم املستشــفيات متاحــة‬ ‫للجميــع عــرب إعانــات املستشــفيات الحائطيــة‬ ‫ومواقــع األطبــاء الرســمية واملواقــع الحكوميــة‪،‬‬ ‫ويؤمــل مــن هــذا املــروع أن يســهم يف زيــادة‬ ‫املنافســة بــن املستشــفيات عــى تحســن جــودة‬ ‫خدماتهــا واالهتــام باملــرىض الــذي ســيكونون‬ ‫املقومــن لهــذه الخدمــات‪ ،‬وســتضمن الحكومــة‬ ‫بذلــك أن املــرىض ســيكونون املحــور الرئيــي‬ ‫الهتــام املستشــفيات‪.‬‬

‫رسوم عىل املهاجرين‬

‫أن نظــام الخدمــات الصحيــة الوطنيــة املجــاين يف‬ ‫بريطانيــا (‪ )NHS‬يشــهد تراجع ـاً عام ـاً بعــد آخــر‬ ‫بســبب الزخــم الشــديد عليــه مــن املهاجريــن‬ ‫والقادمــن للعيــش والدراســة يف اململكــة املتحــدة‪.‬‬ ‫فقــد تدهــورت نوعيــة الخدمــات وفاعليتهــا‪،‬‬ ‫وبــدأت بريطانيــا أيضــا بفــرض رســوم عــى‬ ‫املهاجريــن األجانــب مقابــل تلقــي العــاج يف‬ ‫املؤسســات الصحيــة الربيطانيــة‪ .‬وأعلــن وزيــر‬ ‫الصحــة الربيطــاين الســابق‪ ،‬جرمــي هانــت‪ ،‬يف‬ ‫متــوز ‪ 2013‬عــن اعت ـزام بريطانيــا البــدء يف فــرض‬ ‫رســوم عــى الزائريــن مــن خــارج دول االتحــاد‬ ‫األورويب مقابــل اســتخدامهم نظــام الرعايــة‬ ‫الصحيــة املجانيــة‪ ،‬وذلــك يف إطــار الجهــود لتضييق‬ ‫الخنــاق عــى «الســياحة الصحيــة»‪ .‬وطبق ـاً لهــذا‪،‬‬ ‫ســيضطر املهاجريــن الجــدد إىل بريطانيــا دفــع‬ ‫مــا يــوازي ‪ 1000‬جنيــه إســرتليني أو نحــو ‪1500‬‬ ‫دوالر‪ ،‬لتغطيــة تكاليفهــم الصحيــة خال الســنوات‬ ‫الخمســة األوىل مــن قدومهــم إىل بريطانيــا‪.‬‬ ‫كــا أعلــن جرمــي هانــت أن مــن يــزور بريطانيــا‬ ‫مــن خــارج دول االتحــاد األورويب وميكــث فيهــا أقل‬ ‫مــن ســتة أشــهر فعليــه أيضــا دفــع رســوم مقابــل‬ ‫زيــارة األطبــاء أو تلقــي العــاج يف مستشــفيات‬ ‫الدولــة التــي تقــدم العــاج مجانـاً‪ .‬ووضعــت بعض‬ ‫الضوابــط للحــد مــن التاعــب‪ ،‬فعــى مــن يتقــدم‬ ‫للعــاج أن يظهــر الرقــم الطبــي الخــاص لألشــخاص‬ ‫الذيــن يعيشــون يف بريطانيــا ويتلقــون العــاج‬ ‫مجانــا يف مستشــفياتها أمــا املهاجــرون إىل بريطانيــا‬ ‫ســيضطرون لدفــع رســوم إضافيــة إىل الرســوم‬

‫الحاليــة التــي يدفعوهــا مــن أجــل الحصــول‬ ‫عــى تأشــرة عمــل‪ .‬وقــال هانــت يف مقابلــة مــع‬ ‫قنــاة البــث الرابعــة (ريديــو ‪ )4‬التابعــة لـــ«يب يب‬ ‫يس» إنــه ســيضاف ‪ 200‬جنيــه إســرتليني أو مــا‬ ‫يعــادل ‪ 350‬دوالر يدفعهــا الطــاب األجانــب عنــد‬ ‫التقــدم للحصــول عــى تأشــرة طالــب للدراســة يف‬ ‫الجامعــات الربيطانيــة‪.‬‬ ‫ويعــد اإلعــان أحــدث محاولــة تقــوم بهــا‬ ‫الحكومــة لتشــديد اإلجـراءات عــى الهجــرة‪ ،‬التــي‬ ‫تشــر اســتطاعات الــرأي إىل أنهــا ســتكون مــن‬ ‫أكــرب مخــاوف الناخبــن يف الفــرتة التــي تســبق‬ ‫االنتخابــات املقــررة يف ‪ .2015‬وتجــدر اإلشــارة إىل‬ ‫أن معظــم الخدمــات الصحيــة التي تقدمهــا «هيئة‬ ‫الصحــة الوطنيــة» تكــون مجانيــة للربيطانيــن‬ ‫ولكثــر مــن األجانــب‪ ،‬ســواء كانــوا زوارا ً أو مقيمن‪.‬‬ ‫وتؤكــد الحكومــة التــي يقودهــا املحافظــون أن‬ ‫بعــض الزائريــن للبــاد يأتــون خصيصــا الســتغال‬ ‫الخدمــات الصحيــة املجانيــة‪.‬‬

‫األنظمة الصحية يف الدول‬ ‫الرأساملية‬ ‫مقارنة إحصائية مع النظام‬ ‫الصحي الربيطاين‬

‫تختلــف أنظمــة الرعايــة الصحيــة للمواطنــن مــن‬ ‫دولــة اىل أخــر حيــث يغلــب يف بعضهــا القطــاع‬ ‫الحكومــي ويف بعضهــا اآلخــر القطــاع الخــاص وهي‬ ‫تشــكل جــزءا ً هام ـاً مــن ميزانيــة كل بلــد‪ .‬ونظ ـرا ً‬ ‫لتزايــد العــبء عــى أصحــاب القــرار مــن أجــل‬ ‫تحســن مســتوى الرعايــة الصحيــة للمواطنــن ظهر‬ ‫يف اآلونــة األخــرة اهتــام الباحثــن مبقارنــة أنظمــة‬ ‫الصحــة يف دول العــامل مــن حيث كلفتهــا وفعاليتها‪.‬‬ ‫أهــم املعطيــات حــول هــذا املوضــوع جــاءت مــن‬ ‫منظمــة التعــاون والتطــور االقتصــادي ‪OECD‬‬ ‫التــي قارنــت الــدول الســبعة عــر األعضــاء مــن‬ ‫حيــث نســبة مصاريــف الرعايــة الصحيــة إىل‬ ‫الناتــج القومــي أو مصاريــف الرعايــة الصحيــة‬ ‫للفــرد‪ .‬هــذه املقارنــات البســيطة مفيــدة وغالب ـاً‬ ‫مــا تســتخدم يف املجالــس السياســية واملناقشــات‬ ‫العامــة كأدلــة حــول الشــح أو البــذخ يف متويــل‬ ‫القطــاع الصحــي للبلــد‪ .‬ولكــن يف الواقــع ليســت‬ ‫هــذه املقارنــات كافيــة الســتنتاج النســبة املثى من‬ ‫امليزانيــة التــي يجــب تكريســها للرعايــة الصحية يف‬

‫ ‬

‫بلــد معــن‪ .‬فالعاقــة بــن متويــل الرعايــة الصحيــة‬ ‫وصحــة الســكان ليســت بهــذه البســاطة إذ تختلف‬ ‫باختــاف النظــام الســيايس للدولــة ودخلهــا القومي‬ ‫وانتشــار األمـراض فيهــا والقيــم والتقاليــد العائليــة‬ ‫للســكان‪ .‬كــا أن بعــض هــذه املقارنــات محــدودة‬ ‫بغيــاب تعريــف موحــد ملصــادر القطــاع الصحــي‬ ‫ومعظمهــا يســتخدم أرقــام حــول القطــاع الرســمي‬ ‫(العــام) فقــط‪ .‬ونظ ـرا ً الختــاف التقاليــد املوروثــة‬ ‫يف رعايــة كبــار الســن واملــرىض املزمنــن فــإن‬ ‫تجاهــل القطــاع غــر الرســمي قــد يحــرف هــذه‬ ‫االحصــاءات واملقارنــات بشــكل كبــر‪.‬‬ ‫ويف دراســة قدمهــا طبيــب باحــث مقيــم يف‬ ‫الواليــات املتحــدة حيــث عمــل مقارنــة مــا بــن‬ ‫‪ 8‬دول غنيــة مــن منظمــة ‪ OECD‬وهــي فرنســا‬ ‫وأملانيــا والســويد واململكــة املتحــدة والواليــات‬ ‫املتحــدة واليابــان وكنــدا وأسـرتاليا‪ ،‬أكــدت عــى أن‬ ‫أنظمــة الرعايــة الطبيــة الوطنيــة يف هــذه البلــدان‬ ‫تختلــف مــن دولــة اىل أخــرى حيــث يغلــب يف‬ ‫بعضهــا القطــاع الحكومــي ويف بعضهــا اآلخــر‬ ‫القطــاع الخــاص وهــي تشــكل جــزءا ً هامــاً مــن‬ ‫ميزانيــة كل بلــد‪.‬‬ ‫واختــارت هــذه الدراســة هــذه البلــدان الثانيــة‬ ‫ألنهــا ثريــة ومتطــورة وبإمكانهــا توفــر متطلبــات‬ ‫الرعايــة الصحيــة ملواطنيهــا‪ .‬فاالختافــات بــن‬ ‫أنظمتهــا الصحيــة تعكــس عــى األكــر اختافــات‬ ‫يف الــرأي وليــس يف االمكانــات االقتصاديــة‪ .‬ولكــن‬ ‫يجــب التنويــه اىل أن مقارنــات األنظمــة الصحيــة‬ ‫للبلــدان ال تعكــس الحالــة الصحيــة للمواطني هذه‬ ‫البلــدان‪ .‬فانتشــار األمــراض االنتانيــة واألمــراض‬ ‫القلبيــة الوعائيــة والرسطــان والبدانــة تختلــف مــن‬ ‫بلــد آلخــر وترتبــط بعوامــل عديــدة أهمهــا طريقة‬ ‫الحيــاة ‪ way of life‬واألكل أمــا النظــام الصحــي‬ ‫فموضــوع ملعالجــة هــذه املشــاكل التــي يســتحيل‬ ‫اجتثاثهــا متام ـاً‪.‬‬ ‫واســتنتجت الدراســة اختافــات عــدة مــا بــن‬ ‫الــدول التــي خضعــت للدراســة‪ .‬يظهــر التــايل‬ ‫مختـرصا ً لبعــض الفروقــات يف أنظمــة تلــك الــدول‬ ‫الصحيــة‪-:‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫ال يطلــب القســم ســوى خطــاب ضــان مــن‬ ‫الســفارة املعنيــة‪ .‬وال يتطلــب تحديــد موعــد مــع‬ ‫إخصــايئ ســوى إرســال فاكــس بوثيقــة اســتطاع‬ ‫تنرهــا الركــة عــى موقعهــا اإللكــرتوين‪ .‬وتتضمن‬ ‫املعلومــات املطلوبــة اســم املريــض وعمــره‬ ‫وتاريخــه الطبــي ولياقتــه البدنيــة وســبب طلــب‬ ‫العــاج‪ .‬وبعــد مراجعــة املستشــفى للحالــة تقــدر‬ ‫لــه التكاليــف وموعــد الحضــور‪ .‬وبعــد القبــول‬ ‫يتحــدد املوعــد النهــايئ وتســهم املؤسســة يف‬ ‫املســاعدة عــى اســتخراج تأشــرة الدخــول‪ .‬ويوجــد‬ ‫للمؤسســة يف الخــارج ثاثــة مكاتــب متثيليــة يف‬ ‫ليبيــا وقــربص والصــن‪.‬‬ ‫وهنــاك مؤسســة طبيــة شــهرة أخــرى يف لنــدن‬ ‫هــي املركــز امللــي الخــاص للرعايــة الطبيــة‬ ‫«إمربيــال برايفــت هيلــث كــر»‪ ،‬وهــو يعالــج نحــو‬ ‫‪ 40‬ألــف مريــض ســنوياً مــن بريطانيــا وأنحــاء‬ ‫العــامل‪ .‬ولــدى املؤسســة ‪ 450‬استشــارياً يف كل‬ ‫التخصصــات الطبيــة والجراحيــة‪ .‬ويعتمــد املركــز‬ ‫عــى أحــدث طــرق التشــخيص وأعــى مســتويات‬ ‫العنايــة باملــرىض لدرجــة العنايــة املركــزة‪ .‬وتوفــر‬ ‫هــذه املؤسســة خدمــات خاصــة للمــرىض حيــث‬ ‫ينــزل املــرىض يف غــرف خاصــة مــع مرفــق صحــي‬ ‫خــاص‪ ،‬وتوفــر للمــرىض وجبــات غذائيــة مامئــة‬ ‫صحيــاً وثقافيــاً ودينيــاً‪ .‬ويتخصــص املركــز يف‬ ‫الكثــر مــن الحــاالت التــي تشــمل أمـراض القلــب‪،‬‬ ‫والــوالدة‪ ،‬وأمـراض الصــدر‪ ،‬والعنايــة بكبــار الســن‪،‬‬ ‫وأم ـراض الــدم وجهــاز املناعــة‪ ،‬وقســم األعصــاب‪،‬‬ ‫وأمـراض الــكي‪ .‬واشــتهر املركــز بــأن لديــه وحــدة‬ ‫توليــد عامليــة‪ ،‬كانــت قــد نزلــت فيهــا أخـرا ً الدوقة‬ ‫كيــت زوجــة األمــر ويليــام ورزقــت فيهــا بابنهــا‬ ‫جــورج‪ .‬ويقــع املركــز يف وســط لنــدن بجــوار املعامل‬ ‫الســياحية املشــهورة فيهــا‪ ،‬ويتبــع املركــز قواعــد‬ ‫الدفــع املســبق أو خطابــات الضــان التــي تطلبهــا‬ ‫كل املستشــفيات األخــرى التــي تعالــج املــرىض مــن‬ ‫خــارج اململكــة املتحــدة‪.‬‬ ‫باإلضافــة إىل املستشــفيات‪ ،‬فــإن لنــدن تقــدم‬ ‫خدمــات مهمــة مــا بعــد تلقــي العــاج مثــل الكثر‬ ‫مــن الفنــادق املجــاورة للمستشــفيات التــي ميكــن‬ ‫اإلســرتاحة فيهــا مــع معرفــة أن األطبــاء قريبــون‬ ‫يف حالــة الحاجــة إليهــم‪ .‬وبعــد الشــفاء ميكــن‬ ‫االســتمتاع أيضــا بتجربــة ســياحية ثريــة‪ ،‬ســواء يف‬ ‫لنــدن أو يف املــدن الربيطانيــة األخــرى‪.‬‬

‫نظام الخدمات الصحية‬ ‫الوطني املجاين الربيطاين‬ ‫(‪)NHS‬‬

‫احتفلــت وزارة الصحــة الربيطانيــة واملؤسســات‬ ‫التابعــة يف ‪ 15‬مــن شــهر متــوز ‪ 2014‬مبــرور ســتة‬ ‫وســتن (‪ )66‬عامــاً عــى إنشــاء نظــام الخدمــات‬ ‫الصحيــة الوطنيــة (‪ )NHS‬الــذي تقــوم مبوجبــه‬ ‫الحكومــة الربيطانيــة بتقديــم الخدمــات الصحيــة‬ ‫املجانيــة للمواطنــن واملقيمــن فيهــا‪ ،‬ورغــم عى ما‬ ‫يبــدوا أن هــذه الخدمــات مجانيــة‪ ،‬إال أنهــا متــول‬ ‫عــن طريــق دافعــي الرائــب الحكوميــة‪.‬‬

‫وتقــول اإلحصائيــات أن هــذا النظــام الــذي أنشــئ‬ ‫عــام ‪ 1948‬وكانــت ميزانيتــه حينــذاك ‪ 437‬مليــون‬ ‫جنيــه إسـرتاليني يعالــج حاليـاً مــا يصــل إىل مليــون‬ ‫مريــض خــال كل ‪ 36‬ســاعة مبيزانيــة ســنوية‬ ‫قدرهــا ‪ 100‬مليــار جنيــه إس ـرتليني‪.‬‬ ‫ورغــم تعــرض حــزب العــال حاليــاً لانتقــادات‬ ‫وإزاحتــه عــن الحكومــة يف االنتخابــات املاضيــة إال‬ ‫أنــه كان خلــف إنشــاء وتنفيــذ نظــام الخدمــات‬ ‫الصحيــة املجانيــة حــن قــام وزيــر الصحــة يف ذلــك‬ ‫الوقــت أنــورن بيفن بتدشــن تطبيــق النظــام واعدا ً‬ ‫حينهــا بــأن النظــام ســيحقق العدالــة يف العــاج‬ ‫وتقديــم الخدمــات الصحيــة لــكل شــخص بغــض‬ ‫النظــر عــن عمــره وجنســه ووظيفتــه وســيحصل‬

‫الجميــع عــى أفضــل الخدمــات الطبيــة الحديثــة‬ ‫والخدمــات الصحيــة املســاعدة بســهولة ويــرس‪.‬‬ ‫وحســب ترصيــح أحــد األطبــاء الربيطانيــن‬ ‫املتقاعديــن (‪ 85‬ســنة) “مل يكــن أحــد يتوقــع‬ ‫عــدد املــرىض حتــى إنشــاء الخدمــات الصحيــة‬ ‫الوطنيــة‪ ،‬فقــد كان النــاس قبلهــا يتحملــون معانــاة‬ ‫املــرض لوحدهــم بســبب عــدم قدرتهــم عــى دفــع‬ ‫تكاليــف الخدمــات الطبيــة”‪ .‬ويضيــف‪“ :‬قبــل‬ ‫إنشــاء الخدمــات الصحيــة الوطنيــة كانــت الرعايــة‬ ‫الصحيــة يف بريطانيــا مزريــة خاصــة لدى الفقـراء”‪.‬‬ ‫ويعتــرب هــذا النظــام أحــد إيجابيــات حــزب العال‬ ‫منــذ تســنمه قمــة الســلطة يف بريطانيــا آنــذاك‪.‬‬ ‫وحتــى اآلن يعتــرب نظــام الرعايــة الصحيــة الوطنيــة‬ ‫املجــاين مصــدر قوة للحــزب يف ســباقات االنتخابات‬ ‫خصوص ـاً يف ظــل عــدم حــاس حــزب املحافظــن‬ ‫لهــذا النظــام وســعيهم للخصخصتــه‪ .‬وعــى الرغــم‬ ‫مــن حــاس حــزب املحافظــن لخصخصــة هــذا‬ ‫القطــاع إال انــه يــدرك مــدى تعلق الربيطانيــن بهذا‬ ‫املكســب الكبــر‪ ،‬مــا جعــل رئيــس الحــزب ورئيــس‬ ‫الــوزراء الربيطــاين‪ ،‬ديفيــد كامــرون‪ ،‬ينحنــي ويفهم‬ ‫الــدرس ليشــيد بهــذا النظــام ويعــرتف أن “نظــام‬ ‫الرعايــة الصحيــة الوطنــي املجــاين‪ ،‬الــذي يقــدم‬ ‫الخدمــة الصحيــة لــكل شــخص بغــض النظــر عــن‬ ‫خلفيتــه وظروفــه ونــوع احتياجاتــه‪ ،‬يعــد مفخــرة‬ ‫للمواطــن الربيطــاين”‪.‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 113‬‬

‫ ‬

‫املســتوى الطبــي يف الــدول املختلفــة وتشــجيع‬ ‫هــذه الــدول للســياحة العاجيــة ووجــود مــؤرش‬ ‫دويل ملســتويات العــاج العامليــة وتوافــر وثائــق‬ ‫التأمــن الطبــي الدوليــة‪.‬‬ ‫وتوفــر حكومــات دول مجلــس التعــاون الخليجــي‪،‬‬ ‫يف حــاالت عديــدة‪ ،‬تغطيــة تكاليــف العــاج يف‬ ‫الخــارج ملواطنيهــا إذا اقتضــت الحاجــة‪ .‬ويختــار‬ ‫املــرىض العــرب لنــدن ملعرفتهــم مبــدى الحرفيــة‬ ‫والتخصــص الطبــي والرعايــة التــي يلقونهــا خــال‬ ‫وجودهــم فيهــا‪ ،‬وال تدخــل التكاليــف يف اعتبــار‬ ‫معظــم املــرىض القادمــن مــن منطقــة الخليــج‪.‬‬

‫ويعــد مستشــفى بورتانــد يف شــال لنــدن أكــرب‬ ‫مستشــفى خــاص يف بريطانيــا‪ .‬وحصــل املستشــفى‬ ‫عــى جهــاز روبــوت طبــي مثنــه ‪ 1.5‬مليــون‬ ‫جنيــه إســرتليني اســمه “دافنــي”‪ ،‬وهــو يســهم‬ ‫يف الجراحــات الدقيقــة ومينــح الجراحــن صــورا ً‬ ‫ثاثيــة األبعــاد ملوقــع الجراحــة مــا يزيــد مــن‬ ‫دقــة العمليــات‪ ،‬ويســتخدم يف عمليــات دقيقــة‬ ‫للربوســتاتا والــكى والقلــب‪.‬‬ ‫وهنــاك الكثــر مــن املواقــع الطبيــة عــى اإلنرتنــت‬ ‫التــي تعطــي النصيحــة للمــرىض منهــا موقــع‬ ‫الخدمــات الصحيــة الحكوميــة (‪ )NHS‬وخدمــات‬ ‫مــن رشكات خاصــة مثــل «توتــال هيلــث»‪ .‬تهــدف‬ ‫هــذه املواقــع إىل تســليح املريــض باملعلومــات‬ ‫حتــى يتعــرف عــى حالتــه ويختــار أســلوب العــاج‬ ‫املائــم لــه ويختــار األطبــاء أو املستشــفيات التــي‬ ‫يريــد العــاج فيهــا‪ .‬وتنقســم الخدمــات الطبيــة يف‬ ‫بريطانيــا إىل أربعــة أقســام جغرافيــة يف إنجلــرتا‬ ‫وأســكوتلندا وويلــز وآيرلنــدا الشــالية‪ .‬وهنــاك‬ ‫الكثــر مــن مستشــفيات القطــاع الخــاص التــي‬ ‫تقــدم أيض ـاً خدماتهــا للقطــاع الحكومــي‪.‬‬ ‫وتتفــوق املستشــفيات الربيطانيــة يف الكثــر مــن‬ ‫الجراحــات الطبيــة مثــل جراحــات التجميــل‪ ،‬كــا‬ ‫أن بهــا الكثــر مــن املستشــفيات املتخصصــة يف‬ ‫أمـراض أو حــاالت بعينهــا‪ .‬ويخضــع األطبــاء الذيــن‬ ‫يتلقــون تدريبهــم يف بريطانيــا إىل خمــس ســنوات‬ ‫مــن التدريــب الطبــي باإلضافــة إىل ف ـرتات أخــرى‬

‫وفقـاً لتخصصهــم‪ .‬ويخضــع األطبــاء واملستشــفيات‬ ‫إىل الكثــر مــن أنــواع الرقابــة الدوريــة للتأكــد مــن‬ ‫جــودة مســتوى األداء‪ .‬ولذلــك يعتــرب معــدل وقــوع‬ ‫األخطــاء الطبيــة يف بريطانيــا مــن أدىن املعــدالت‬ ‫عامليـاً‪.‬‬

‫ويحتــاج الزائــر إىل بريطانيــا بغــرض العــاج إىل‬ ‫تأشــرة طبيــة ميكــن التقــدم للحصــول عليهــا مــن‬ ‫عــى اإلنرتنــت‪ .‬إال أن العديــد مــن الجهــات الطبيــة‬ ‫يف العاصمــة الربيطانيــة تشــكومن ناحيتهــا مــن‬ ‫صعوبــة الحصــول عــى تأشـرات الدخــول للســياح‬ ‫ولألغـراض العاجيــة‪ .‬وتســهم هــذه التعقيــدات يف‬ ‫تقهقــر مركــز لنــدن التنافــي مــع مراكــز العــاج‬ ‫األخــرى املتاحــة يف العــامل للمــرىض مــن العــامل‬ ‫العــريب ومــن مواقــع أخــرى‪.‬‬

‫تشــمل الحــاالت القادمــة إىل مستشــفيات بريطانيا‬ ‫مــن منطقــة الــرق األوســط جراحــات تغيــر‬ ‫الركبــة أو الحــوض وجراحــات القلــب‪ ،‬باإلضافــة‬ ‫إىل جراحــة التجميــل وعمليــات األســنان‪ .‬وتســتأثر‬ ‫لنــدن بالعــدد األكــرب مــن املــرىض العــرب‪ .‬وتعتقــد‬ ‫مصــادر بريطانيــة أن أســباب اإلقبــال العــريب عــى‬ ‫العــاج يف لنــدن تــرتاوح مابــن الثقــة يف نوعيــة‬ ‫العــاج الــذي يقدمــه األطبــاء يف بريطانيــا وتجنــب‬ ‫قوائــم االنتظــار أو عــدم وجــود التخصــص الطبــي‬ ‫الــكايف يف البلــدان التــي يــأيت منهــا املــرىض‪.‬‬

‫إضافــة إىل املستشــفيات فهنــاك عــدد مــن‬ ‫املراكــز األخــرى املتخصصــة التــي ترحــب بالــزوار‬ ‫العــرب يف لنــدن‪ .‬وهنــاك الكثــر مــن رشكات‬ ‫تســهيل الزيــارات الطبيــة تقــوم بــكل إج ـراءات‬ ‫الحجــز والتســجيل يف املستشــفيات والرتجمــة‬ ‫واملتابعــة‪ .‬مــن هــذه املؤسســات مؤسســة «بوبــا»‬ ‫التــي يعمــل املركــز الــدويل لهــا مــن مستشــفى‬ ‫كرومويــل غــرب لنــدن‪ .‬فهــذا املركــز يعمــل عــى‬ ‫ترتيــب كل احتياجــات الزائــر العــريب وتشــمل‬ ‫خدماتــه‪ :‬مســاعدة املريــض عــى اختيــار العــاج‬ ‫املائــم لــه‪ ،‬ترتيــب املواعيــد والدخــول املســتعجل‬ ‫للمستشــفيات‪ ،‬تقديــم املشــورة للقادمــن مــن‬ ‫الخــارج ورعايــة االحتياجــات الغذائيــة الخاصــة‬ ‫فيــا يتعلــق بــاألكل الحــال‪ ،‬كــا تقــدم املؤسســة‬ ‫كذلــك خدمــات الرتجمــة‪.‬‬

‫وكل العائــم تشــر إىل أن قطــاع العــاج الخــاص‬ ‫يف اململكــة املتحــدة يســر نحــو مســتقبل زاهــر‪،‬‬ ‫كــا تتوقــع مصــادر طبيــة أن تتضاعــف الســياحة‬ ‫العاجيــة يف بريطانيــا يف الســنوات الخمــس املقبلة‪،‬‬ ‫وهــو تيــار يشــمل أنحــاء العــامل األخــرى أيضــاً‪.‬‬ ‫وتعــود أســباب هــذه الزيــادة إىل عــدة عوامــل‬ ‫منهــا ســهولة الحصــول عــى املعلومــات حــول‬

‫ولــدى املؤسســة الكثــر مــن األطبــاء واإلخصائيــن‬ ‫الذيــن يتحدثــون اللغــة العربيــة باإلضافــة إىل‬ ‫اإلنجليزيــة‪ .‬وللمؤسســة قســم لكبــار الــزوار يقــدم‬ ‫خدمــات طبيــة عــى مــدار الســاعة مــع حراســة‬ ‫ورسيــة تامــة يف أجنحــة فاخــرة باإلضافــة إىل‬ ‫غــرف مجــاورة للمصاحبــن للمريــض‪ .‬ويف حــاالت‬ ‫تكفــل الحكومــات أو الســفارات بتكاليــف العــاج‬

‫املرىض من منطقة الرشق‬ ‫األوسط‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫‪Private & Public Health System in the‬‬ ‫‪United Kingdom: An Overview‬‬ ‫وتتقــدم لنــدن طبي ـاً يف مجــاالت أبحــاث الخايــا‬ ‫الجذعيــة والزراعــة الدقيقــة لعــاج مــرض الســكر‪.‬‬ ‫ويف لنــدن تقــع بعض أهــم املستشــفيات التعليمية‬ ‫يف العــامل مثــل إمربيــال كوليــدج ومدرســة لنــدن‬ ‫للطــب اإلســتوايئ‪ ،‬كــا أن مستشــفيات لنــدن‬ ‫تســتخدم أحــدث التقنيــات ومنهــا أجهــزة الروبوت‬ ‫جراحيــة دقيقــة‪.‬‬ ‫وتجــذب مستشــفيات لنــدن املزيــد مــن املــريض‬ ‫ســنوياً ممــن ال يجــدون عاجـاً ماثـاً لحاالتهــم يف‬ ‫بلدانهــم‪ .‬وعــادة مــا تســافر العائــات مــع املــرىض‬ ‫وتقــي وقت ـاً يف لنــدن إىل حــن الشــفاء‪ ،‬ولذلــك‬ ‫تخضــع الســياحة الطبيــة يف لنــدن إىل منظمــة‬ ‫حكوميــة لتشــجيع لنــدن كمركــز ســياحة وطــب‬ ‫عاملــي‪ ،‬وهــي منظمــة «لنــدن أنــد بارتــرنز» التــي‬ ‫تأسســت بــدالً مــن هيئــة «فيزيــت لنــدن» التــي‬ ‫كانــت معنيــة بالســياحة فقــط‪.‬‬

‫اململكة املتحدة وجهة‬ ‫لسياحة العالج‬

‫ومــن بعــد يتــم االتصــال باملستشــفى ملعرفــة‬ ‫التكلفــة‪.‬‬

‫املــدن الربيطانية مثــل لندن ومانشســرت وبرمنغهام‬ ‫وباقــي أنحــاء اململكــة املتحــدة أصبحــت وبتزايــد‬ ‫وجهــة للكثــر مــن املــرىض الذيــن يأتــون مــن أنحاء‬ ‫العــامل لاســتفادة مــن املســتوى املمتــاز للعــاج‬ ‫الطبــي والجراحــي املتوفــر يف املستشــفيات الخاصة‬ ‫يف لنــدن‪.‬‬

‫وتوفــر أغلــب املستشــفيات الخاصــة يف اململكــة‬ ‫املتحــدة وخاصــة التــي تقــع يف العاصمــة لنــدن‪،‬‬ ‫خدمــات للمــرىض عــرب العــامل‪ ،‬مبــا يف ذلــك خدمات‬ ‫الرتجمــة الفوريــة‪ ،‬وتوفــر وجبــات للمــرىض الذيــن‬ ‫يتبعــون حميــات خاصة‪ ،‬واألطبــاء الذيــن يتحدثون‬ ‫لغــات أخــرى غــر اللغــة اإلنجليزيــة‪.‬‬

‫أن مــن أهــم مميــزات املستشــفيات الخاصــة يف‬ ‫اململكــة املتحــدة هــي أنهــا تعــرض عــى املــرىض‬ ‫الذيــن يقصدوهــا العمليــات بتكلفــة ثابتــة يتــم‬ ‫االتفــاق عليهــا مســبقاً‪ .‬وللمــرىض الذيــن يرغبــون‬ ‫لتلقــي العــاج يف اململكــة املتحــدة حريــة االختيــار‬ ‫بتحديــد أي مستشــفى خاصــة يختارهــا‪ ،‬وأكتشــاف‬ ‫مــدى إمكانيــة إجراءهــم للعمليــة التــي تحتاجهــا‪،‬‬

‫الجديــر بالذكــر أن مدينــة لنــدن كانــت والزالــت‬ ‫مرك ـزا ً للجــذب العاملــي األول للســياحة العاجيــة‬ ‫والطبيــة‪ ،‬وخصوصـاً مــن منطقــة الــرق األوســط‪.‬‬ ‫ويف لنــدن تجــرى األبحــاث الطبيــة عــى قــدم‬ ‫وســاق ويقــدم أطباؤهــا اخرتاقــات علميــة متتاليــة‬ ‫مــا يجعــل أمــل الشــفاء مــن أمـراض عضالــة أكــرب‬ ‫منــه يف لنــدن عــن أي موقــع طبــي آخــر‪.‬‬

‫ومــن بــن أكــرب شــبكات املستشــفيات يف بريطانيــا‬ ‫مجموعــة “ســباير إنرتناشــيونال” للعنايــة الطبيــة‬ ‫التــي تديــر نحــو ‪ 40‬مستشــفى يف أنحــاء بريطانيــا‬ ‫منهــا ثاثــة يف لنــدن‪ .‬وتنظــم مؤسســة ســباير‬ ‫إنرتناشــيونال كل االحتياجــات الطبيــة للمــرىض مــن‬ ‫الخــارج‪ ،‬وهــي تعمــل بصفــة وثيقــة مــع الســفارات‬ ‫واملكاتــب الصحيــة والعســكرية والفــرق الرياضيــة‬ ‫والــركات التــي تتعامــل مــع الخدمــات الطبيــة‬ ‫الدوليــة‪ .‬مــن املؤسســات األخــرى التي تعنــى برعاية‬ ‫املــرىض األجانــب مؤسســة «إتــش يس إيــه» الدوليــة‬ ‫التــي متتلــك ســتة مستشــفيات وأربعــة مراكــز‬ ‫رعايــة صحيــة يف لنــدن مــن بينهــا «عيــادة هــاريل‬ ‫ســرتيت» ومستشــفى لنــدن بريــدج ومستشــفى‬ ‫ليســرت ومستشــفى بورتانــد‪ ،‬ومستشــفى األمــرة‬ ‫غريــس‪ .‬ومتلــك املجموعــة أكــر مــن ‪ 727‬رسيــرا ً‬ ‫طبيــا يف لنــدن ولهــا ‪ 11‬مكتبـاً دوليـاً تتعامــل يف كل‬ ‫اإلجــراءات مــن الســفر إىل التأشــرات الازمــة‪.‬‬

‫ ‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 115‬‬

‫تقليديــة بالرغــم مــن املحــاوالت “الفاشــلة” إىل‬ ‫اآلن إليجــاد تقنيــات أقــل تكلفــة إلنتاجهــا ورفــع‬ ‫جدواهــا االقتصاديــة‪ .‬وأضــاف أن “هنــاك تقنيــات‬ ‫يف التكســر الهيدروليــي والحفــارات املتعــددة‬ ‫الــرؤوس تعتمــد عــى اســتخدام الطاقــة واملــاء‬ ‫بكثافــة والتــي تقــوم بدفــع املــاء والرمــال واملــواد‬ ‫الكيميائيــة املضغوطــة يف آبــار رأســيا وأفقيــا‬ ‫يف تكوينــات صخريــة‪ ،‬ولكــن العقبــات ال تــزال‬ ‫كثــرة خصوص ـاً يف القضايــا البيئيــة فــوق وتحــت‬ ‫ســطح األرض وأيضــا نــدرة كميــة امليــاه املطلوبــة‬ ‫لاســتخراج يف األماكــن الصحراويــة وأيضــا مشــكلة‬ ‫التخلــص مــن امليــاه امللوثــة الكياويــة املســتخدمة‬ ‫إلنتــاج النفــط الصخــري‪ ،‬وأيض ـاً تحديــات نقــص‬ ‫امليــاه الصالحــة للــرب ونقــص يف القــوى العاملــة‬ ‫مــن ذوي الخــربة يف هــذا املجــال املعقــد جــدا ً الذي‬ ‫قــد يخفــف مــن الحــاس يف التوســع الرسيــع جــدا ً‬ ‫ويجعلهــا ضحيــة للنجــاح‪ ،‬مــا ســوف يصطــدم مع‬ ‫بعــض األقاويــل التــي تقــول أن أمريــكا ســتحقق‬ ‫اإلكتفــاء الــذايت يف البــرتول بحلــول عــام ‪ 2015‬أو‬ ‫يف عــام ‪ 2020‬أو حتــى يف عــام ‪ .”2025‬ويعتقــد‬ ‫الحقيــل ان هــذا “حلــم بعيــد املنــال”‪.‬‬ ‫وأشــار الحقيــل إىل أنــه لحــد بدايــة عــام ‪2013‬‬ ‫تــ ّم الحفــر والتنقيــب للطاقــة غــر التقليديــة يف‬ ‫الواليــات املتحــدة يف ‪ 55‬موقعــاً فقــط‪ ،‬إضافــة‬ ‫وإن عــدد قليــل جــدا ً مــن هــذه املواقــع أثبــت‬ ‫نجاحــات حقيقيــة يف هــذه املرحلــة الجــد مبكــرة‬ ‫والنتائــج تبــدو منطقيــة‪ ،‬حســب نظــره‪ .‬وقــال أن‬ ‫تقريـرا ً حديثـاً إلدارة معلومــات الطاقــة األمريكيــة‪،‬‬ ‫يضــع تقديــرات حــول كميــات النفــط القابــل‬ ‫لاســتخراج مــن الناحيــة الفنيــة (النفــط املحكــم)‬ ‫بنحــو ‪ 33‬مليــار برميــل‪ .‬يجــدر اإلشــارة إىل أن هــذا‬ ‫الرقــم الميثــل ســوى خمــس ســنوات تقريب ـاً مــن‬ ‫اســتهاك الواليــات املتحــدة األمريكيــة‪.‬‬ ‫ويعتقــد الحقيــل انه إنتــاج النفط والغــاز الصخري‪،‬‬ ‫بــا شــك‪ ،‬لــن يكونــا مصــدر تهديــد إلنتــاج النفــط‬ ‫التقليــدي الرخيــص يف منطقــة الخليــج ويف اململكة‬ ‫العربيــة الســعودية تحديــدا ً‪ ،‬خاصــة اذا مــا عرفنــا‬ ‫أن تكلفــة إنتــاج النفــط مــن املكامــن الصخريــة‬ ‫األمريكيــة تبلــغ نحــو ‪ 65-75‬دوالرا للربميــل مقارنة‬ ‫بنحــو ‪ 15-20‬دوالرا للنفــط التقليــدي مــا يرجــح‬ ‫الكفــة للنفــط التقليــدي‪ .‬وأشــار إىل أن ثــروة النفط‬ ‫الصخــري يف أمريــكا يف بعيــد املــدى ســتكون ذات‬ ‫تأثــر محــدود عــى الصــادرات النفطيــة التقليديــة‪،‬‬ ‫الســيا مــن منطقــة الخليــج‪.‬‬

‫يجــدر اإلشــارة إىل أن النفــط الــذي تنتجــه الواليــات‬ ‫املتحــدة ال يهــدد النفــط التقليــدي ألنــه مــن النــوع‬ ‫الخفيــف العــايل الجــودة والخــايل مــن الكربيــت‬ ‫(الخــام الحلــو الخفيــف) بينــا تســتمر الواليــات‬ ‫املتحــدة بإســتراد نفطـاً أثقــل مــن الــدول املصــدرة‬ ‫للنفــط‪ .‬كــا ال ميكــن أن تتحــول املصــايف األمريكيــة‬ ‫الحاليــة التــي تســتهلك خامــات ثقيلة بهــذه الرسعة‬ ‫الفائقــة إىل ان تســتهلك خامــات خفيفــة املنتجــة‬ ‫مــن الخــام الصخــري ألن ذلــك يتطلــب مجموعــة‬ ‫مــن التعديــات فنيــة وتقنيــة عاليــة التكلفــة‪.‬‬

‫ناقوس خطر‬

‫يعتقــد العديــد مــن املحللــن يف مجــال الطاقــة‬ ‫أن التهديــد األكــرب للصــادرات النفطيــة التقليديــة‪،‬‬ ‫الســيا النفــط الســعودي املتجــه إىل قــارة أمريــكا‬ ‫الشــالية‪ ،‬يــأيت باألحــرى مــن كنــدا ذلــك إلنتاجهــا‬ ‫النفــط الثقيــل املشــابه للنفــط الســعودي‪ ،‬ولكــن‬ ‫مــا اذا متــت املوافقــة عــى مــروع خــط أنابيــب‬ ‫“يك ســتون أكــس أل” فإنــه ســينقل عى األقــل ‪830‬‬ ‫ألــف برميــل مــن الخــام الثقيــل يومي ـاً مــن كنــدا‬ ‫إىل املصــايف األمريكيــة‪ ،‬ومــن ثــم‪ ،‬ســيكون املنافــس‬ ‫األكيــد لــواردات الواليــات املتحــدة النفطيــة‬ ‫التقليديــة‪ .‬أمــا عــن الــدول التــي تشــهد منــوا ً‬ ‫رسيع ـاً يف اقتصادهــا مثــل الصــن والهنــد وكوريــا‬ ‫الجنوبيــة‪ ،‬فــإن هــذا النــوع مــن التهديــد ال يوجــد‪،‬‬ ‫بــل أن قربهــا مــن منطقــة الــرق األوســط مــن‬ ‫شــأنه أن يخفــض تكلفــة الشــحن‪.‬‬ ‫وبـ ّـن املحلــل االقتصــادي‪ ،‬الســيد الحقيــل‪ ،‬أنــه برغم‬ ‫بعــض االطمئنــان املوجــود عــى مســتقبل تســويق‬ ‫النفــط الســعودي خاصــة يف ظــل وجــود أســواق‬ ‫واعــدة هــي األكــرب تطــورا يف اقتصــادات العــامل وهي‬ ‫الصــن والهنــد ودول آســيوية أخــرى التــي ســتبقى‬ ‫تفضــل اســتراد النفــط مــن منطقــة الخليــج لقربهــا‬ ‫الجغـرايف مقارنــة بأمريــكا وكنــدا‪ ،‬إال انــه البــد مــن‬ ‫التوقــع بالتحديات املســتقبلية والعمل عى مســايرة‬ ‫التغـرات واالهتــام بالدخــول يف اســتثارات محلية‬ ‫ودوليــة يف النفــط والغــاز الصخــري حتــى تبقــى يف‬ ‫دائــرة األمــان واملنافســة‪.‬‬ ‫يف الوقــت الــذي كان هنــاك جــدل كبــر وتشــكيك‬ ‫يف تأثــر النفــط الصخــري عــى مســتقبل النفــط‬ ‫التقليــدي فقــد بــدأت املــؤرشات واألج ـراس تــدق‬ ‫عــى قــوة النفــط الصخــري ووجــوده خاصــة يف‬ ‫الواليــات املتحــدة التــي يؤكــد مختصــون أنــه‬

‫ســيؤثر يف إســتراد النفــط الخارجــي وهــو مــا‬ ‫ســيؤثر بــدون شــك يف عوامــل ومقومــات تســويق‬ ‫النفــط عــى مســتوى العــامل‪ ،‬بينــا يؤكــد آخــرون‬ ‫ان ذلــك لــن يؤثــر يف طلــب النفــط العــريب أو‬ ‫الخليجــي لألســواق األهــم يف العــامل وهــي الــرق‬ ‫اآلســيوية التــي ال تفضــل طلــب النفــط مــن أمريكا‬ ‫وكنــدا التــي يكــر فيهــا النفــط العــادي أو الرمــي‬ ‫وذلــك نتيجــة لبعــد املوقــع‪.‬‬ ‫ويشــر اختصاصيــون بإنــه ومنــذ ســنوات هنــاك‬ ‫تخطيطــاً لتغيــر الخارطــة العامليــة فيــا يخــص‬ ‫الطاقــة منهــا تغيــر خارطــة التســويق النفطــي‬ ‫وخاصــة مــن قبــل الواليــات املتحــدة التــي تلعــب‬ ‫دورا ً هــو األهــم عــى مســتوى العــامل مــن خــال‬ ‫ثورتهــا يف أكتشــاف الغــاز الصخــري حيــث نجــد‬ ‫أن النفــط والغــاز الصخــري أصبــح حقيقــة وواقعـاً‬ ‫ملموسـاً دخــل عــى خارطــة ســوق النفــط العاملي‪.‬‬ ‫كل العائــم تشــر إىل أن النفــط الصخــري أصبــح‬ ‫منافســاً قويــاً‪ ،‬وهــو أحــد األنــواع مــن النفــط‬ ‫غــر التقليــدي وكذلــك هنــاك النفــط الرمــي يف‬ ‫كنــدا بكميــات كبــرة وهــو القريــب ومشــابه‬ ‫للنفــط التقليــدي يف املنطقــة العربيــة واملســتخرج‬ ‫بالطــرق التقليديــة‪ ،‬كــا أنــه ال يحتــاج للتكنولوجيا‬ ‫املســتخدمة يف النفــط الصخــري والتــي تعــد مكلفة‬ ‫بشــكل كبــر‪ .‬ومــن هنــا فــإن كان هنــاك تأثــر فقد‬ ‫يكــون مــن كنــدا التــي تــدرس وضــع أنابيــب لضــخ‬ ‫النفــط ألمريــكا‪.‬‬ ‫وعــى العمــوم‪ ،‬يتفــق أغلــب املحللــون بأنهــم لــن‬ ‫يســتطيعوا الحكــم عــى مســتقبل النفــط الصخــري‬ ‫إال بعــد ســنوات‪ ،‬ومعرفــة نجاحــه مــن حيــث‬ ‫االســتخراج الــذي يواجــه تكاليــف باهظــة جــدا ً يف‬ ‫عمليــات التنقيــب‪ ،‬وهــو أمــر يقللــون مختصــن‬ ‫عامليــن مــن ســيطرته أو تأثــره بشــكل كبــر عــى‬ ‫مســتقبل تســويق النفــط العاملــي‪.‬‬ ‫أخذ بترصف من املصادر‪-:‬‬ ‫تريك بن عربالعزيز الحقيل (‪)24/04/2013‬‬ ‫صحيفة الرياض السعودية‬ ‫ثورة النفط الصخري ‪ ..‬مرة أخرى‬ ‫محمد إبراهيم السقا (‪)23/05/2014‬؛ نقا عن االقتصادية‬ ‫‪www.aleqt.com/2014/05/23/article_851177.html‬‬ ‫فرانسيسكو كينتانا‬ ‫كبر االقتصادين يف رشكة “آسيا لاستثار” (‪)06/01/2014‬‬ ‫‪/http://www.alriyadh.com‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫الســتخراج النفــط الصخــري يف الواليــات املتحــدة‬ ‫أحدهــا متفــاءل واآلخــر متشــائم‪ ،‬والســيناريوهان‬ ‫مختلفــان بشــكل واضــح مــن حيــث االفرتاضــات‬ ‫حــول الكميــات التــي ميكــن اســتخراجها بالفعــل‪.‬‬ ‫ووفقـاً للســيناريو التفــاؤيل يتوقــع أن يصــل إنتــاج‬ ‫الواليــات املتحــدة مــن النفــط إىل نحــو ‪ 13‬مليــون‬ ‫برميــل يوميــا بحلــول عــام ‪ ،2035‬يف الوقــت الــذي‬ ‫يتوقــع فيــه أن تصــل واردات الواليــات املتحــدة‬ ‫مــن النفــط الخــام (التقليــدي) يف ‪ 2037‬إىل الصفــر‪.‬‬ ‫أمــا الســيناريو التشــاؤمي فيقــدر اإلنتــاج يف ‪2017‬‬ ‫بنحــو ‪ 9.1‬مليــون برميــل فقط‪ ،‬وســينخفض إىل ‪6.6‬‬ ‫مليــون برميــل يف ‪ ،2040‬وهــو مــا يــؤدي إىل رفــع‬ ‫درجــة االعتــاد الخارجــي للواليــات املتحــدة عــى‬ ‫النفــط املســتورد (التقليــدي)‪.‬‬

‫النفط الصخري وتداعياته‬ ‫عىل الدول املصدرة للنفط‬ ‫التقليدي‬

‫عــى الرغــم مــن ثقــة الكثــر مــن املراقبــن‬ ‫بالســيناريو التفــاؤيل فــإن منظمــة “األوبــك” تتوقع‬ ‫أن إنتــاج النفــط الصخــري يف أمريــكا ســيلعب دورا ً‬ ‫جوهري ـاً يف ســوق النفــط العامليــة‪ ،‬لكــن “أوبــك”‬ ‫تشــكك يف اســتدامة هــذا التأثــر عــى املــدى‬ ‫البعيــد‪ ،‬حيــث يتوقــع أن يســتمر اإلنتــاج األمريــي‬ ‫يف الزيــادة‪ ،‬لكنــه ســيرتاجع بعــد ذلــك‪ .‬وأيــا كان‬ ‫الحــال فإنــه مــن الواضــح أن ثــورة النفــط الصخري‬ ‫بــدأت تحــدث تأثـرا ً واضحـاً يف معطيــات الســوق‬ ‫العامليــة للنفــط‪ ،‬وأن امتــداد عمليــات اإلنتــاج‬ ‫خــارج الواليــات املتحــدة قــد يقلــب موازيــن‬ ‫العــرض العاملــي للنفــط الخــام‪.‬‬ ‫وشــعلت التطــورات األخــرة يف قطــاع الطاقــة‬ ‫العاملــي نقاشــات حــول مســتقبل دور الســعودية‬ ‫وإيــران والعــراق والكويــت واإلمــارات وقطــر‪،‬‬ ‫حيــث توقّــع العديــد مــن املحللــن بــأن زيــادة‬ ‫التنافســية مــن مــوارد الطاقــة غــر التقليديــة‬ ‫ســتدفع دول منطقــة الخليــج إىل خفــض حجــم‬ ‫إنتاجهــا‪ ،‬وباألخــص الســعودية‪ ،‬حتــى تتمكــن مــن‬ ‫الحفــاظ عــى دورهــا املؤثــر عــى أســعار النفــط‬ ‫يف أســواق الطاقــة‪ .‬ولكــن هــذا النقــاش مل يأخــذ يف‬ ‫عــن االعتبــار عام ـاً أساســياً‪ ،‬وهــو أن التط ـ ّورات‬ ‫يف تكنولوجيــا النفــط والغــاز الصخــري قــد جعلــت‬ ‫عمليــة اســتخراج هــذه املــوارد ممكنــة مــن ناحيــة‬ ‫تكلفتهــا مقارنــة بأســعار النفــط الحاليــة‪ ،‬آخذين يف‬

‫انخفــاض إنتــاج الدولــة وارتفــاع االســتهاك املحــي‪.‬‬

‫االعتبــار بــأن تكاليــف إنتــاج هــذه املــوارد ال زالــت‬ ‫مــن األعــى مــن بــن أنــواع النفــط املختلفــة‪.‬‬ ‫ومــن حيــث تكلفــة اســتخراج النفــط التقليــدي‪،‬‬ ‫تتمتــع بعــض الــدول ومنهــا الســعودية والع ـراق‬ ‫وإيـران بــأدىن تكلفــة يف اســتخراج النفــط يف العــامل‪،‬‬ ‫والتــي تفــوق بقليــل العريــن دوالرا ً للربميــل‪.‬‬ ‫ويعــود الفضــل يف تــدين التكلفــة إىل ســهولة‬ ‫اســتخراج مواردهــا لقرابتهــا مــن ســطح األرض‪،‬‬ ‫وأيض ـاً إىل حجــم هــذه املــوارد‪ ،‬مث ـاً حقــل غ ـ ّوار‬ ‫الســعودي القريــب مــن البحريــن وحــده يحتــوي‬ ‫عــى نفــط أكــر مــن إجــايل مــوارد الواليــات‬ ‫املتحــدة‪ ،‬التــي متكّــن الســعودية مــن اإلنتــاج‬ ‫بأحجــام كبــرة‪ .‬وينطبــق هــذا أيض ـاً عــى الع ـراق‬ ‫وإيـران وباقــي دول الخليــج‪ ،‬التــي تنتــج جميعهــا‬ ‫النفــط بتكلفــة أعــى بفــارق بســيط عــن تكلفــة‬ ‫الســعودية‪ .‬أمــا الــدول األخــرى املنتجــة للنفــط‬ ‫مثــل الصــن وليبيــا واملكســيك‪ ،‬فتلعــب دورا ً صغرا ً‬ ‫يف ســاحة الطاقــة العامليــة بســبب إمكانياتهــا‬ ‫املحــدودة يف تصديــر الطاقــة‪ .‬وتســتهلك الصــن‬ ‫كل مــا تنتجــه مــن النفــط الــذي يعــادل أربعــة‬ ‫مايــن برميــل مــن النفــط يف اليــوم‪ ،‬يف حــن أن‬ ‫ليبيــا مل تتعــاىف متامـاً مــن “ربيعهــا” وتصـ ّدر حاليـاً‬ ‫‪ 100‬ألــف برميــل فقــط يف اليــوم مقارنــة مبليــون‬ ‫برميــل كانــت تصــدره يف يوليــو ‪ 2013‬ومليــون‬ ‫برميــل ونصــف كانــت تصــدره مــا قبــل أزمتهــا‪ .‬أمــا‬ ‫املكســيك‪ ،‬فقــد قامــت بتخفيــض حجــم تصديرهــا‬ ‫للنفــط عــن طريــق تقليــص مبيعاتهــا إىل الواليــات‬ ‫املتحــدة التــي تعــادل ‪ %90‬مــن إجــايل تصديرهــا‪،‬‬ ‫لينخفــض مــن مســتوى قيــايس بلــغ مليونـاً ونصف‬ ‫املليــون برميــل يف عــام ‪ 2004‬إىل أقــل مــن مليــون‬ ‫برميــل يف عــام ‪ ،2012‬وتعــود هــذه الخطــوة إىل‬

‫ومــن ناحيــة أخــرى‪ ،‬ال ت ـزال معظــم االكتشــافات‬ ‫ملــوارد النفــط غــر التقليــدي تعــود بتكاليــف‬ ‫عاليــة يف إنتــاج هــذا النــوع مــن النفــط‪ ،‬والنفــط‬ ‫املســتخرج يف امليــاه العميقــة ال زال أيض ـاً يكلّــف‬ ‫ثــاث م ـرات أكــر مــن تكلفــة النفــط التقليــدي‬ ‫الــذي تنتجــه الــدول املصــدرة للنفــط يف منطقــة‬ ‫الــرق األوســط‪ .‬أمــا تكلفــة إنتــاج النفــط‬ ‫الصخــري يف الواليــات املتحــدة والنفــط املســتخرج‬ ‫مــن الرمــل يف كنــدا فهــي تـرتاوح مــا بــن ‪ 70‬وفوق‬ ‫‪ 100‬دوالر‪ ،‬أي خمــس أضعــاف تكلفــة اإلنتــاج‬ ‫للنفــط العــادي يف منطقــة الخليــج‪ .‬ومــع أن حدود‬ ‫التكاليــف تختلــف نســبياً مــن مــكان إىل آخــر‪،‬‬ ‫إىل أن الفــوارق مــا بينهــا متقاربــة جــدا ً‪ .‬وقامــت‬ ‫مؤسســة كامربيــدج لبحــوث الطاقــة بحســاب هذه‬ ‫التكاليــف يف عــام ‪ ،2008‬ومنــذ ذلــك مل تشــهد‬ ‫هــذه التكاليــف تغيــرات ملحوظــة‪ ،‬حتــى مــع‬ ‫التطــور التكنولوجــي الــذي حصــل‪.‬‬ ‫وقــد تحتــاج الــدول املصــدرة للنفــط التقليــدي أن‬ ‫تبقــى أســعار النفــط مبســتوياتها العاليــة لتلبيــة‬ ‫احتياجاتهــا املاليــة املتزايــدة‪ .‬ولكــن يف حــال بلغت‬ ‫أســعار النفــط مســتويات منخفضــة عــى ف ـرتات‬ ‫منتظمــة‪ ،‬ســتضطر العديــد مــن إنتاجــات النفــط‬ ‫يف العــامل‪ ،‬الســيا يف أماكــن مثــل املحيــط املتجمــد‬ ‫الشــايل أو يف ميــاه عميقــة التــي تتطلــب معــدات‬ ‫ذات تكاليــف عاليــة‪ ،‬إىل تجميــد عملياتهــا بســبب‬ ‫التكاليــف العاليــة التــي عليهــا تكبدهــا‪ .‬وهنــا‬ ‫تصبــح دول الخليــج هــي املنتجــة الوحيــدة التــي‬ ‫ميكنهــا تغطيــة تكاليــف اإلنتــاج وأيضــاً تحقيــق‬ ‫األربــاح إن انخفضــت أســعار‬ ‫أســعار النفــط إىل حــدود الـــ ‪ 40‬دوالرا ً للربميــل‪،‬‬ ‫لــذا ســتحافظ الــدول املنتجــة للنفــط يف منطقــة‬ ‫الخليــج عــى دورهــا األســايس يف أســواق الطاقــة‬ ‫العامليــة يف العقــود القادمــة‪.‬‬

‫إمكانات النفط الصخري‬ ‫املستقبلية‬

‫يقــول املحلــل االقتصــادي‪ ،‬الســيد تــريك بــن‬ ‫عربالعزيــز الحقيــل‪ ،‬إن إمكانــات النفــط الصخــري‬ ‫يف أمريــكا ال تـزال تصطــدم مــع االرتفاعــات الحادة‬ ‫لتكاليــف اإلنتــاج ألنــه يــأيت مــن مصــادر غــر‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 117‬‬

‫ ‬

‫ميكــن تحقيقهــا يف التكويــن الصخــري‪ ،‬ومــن ثــم‬ ‫فــإن هــذه التقديـرات ملكامــن النفــط الصخــري يف‬ ‫العــامل والكميــات القابلــة لاســتخراج منهــا مســألة‬ ‫ديناميكيــة تتغــر بشــكل كبــر مبــرور الوقــت‪،‬‬ ‫وال ميكــن الركــون إىل تقديــر محــدد الحتياطيــات‬ ‫النفــط الصخــري عــى أنهــا متثــل الكميــات التــي‬ ‫ميكــن أن تنافــس النفــط التقليــدي‪.‬‬

‫الطاقــة بشــكل أســايس‪ ،‬ويقــدر أن درجــة إكتفــاء‬ ‫الواليــات املتحــدة األمريكيــة الــذايت تصــل حالياً إىل‬ ‫مــا يقــارب ‪ %90‬مــن احتياجاتهــا‪ ،‬بــل لقــد وصــل‬ ‫الحــال إىل أن بعــض األصــوات بــدأت تتعــاىل داعيــة‬ ‫الحكومــة األمريكيــة إىل رفــع الحظــر عــى تصديــر‬ ‫النفــط‪ ،‬خصوص ـاً أن جانب ـاً مــا يتــم إنتاجــه مــن‬ ‫النفــط الصخــري ال يتوافــق مــع طبيعــة املصــايف‬ ‫القامئــة حاليـاً يف الواليــات املتحــدة ألنــه ثقيــل مــن‬ ‫حيــث الكثافــة‪.‬‬ ‫وينظــر حاليــاً إىل اإلنتــاج مــن النفــط الصخــري‬ ‫األمريــي بأنــه ســاعد بالفعــل عــى تعويــض‬ ‫االنخفــاض يف العــرض العاملــي مــن النفــط خــارج‬ ‫الواليــات املتحــدة‪ ،‬فقــد كان مــن املتوقــع أن‬ ‫يرتاجــع العــرض العاملــي للنفــط بــن األعــوام‬ ‫‪ ،2013 - 2011‬بصفــة خاصــة مــن املكســيك وإيران‬ ‫والجزائــر وليبيــا‪ ،‬كــا أن إنتــاج النفــط الصخــري‬ ‫األمريــي قــد عمــل عــى خفــض أســعار النفــط‬ ‫مــن مســتوى ‪ 100‬دوالر للربميــل إىل النصــف ‪50‬‬ ‫دوالر ا ً للربميــل فقــط (يف الوقــت الحــايل ‪ -‬أيــار‬ ‫‪ 2015‬بحــدود ‪ 65‬دوالر للربميــل ‪ .)2014‬ويعتقــد‬ ‫أنــه لــوال النمــو يف العــرض األمريــي مــن النفــط‬ ‫والغــاز الصخــري لكانــت أســعار الطاقــة مــن‬ ‫مصادرهــا التقليديــة أعــى بكثــر مــن أســعارها‬ ‫الســوقية يف الوقــت الحــايل‪ ،‬والضطــر العــامل إىل‬ ‫دفــع أســعار أعــى للطاقــة‪.‬‬ ‫وحســب تقريــر أصــدرت وكالــة معلومــات الطاقــة‬ ‫األمريكيــة يف آيــار (مايــو) ‪ 2014‬بعنــوان “‪An-‬‬ ‫‪ ”nual Energy Outlook 2014‬الــذي احتــوى‬ ‫عــى معلومــات جديــدة عــن آفــاق إنتــاج النفــط‬ ‫الصخــري وســيناريوهاته املســتقبلية يف الواليــات‬ ‫املتحــدة‪ ،‬وكشــف التقريــر عــن أنــه عــى املــدى‬

‫القصــر بلــغ إنتــاج الواليــات املتحــدة يف نيســان‬ ‫(أبريــل) ‪ 2014‬نحــو ‪ 8.3‬مليــون برميــل يوميــاً‪،‬‬ ‫وهــو أعــى مســتوى إنتــاج تحققــه الواليــات‬ ‫املتحــدة منــذ عــام ‪ ،1988‬ومــن املتوقــع أن يرتفــع‬ ‫اإلنتــاج اليومــي إىل ‪ 9.2‬مليــون برميــل يف عــام‬ ‫‪ ،2015‬أي بزيــادة نحــو مليــوين برميــل عــن عــام‬ ‫‪ ،2013‬وهــو مــا يســاوي أعــى إنتــاج للواليــات‬ ‫املتحــدة منــذ عــام ‪ ،1972‬وســاعد اإلنتــاج املحــي‬ ‫مــن النفــط عــى رفــع املخــزون األمريــي يف أواخــر‬ ‫نيســان (أبريــل) ‪ 2014‬إىل نحــو ‪ 400‬مليــون برميل‪،‬‬ ‫وهــو أكــرب مخــزون تحتفــظ بــه الواليــات املتحــدة‬ ‫يف تاريخهــا‪.‬‬ ‫وبلــغ إنتــاج الواليــات املتحــدة من النفــط الصخري‬ ‫يف عــام ‪ 2010‬أقــل مــن مليــون برميــل يومي ـاً‪ ،‬إال‬ ‫أن وكالــة معلومــات الطاقــة قــد توقعــت أن يصــل‬ ‫إجــايل اإلنتــاج اليومــي مــن ســت مناطــق مختلفة‬ ‫إلنتــاج النفــط الصخــري يف أمريــكا إىل نحــو ‪4.43‬‬ ‫مليــون برميــل يومي ـاً يف النصــف الثــاين مــن عــام‬ ‫‪ ،2015‬بــل وفقـاً لبعــض الســيناريوهات يتوقــع أن‬ ‫تنتــج الواليــات املتحــدة نحــو ‪ 8.5‬مليــون برميــل‬ ‫يوميـاً مــن النفــط الصخــري عــام ‪.2035‬‬

‫معوقات االستخراج‬ ‫وتكلفة اإلنتاج‬

‫غــر أن تقديــرات االحتياطيــات والتنبــؤات‬ ‫املســتقبلية لإلنتــاج مــن النفــط الصخــري تخضــع‬ ‫بشــكل كبــر لافرتاضــات املحيطــة باملنطقــة التــي‬ ‫توجــد فيهــا التكوينــات الصخريــة‪ ،‬ودرجــة التطــور‬ ‫التكنولوجــي لوســائل اإلنتــاج التــي بدورهــا تقلــل‬ ‫مــن تكلفــة االســتخراج وترفــع مــن اإلنتاجيــة التــي‬

‫بالطبــع يواجــه إنتــاج النفــط الصخــري بعــض‬ ‫العوائــق الفنيــة‪ ،‬خصوصـاً فيــا يتعلــق بتكنولوجيا‬ ‫االســتخراج‪ ،‬التــي يف بعــض األحيــان قــد تعــوق‬ ‫عمليــة اإلنتــاج بشــكل شــبه كامــل‪ ،‬عــى ســبيل‬ ‫املثــال وفقــاً لدراســة أجريــت لحســاب إدارة‬ ‫الطاقــة الفيدراليــة األمريكيــة كان مــن املقــدر أن‬ ‫يتــم اســتخراج ‪ 13.7‬مليــار برميــل نفــط صخــري‬ ‫مــن تكوينــات مــا يســمى الصخــر النقــدي “‪Mon-‬‬ ‫‪ ”terey Shale‬يف كاليفورنيــا‪ ،‬وذلــك اســتنادا ً إىل‬ ‫ســهولة اســتخراج مثــل تلــك االحتياطيــات املتوافرة‬ ‫يف التكوينــات الصخريــة‪ ،‬وبــأن عمليــة اســتغال‬ ‫النفــط الصخــري مــن هــذه املكامــن ســتوفر نحــو‬ ‫‪ 2.8‬مليــون وظيفــة يف كاليفورنيــا وتولــد دخـاً قدر‬ ‫بنحــو ‪ 24.6‬مليــار دوالر ســنوياً‪ ،‬إال أن تقديــرات‬ ‫جديــدة للكميــات التــي ميكــن اســتخراجها مــن‬ ‫الصخــر النقــدي باســتخدام التكنولوجيــا الحاليــة‬ ‫تشــر إىل أن اإلنتــاج املتوقــع رمبــا يقتــرص عــى‬ ‫‪ 600‬مليــون برميــل كحــد أقــى فقــط‪ ،‬وأن‬ ‫التطــور التكنولوجــي هــو الوحيــد الكفيــل بتعزيــز‬ ‫مســتويات اســتخدام هــذا النفــط‪.‬‬ ‫بالطبــع هــذه التقديــرات وغرهــا التــي ســتأيت‬ ‫باملســتقبل تعــد مخيبــة آلمــال الواليــات املتحدة يف‬ ‫تحقيــق إكتفائهــا الــذايت مــن الطاقــة‪ ،‬حيــث يقــدر‬ ‫أن تكوينــات الصخــر النقــدي تحتــوي عــى ثلثــي‬ ‫احتياطيــات الواليــات املتحدة من النفــط الصخري‪.‬‬ ‫غــر أن بعــض املراقبــن يــرى أنــه عــى الرغــم مــن‬ ‫أن هنــاك مشــكات يف اســتغال تكوينــات الصخــر‬ ‫النقــدي يف الوقــت الحــايل راجعــة لعوامــل طبيعية‬ ‫يف تلــك التكوينــات‪ ،‬إال أن التطــور التقنــي ميكــن‬ ‫أن يســمح باســتغالها‪ ،‬وهنــاك تفــاؤل كبــر بــأن‬ ‫الطــرق الحديثــة يف اســتخراج النفــط الصخــري‬ ‫ســتفتح املجــال الســتخراج الكميــات الهائلــة مــن‬ ‫النفــط املوجــودة حاليــا يف املنطقــة‪.‬‬ ‫وأخــرا يشــر تقريــر وكالــة معلومــات الطاقــة‬ ‫األمريكيــة “‪”Annual Energy Outlook 2014‬‬ ‫إىل أن هنــاك ســيناريوهن حــول اإلمكانــات الكامنة‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫‪Shale Oil, the Global Repercussions‬‬ ‫ما هو النفط صخري؟‬

‫النفــط الصخــري هــو نــوع مــن النفــط الخفيــف‬ ‫ويختلــف عــن النفــط الرمــي أو الغــاز الصخــري‬ ‫والنفــط الخــام الطبيعــي‪ .‬يف الواليــات املتحــدة‬ ‫األمريكيــة حصلــت ثــورة ضخمــة يف إنتــاج هــذا‬ ‫النــوع مــن النفــط خاصــة يف واليــة تكســاس‪ .‬وقــد‬ ‫رصح بــاراك أوبامــا يف ديســمرب (كانــون األول) عــام‬ ‫‪ 2012‬عــن أن أمريــكا ســتتخطى اململكــة العربيــة‬ ‫الســعودية لتصبــح أكــرب منتــج لنفــط يف العــامل يف‬ ‫عــام ‪ 2017‬بفضــل النفــط الصخــري‪ .‬وعــى ضــوء‬ ‫هــذا الترصيــح اجتمعــت منظمــة أوبــك يف ذات‬ ‫الشــهر وعــربت عــن قلقهــا مــن ارتفــاع إنتــاج‬ ‫النفــط الصخــري الــذي يهــدد مســتقبل الطلــب‬ ‫عــى النفــط الخــام (التقليــدي)‪.‬‬ ‫ومكنــت تكنولوجيــا إنتــاج النفــط الصخــري‪ ،‬بصفة‬ ‫خاصــة التكســر الهيدروليــي والحفــر األفقــي‪،‬‬ ‫منتجــي النفــط الصخــري مــن الوصــول إىل كميــات‬ ‫متزايــدة مــن النفــط يف الصخــور‪ ،‬كــا لعــب‬ ‫اســتمرار ارتفــاع أســعار النفــط‪ ،‬دورا ً مهــاً يف‬ ‫اســتغال النفــط الصخــري يف الواليــات املتحــدة‪.‬‬ ‫ومنــذ أواخــر الســبعينات مــن القــرن املنــرصم‬ ‫بــدأت الواليــات املتحــدة يف تطويــر التكنولوجيــا‬ ‫التــي ســتمكنها مــن اســتخراج النفــط والغــاز‬ ‫الصخــري‪ .‬ومــع الوقــت‪ ،‬متكّنــت مــن تطويــر‬ ‫وتحســنت‬ ‫التقنيــات للوصــول إىل هــذه املــوارد‪ّ ،‬‬ ‫معهــا عمليــات التكســر الهيدروليــي بشــكل‬ ‫تدريجــي لتقليــص الوقــت والتكاليــف عنــد تنقيب‬ ‫النفــط والغــاز الصخــري‪ .‬وبحســب إدارة معلومات‬ ‫الطاقــة األمريكيــة ضمــن تقريــر أصدرتــه يف يونيــو‬ ‫‪ ،2013‬ميلــك العــامل ‪ 345‬مليــار برميــل مــن النفــط‬ ‫الصخــري الــذي ميكــن اســتخراجه تقنيــاً‪ ،‬األمــر‬ ‫الــذي مل يكــن متاح ـاً ســابقاً‪ .‬وهــذا يعنــي أنــه يف‬

‫حــال أصبــح مــن املمكــن اســتخراج مــوارد النفــط‬ ‫والغــاز الصخــري كافــة‪ ،‬ســتتغر خارطــة الطاقــة‬ ‫العامليــة بشــكل جــذري‪ .‬وتتوقــع إدارة معلومــات‬ ‫الطاقــة املعتمــدة مــن قبــل دول منظمــة التعــاون‬ ‫االقتصــادي والتنميــة‪ ،‬يف تقريرهــا الخــاص لعــام‬ ‫‪ 2014‬عــن تطلعــات الطاقــة‪ ،‬أن الواليــات املتحــدة‬ ‫قــد تصبــح أكــرب منتــج للنفــط بنهايــة عــام ‪2015‬‬ ‫بفضــل النجاحــات التــي تحققهــا يف إنتــاج النفــط‬ ‫الصخــري‪.‬‬

‫ردود أفعال‬

‫أثــار إنتشــار النفــط الصخــري ردود أفعــال متباينــة‬ ‫بــن مؤيــد ومعــارض لفكــرة أن يلعــب النفــط‬

‫الصخــري دورا ً يف الســوق العامليــة للنفــط الخــام‪،‬‬ ‫وذلــك اســتنادا ً إىل ارتفــاع تكاليــف إســتخراجه‬ ‫وخطــورة اآلثــار البيئيــة املرتتبــة عــى عمليــات‬ ‫إنتاجــه وضعــف إنتاجيــة مكامــن اإلنتــاج وقــرص‬ ‫عمرهــا اإلنتاجــي‪ ،‬يف الوقــت الــذي وجــدت فيــه‬ ‫الواليــات املتحــدة األمريكيــة ضالتهــا للتخلــص مــن‬ ‫تبعيتهــا للنفط املســتورد وزيــادة اكتفائهــا الذايت يف‬ ‫مجــال الطاقــة مــن خــال املصــادر غــر التقليديــة‬ ‫كالنفــط والغــاز الصخــري‪ ،‬ويومـاً بعــد يــوم تتزايــد‬ ‫الكميــات التــي تنتجهــا الواليــات املتحــدة يومي ـاً‬ ‫مــن النفــط الصخــري لتثبــت أن من عــارض جدوى‬ ‫عمليــات إنتــاج النفــط الصخــري كان عــى خطــأ‪،‬‬ ‫حيــث يعــود الفضــل للغــاز والنفــط الصخــري‬ ‫يف ارتفــاع درجــة إكتفــاء الواليــات املتحــدة مــن‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 119‬‬

‫وهــم ميثلــون نصــف ســكان الصــن‪ ،‬وينتظــر أن‬ ‫ينمــو معهــا بالتــايل عــدد متاجــر اإلنرتنــت مبعــدل‬ ‫ســنوي يقــدر بنحــو ‪.%20‬‬ ‫منو يف أمريكا الالتينية‬ ‫وأشــار التقريــر إىل منــو رسيــع للتجــارة اإللكرتونيــة‬ ‫يف أمريــكا الاتينيــة نتيجــة للنمــو امللحــوظ يف‬ ‫اســتخدامات اإلنرتنــت يف الربازيــل‪ ،‬فيــا توقــع‬ ‫التقريــر أن يشــهد عــام ‪ 2016‬منــوا ً بنســبة ‪%40‬‬ ‫مــن املتســوقن إلكرتونيــا مــن مســتخدمي اإلنرتنت‬ ‫يف الربازيــل‪ .‬لكــن مثــة توقعــات بانخفــاض التجــارة‬ ‫اإللكرتونيــة يف األرجنتــن‪ ،‬مــع تفوق متوقع لـــدولة‬ ‫تشــيي‪ ،‬التــي تقــود اإلنرتنــت يف أمريــكا الاتينيــة‬ ‫مبعــدالت مرتفعــة‪ ،‬وكذلــك بالنســبة لكولومبيــا‬ ‫التــي تشــهد منــوا ً متســارعاً يف عــدد مســتخدمي‬ ‫اإلنرتنــت‪.‬‬ ‫تباطؤ يف أوروبا‬ ‫وتوقــع التقريــر أن يشــهد منــو التجــارة اإللكرتونيــة‬ ‫يف أوروبــا الغربيــة تباطــؤا ً‪ .‬فرغــم تجــاوز معــدالت‬ ‫النمــو يف التجــارة اإللكرتونيــة يف بريطانيــا حاجــز‬ ‫الـــ ‪ %10‬يف عــام ‪ 2013‬فــإن الخــرباء يتوقعــون‬ ‫انخفاضــاً يف معــدالت منوهــا بحلــول ‪ .2016‬أمــا‬ ‫يف أملانيــا فازالــت مبيعــات اإلنرتنــت يف تزايــد‪،‬‬ ‫تقودهــا تجــارة املابــس واملوســيقى والصــور‪.‬‬ ‫لكــن مثــة توقعــات بانخفــاض يف عوائــد التجــارة‬ ‫اإللكرتونيــة يف فرنســا‪ ،‬التــي يتســوق فيهــا ثاثــة‬ ‫أربــاع مســتخدمي اإلنرتنــت عــرب الشــبكة‪ ،‬بخاصــة‬ ‫فيــا يتعلــق بخدمــات الســفر‪ .‬وكشــف التقريــر‬ ‫عــن تنــامٍ يف مبيعــات اإلنرتنــت يف إيطاليــا بنســبة‬ ‫‪ %20‬خــال عــام ‪ ،2013‬كــا زادت إيــرادات‬ ‫التجــارة اإللكرتونيــة يف إســبانيا بواقــع ‪ 20‬مليــون‬ ‫يــورو‪ ،‬وقــادت تجــارة األثــاث الخشــبي مبيعــات‬ ‫اإلنرتنــت يف الســويد‪.‬‬ ‫ذكــرت مؤسســة فورســرت لألبحــاث‪ ،‬والبحــوث‬ ‫العامليــة األمريكيــة ورشكــة إستشــارية أخــرى‬ ‫عامليــة‪ ،‬يف تقريــر مشــرتك صــدر مؤخـرا ً‪ ،‬أن خمــس‬ ‫دول كــربى تســتحوذ عــى أعــى املراكــز يف التجــارة‬ ‫اإللكرتونيــة يف أوروبــا‪ ،‬هــي اململكــة املتحــدة‪،‬‬ ‫وأملانيــا‪ ،‬وهولنــدا‪ ،‬والرنويــج‪ ،‬والســويد‪ .‬وتشــر‬ ‫النتائــج إىل أن حجــم الســوق ليــس العامــل املحــدد‬ ‫الهائــل للتفــوق يف مجــال التجــارة اإللكرتونيــة بــل‬ ‫مثــة عوامــل أخــرى مهيمنــة عــى هــذا املجــال‬ ‫مثــل ســلوك الدفــع‪ ،‬والبنيــة التحتيــة والتطــور‬

‫التكنولوجــي والدخــل املتــاح‪ .‬وأشــار مؤمتــر مائــدة‬ ‫مســتديرة عقــد يف إيطاليــا يف أول أكتوبــر ‪،2014‬‬ ‫إىل تحديــات مهمــة تعــرتض التجــارة األوروبيــة‬ ‫اإللكرتونيــة‪ ،‬تشــمل الخصوصيــة والتريعــات‪،‬‬ ‫وعــدم وجــود تنافســية يف أســاليب الدفــع عــرب‬ ‫اإلنرتنــت والهاتــف املحمــول‪ ،‬وتأمــن عمليــات‬ ‫الدفــع‪ ،‬وإجـراءات الحايــة مــن الغــش‪ ،‬والجرائــم‬ ‫اإللكرتونيــة‪ ،‬وخيــارات التســليم‪ ،‬وتكاليــف‬ ‫التوصيــل‪.‬‬ ‫روسيا يف صدارة أوروبا الرشقية‬ ‫وتقــود روســيا عائــدات التجــارة اإللكرتونيــة يف‬ ‫أوروبــا الرقيــة؛ حيــث تســتحوذ عــى أكــرب عــدد‬ ‫مــن مســتخدمي اإلنرتنــت فيهــا‪ ،‬خاصــة بعــد‬ ‫دخــول العبــن رئيســن مــن الــركات األجنبيــة‬ ‫ســوق التجــارة اإللكرتونيــة الروســية‪ .‬فيــا تشــكل‬ ‫املابــس واألحذيــة محــور التجــارة اإللكرتونيــة يف‬ ‫التشــيك وبولنــدا‪ ،‬ويتصــل نصــف ســكان تركيــا‬ ‫باإلنرتنــت‪ ،‬وتقــود الســوق هنــاك املنتجــات‬ ‫اإللكرتونيــة‪.‬‬ ‫تراجع يف اليابان ومنو يف كوريا‬ ‫وعــى الرغــم مــن النمــو امللحــوظ يف عائــدات‬ ‫التجــارة اإللكرتونيــة يف آســيا واملحيــط الهــادي‪،‬‬ ‫فــإن احتــاالت التجــارة اإللكرتونيــة تنــذر برتاجــع‬ ‫ملحــوظ يف اليابــان التــي يســتخدم متســوقو‬ ‫اإلنرتنــت فيهــا الهواتــف الذكية يف إنجــاز صفقاتهم‪.‬‬ ‫وســجلت كوريــا الجنوبيــة منــوا ً يف مبيعــات التجارة‬ ‫اإللكرتونيــة بواقــع ‪ %6‬تقودهــا حجــوزات الســفر‬ ‫واملابــس واألزيــاء‪.‬‬ ‫أسرتاليا تضاعف مبيعاتها‬ ‫وخــال عــام ‪ 2015‬بلــغ عــدد مســتخدمي اإلنرتنت‬ ‫يف أســرتاليا نســبة ‪ %80‬مــن ســكانها‪ ،‬يتســوق‬ ‫أكــر مــن ‪ %50‬منهــم عــرب اإلنرتنــت‪ ،‬ويتوقــع‬ ‫أن تتضاعــف مبيعــات التجــارة اإللكرتونيــة فيهــا‬ ‫بحلــول ‪.2016‬‬ ‫غموض يف العامل العريب‬ ‫ســجلت مبيعــات التجــارة اإللكرتونيــة يف الــرق‬ ‫األوســط وأفريقيــا منــوا متزايــدا ً مــع تزايــد الثقــة يف‬ ‫التجــارة اإللكرتونيــة يف هــذه املنطقــة‪ .‬فعى ســبيل‬ ‫املثــال‪ ،‬يف اإلمــارات مثــة اتجــاه متزايــد بالتســوق‬ ‫عــرب اإلنرتنــت باســتخدام بطاقــات االئتــان‪ .‬وأظهر‬ ‫أحــد التقاريــر أن ‪ %20‬مــن مســتخدمي اإلنرتنت يف‬

‫ ‬

‫مــرص يدفعــون الفواتــر ويتســوقون عــرب اإلنرتنــت‪.‬‬ ‫أمــا يف املغــرب التــي يعتقــد بــإن نصــف ســكانها‬ ‫يســتخدمون اإلنرتنــت‪ ،‬فثمــة توقعــات بتزايــد‬ ‫معــدالت منــو التجــارة اإللكرتونيــة فيهــا بحلــول‬ ‫عــام ‪.2016‬‬ ‫وعــى العمــوم‪ ،‬مــازال هنــاك قصــور يف املعلومــات‬ ‫املتاحــة عــن واقــع التجــارة اإللكرتونيــة يف العــامل‬ ‫العــريب‪ ،‬ومثــة تضــارب يف األرقــام املطروحــة التــي ال‬ ‫يُعــرف املصــدر الــذي يســتند عليــه مــن يطلقونهــا‪،‬‬ ‫لكــن املــؤرشات تبــن أن هنــاك منــوا ً نســبياً يف الثقة‬ ‫يف التجــارة اإللكرتونيــة عــرب اإلنرتنــت يف الــدول‬ ‫العربيــة‪ ،‬عــى الرغــم مــن أن الفــرص مهيــأة لنمــو‬ ‫كبــر يف التجــارة اإللكرتونيــة يف عــدد مــن الــدول‬ ‫العربيــة‪ .‬ولكــن حتــى اآلن تقــدر بعــض املصــادر‬ ‫بأنهــا ال تتجــاوز مــا نســبته ‪ %1‬مــن إجــايل‬ ‫املبيعــات بالطــرق التقليديــة‪ .‬وهــو رقــم ال يذكــر‪.‬‬ ‫رس وراء ضآلــة‬ ‫وحســب بعــض التقاريــر‪ ،‬أن الــ ّ‬ ‫هــذا الرقــم واحتجــاب النــاس يف الــدول العربيــة‬ ‫عــن التبضــع اإللكــرتوين هــو القلــق مــن خطــورة‬ ‫تــداول أرقــام بطاقــات االئتــان عــرب اإلنرتنــت‪ .‬كــا‬ ‫مازالــت ثقافــة الــراء عــرب اإلنرتنــت محــدودة‬ ‫رغــم محــاوالت متاجــر عديــدة بــث درجــة عاليــة‬ ‫مــن املصداقيــة يف خدماتهــا‪.‬‬ ‫أخذ بترصف من املصادر التالية‪-:‬‬ ‫مدونة التجارة اإللكرتونية‪ /‬متجر وردات‬ ‫ملخــص تجربــة “متجــر وردات” اإللكــرتوين لنســاء ســعوديات‬ ‫قصــص نجــاح‪ ،‬كيــف تبــدأ متجــرك األول؟‬ ‫‪/http://wardatstore.com‬‬ ‫صحيفة الرق املطبوعة‬ ‫‪http://www.alsharq.net.sa/2013/10/07/964053‬‬ ‫كتاب “ابتكار منوذج العمل التجاري”‬ ‫‪/http://www.bmg-arabic.com‬‬ ‫فن التسعر جون لينكولن‬ ‫‪/http://www.privatesectorqatar.com/arabic‬‬ ‫‪How to Register a Domain Name‬‬ ‫‪http://www.wikihow.com/Register-a-Domain-Name‬‬ ‫املتجر اإللكرتوين ‪opencart -‬‬ ‫‪/https://opencartarab.com‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫يشء ميكــن فعلــة لتقليــل قيمــة املنتــج‪ ،‬ولكــن‬ ‫إن كانــت تكلفــة البضاعــة معقولــة ويتــم إضافــة‬ ‫رســوم أخــرى كثــرة تســهم يف الرفــع مــن القيمــة‬ ‫النهائيــة للمنتــج‪ ،‬مثــل رضائــب ورســوم خدمــات‬ ‫الدفــع اإلضافيــة‪ .‬فذلــك يدفــع العميــل للبحــث‬ ‫عــن البضاعــة يف موقــع آخــر أو النظــر يف ال ـراء‬ ‫مــن املتاجــر التقليديــة إن كان الفــارق يف الســعر‬ ‫بســيط‪.‬‬ ‫‪ .10‬التجــول والبحــث الحــ ّر‪ :‬كــا هــو طبيعــي‬ ‫يف األســواق التقليديــة حيــث التجــوال والبحــث‬ ‫الحـ ّر دون الـراء هــي مــن األمــور االعتياديــة يتــم‬ ‫نفــس ذلــك يف العــامل اإللكــرتوين‪ ،‬حيــث الكثــر مــن‬ ‫العمــاء تتجــول يف املواقــع وتبحــث هنــا وهنــاك‬ ‫وتقــارن بــن األســعار واملنتجــات‪ ،‬ســواء للتخطيــط‬ ‫للـراء املســتقبي أو مــن بــاب املعرفــة والفضــول‪،‬‬ ‫وهنــا ال يوجــد يشء ميكننــا القيــام بــه ســواء إتبــاع‬ ‫سياســات ترويجيــة وإعــادة التوجيه او االســتهداف‬ ‫(‪ ،)re-targeting‬مــن أجــل خلــق فرصــة بيــع‬ ‫مســتقبلية‪.‬‬ ‫لهــذه ألســباب وغرهــا والتــي غالبــاً مــا تناقــش‬ ‫عــى مواقــع التجــارة اإللكرتونيــة‪ ،‬يجــب عليــك‬ ‫االهتــام بهــا والتعامــل معهــا بجديــة وإيجابيــة‬ ‫مــن أجــل الحصــول عــى أفضــل النتائــج‪.‬‬

‫حقائق حول التجارة‬ ‫اإللكرتونية يف العامل‬

‫كشــف تقريــر عــن التجــارة اإللكرتونيــة خــال‬ ‫عــام ‪ 2013‬عــن تفــوق منطقــة آســيا عــى أمريــكا‬ ‫الشــالية يف إجــايل مبيعــات التجــارة اإللكرتونيــة‬ ‫وفــق نظــام ‪ B2C‬الــذي يعنــي البيــع املبــارش مــن‬ ‫الــركات إىل املســتهلكن عــرب اإلنرتنــت‪ .‬ووفقــاً‬ ‫للتقريــر الــذي أعدتــه رشكــة ‪ yststs.com‬فــإن‬ ‫ثلــث ســكان العــامل يســتخدمون اإلنرتنــت فيــا‬ ‫يتوقــع الخــرباء أن يبلــغ عــدد املتســوقن عــرب‬ ‫اإلنرتنــت املليــار شــخص بنهايــة العــام الحــايل‬ ‫‪ .2015‬ومازالــت املابــس واإلكسســوارات والكتــب‬ ‫وحجــوزات الســفر تحتــل الصــدارة يف التجــارة‬ ‫اإللكرتونيــة عــرب العــامل‪.‬‬ ‫وســجل تقريــر لركــة كومســكور‪ ،‬منــوا ً يف التجــارة‬ ‫اإللكرتونيــة لألفــراد بنســبة ‪ %16‬خــال الربــع‬ ‫األول مــن العــام ‪ ،2014‬أي بحجــم إنفــاق بلــغ‬

‫‪ 100‬مليــار دوالر خــال األشــهر الســتة األوىل مــن‬ ‫عــام ‪ ،2014‬وقــدر حجــم تجــارة التجزئــة بواقــع‬ ‫‪ 200‬مليــار دوالر خــال الربــع الثــاين مــن عــام‬ ‫‪ ،2014‬وســجلت التجــارة عــرب الهاتــف املتحــرك‬ ‫نحــو ‪ %9‬مــن إجــايل تجــارة التجزئــة‪ .‬وأظهــر‬ ‫التقريــر تزايــدا ً مضطــردا ً يف قلــق املســتهلكن تجــاه‬ ‫األســعار‪ ،‬بــل احتــل املصــدر الرئيــس للقلــق فيــا‬ ‫يتعلــق بالتجــارة اإللكرتونيــة‪ .‬وتبقــى خيــارات‬ ‫الشــحن معضلــة رئيســة يف التجــارة اإللكرتونيــة؛‬ ‫حيــث يعــرتض كثــر مــن املســتهلكن عــى تكاليفها‬ ‫ومواعيــد التســليم التــي عــادة مــا تتأخــر‪ ،‬ويختــار‬ ‫نســبة ‪ %78‬مــن املســتهلكن الخيــار األقــل تكلفــة‪،‬‬ ‫فيــا يتوقــع أكــر مــن نصــف املســتهلكن أن تكون‬ ‫خيــارات التســليم أرسع‪.‬‬ ‫ووفقــاً للتقريــر‪ ،‬تقــود فئــات املابــس‬ ‫واإلكسســوارات أكــر مــن نصــف صفقــات‬ ‫مســتهلي تجــارة التجزئــة‪ ،‬فيــا ســجلت مبيعــات‬ ‫اإللكرتونيــات زيــادة قدرهــا ‪ %25‬والكامــرات‬ ‫واملعــدات بنســبة ‪ ،%11‬أمــا أجهــزة الكمبيوتــر‬ ‫واألجهــزة الرقميــة فســجلت مبيعاتهــا زيــادة‬ ‫بنســبة ‪ .%22‬وتســتحوذ متاجــر التجزئــة عــى‬ ‫ثلــث مســتخدمي التجــارة اإللكرتونيــة‪ .‬وســجلت‬

‫مبيعــات الهواتــف الذكيــة واألجهــزة اللوحيــة‬ ‫زيــادة قــدرت بالضعــف عــى مــدى الســنوات‬ ‫الثــاث املاضيــة‪ .‬ويتســوق نحــو ‪ %33‬مــن مالــي‬ ‫الهواتــف الذكيــة عــرب هواتفهــم‪.‬‬ ‫الصدارة للصني‬ ‫ويبلــغ عــدد املتســوقن عــرب اإلنرتنــت يف الصــن‬ ‫أكــر مــن ‪ 240‬مليونـاً ينفقــون مــا يعــادل ‪ 40‬ألــف‬ ‫دوالر يف الثانيــة‪ ،‬لكــن مــازال خيــار التســوق عــرب‬ ‫اإلنرتنــت بعيــدا ً عــن الهــدف املنشــود يف الصــن‪.‬‬ ‫وتتوقــع دراســات حديثــة أن تقفــز مبيعــات‬ ‫اإلنرتنــت يف الصــن إىل أكــر مــن ‪ 71‬مليــار دوالر‬ ‫خــال النصــف الثــاين مــن العــام الحــايل ‪ ،2014‬أي‬ ‫بزيــادة تقــدر بنحــو ‪ %45‬مقارنــة بالفــرتة نفســها‬ ‫مــن العــام ‪ .2013‬ويســيطر تجــار التجزئــة عــى‬ ‫تجــارة اإلنرتنــت يف الصــن‪ .‬وبينــا تصــل مبيعــات‬ ‫الــركات إىل املســتهلكن (‪ )B2C‬إىل نحــو ‪25.6‬‬ ‫مليــار دوالر فــإن املبيعــات بــن األفــراد (‪)C2C‬‬ ‫تســتحوذ عــى ‪ 71‬مليــار دوالر‪ .‬ورغــم دخــول‬ ‫رشكاء أجانــب الســوق الصينيــة بقــوة يف الســنوات‬ ‫األخــرة فــإن الغلبــة مازالــت للــركات الصينيــة‪.‬‬ ‫ويتوقــع أن يصــل عــدد متســخدمي اإلنرتنــت يف‬ ‫الصــن إىل ‪ 700‬مليــون مســتخدم بحلــول ‪2016‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 121‬‬

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‫عميــل خيــارة املفضــل يف ذلــك‪ ،‬ولكن مــن الصعب‬ ‫جمــع جميــع هــذه الخيــارات يف املوقــع وإرضــاء‬ ‫كل عميــل باآلليــة التــي يفضلهــا‪ ،‬ولكــن يف نفــس‬ ‫الوقــت هنــاك الكثــر مــن الخيــارات املعتمــدة‬ ‫التــي ال خــاف عليهــا‪ ،‬ويكــون مــن األفضــل إتاحــة‬ ‫عــى األقــل خياريــن إثنــن مــن أكــر آليــات الدفــع‬ ‫اإللكرتونيــة اعتــادا ً وانتشــارا ً عــى شــبكة االنرتنــت‬ ‫مراعيــن يف ذلــك األمــان والحايــة التــي تقدمهــا‬ ‫للعميــل حتــى يشــعر بالــرىض واألمــان عنــد‬ ‫اســتخدامها‪.‬‬ ‫‪ .6‬اختفــاء ميــزات الحاميــة واألمــان‪ :‬يجــب أن‬ ‫يكــون املوقــع محمــي ويتعامــل بأعــى آليــات‬ ‫األمــان والحايــة املتوفــرة‪ ،‬كــا يجــب أن يظهرهــا‬ ‫للعميــل ويذكرهــا يف املوقــع‪ .‬وإذا مل توجــد هــذه‬ ‫الحايــة‪ ،‬فــإن العميــل يحــس بالخطــر عــى‬ ‫معلوماتــه وعــى مالــه عنــد التعامــل مــع ذلــك‬ ‫املوقــع‪ ،‬وبالتــايل يبتعــد عــن ذلــك املوقــع‪.‬‬

‫ســلس ورسيــع يف أفضــل حاالتهــا‪ .‬ومعــروف ان‬ ‫عمــاء اإلنرتنــت رسيعــي الحركــة ال يحبــون البقــاء‬ ‫يف الصفحــة نفســها للكثــر مــن الوقــت‪ ،‬ولذلــك‬ ‫ظهــرت مــا يعــرف بآليــة الصفحــة الوحــدة إلمتــام‬ ‫عمليــة ال ـراء والتقليــل مــن تعقيداتهــا‪.‬‬ ‫‪ .2‬ارتفــاع تكاليــف الشــحن أو بطــىء الخدمــة‪:‬‬ ‫ال يفضــل العمــاء دفــع رســوم خدمــات شــحن‬ ‫إضافيــة غــر معقولــة أو مرتفعــة الســعر إال يف‬ ‫حــاالت خاصــة تســتدعي ذلــك‪ ،‬كان يكــون حجــم‬ ‫البضاعــة كبــر جــدا ً أو ثقيــل جــدا ً‪ ،‬أو يكــون‬ ‫العميــل محتــاج لهــذا املنتــج وبالتــايل مضطــر الن‬ ‫يدفــع هــذه التكلفــة‪ .‬وأغلــب العمــاء يفضلــون‬ ‫الحصــول عــى املنتجــات بســعر شــامل‪ ،‬أي يكــون‬ ‫مــن ضمنهــا تكاليــف الشــحن‪ ،‬او ان يكون الشــحن‬ ‫مجــاين‪ ،‬مــع التنويــه عــى هــذه املجانيــة حتــى‬ ‫تكــون إضافــة تســويقية وتشــجيعية لل ـراء‪.‬‬ ‫‪ .3‬إدراج الرســوم أخــرى يف مرحلــة متقدمــة مــن‬ ‫عمليــة الـرشاء‪ :‬بعــض املواقــع تحــاول إخفــاء بعض‬ ‫الرســوم‪ ،‬وغالبـاً مــا يكــون الســبب هــو االســتحواذا‬ ‫عــى اهتــام العميــل أوالً‪ ،‬وبعــد أن يضــع العميــل‬ ‫املنتــج يف العربــة ويــأيت إلمتــام عمليــة الــراء‪،‬‬ ‫يفاجــأ برســوم إضافيــة تظهــر لــه هنــا أو هنــاك‬ ‫(منهــا رســوم الشــحن عــى ســبيل املثــال‪ ،‬أو رســوم‬

‫تكاليــف الدفــع أو غــره)‪ ،‬وهنــا يســارع العميــل‬ ‫للتخــي عــن العربــة مبنتجاتهــا ضنــاً منــه أنــه‬ ‫تعــرض لعمليــة مراوغــه ويفقــد الثقــة باملوقــع‪.‬‬

‫‪ .7‬رمــوز الخصومــات والعــروض الرتويجيــة‪ :‬أن‬ ‫حصــول العميــل عــى خصــم مــن عــرض ترويجــي‬ ‫أو رمــز قســيمة قــد يشــجع العميــل عــى إمتــام‬ ‫الصفقــة‪ .‬إال أن وبحســب بعــض الدراســات‬ ‫واإلحصائيــات أن بعــض املواقــع التــي تحتــوي عــى‬ ‫زر الحصــول عــى رمــز الخصومــات تواجــه نســبة‬ ‫أعــى لهجــران عربــات التســوق‪ ،‬حيــث يعمــد‬ ‫العمــاء للبحــث عــن هــذه الرمــز قبــل إمتــام‬ ‫عمليــة البيــع فــإن مل يجدوهــا تركــوا العربــة مبــا‬ ‫فيهــا‪.‬‬

‫‪ .4‬إرغــام العميــل عىل التســجيل وإنشــاء حســاب‪:‬‬ ‫جميــع تفاصيــل العميــل مفيــدة بــا شــك‪ ،‬وكلــا‬ ‫كان املوقــع لديــة معلومــات العميــل وتفصيلــه‬ ‫كان ذلــك افضــل يف العمليــة التســويقية املتقدمــة‬ ‫وعــرض املنتجــات الجديــدة وخافــة‪ ،‬ويكــون أكــر‬ ‫عرضــة للتســوق املتكــرر والــراء عــرب املوقــع‪،‬‬ ‫ولكــن لهــذه مخاطــر أخــرى أكــر رضر مــن‬ ‫الفائــدة‪ ،‬حيــث تعهــد هــذه املواقــع للحصــول‬ ‫عــى معلومــات أكــر عــن طريــق إجبــار العميــل‬ ‫للتســجيل يف املوقــع وإنشــاء الحســاب قبــل حتــى‬ ‫إمتــام عمليــة البيــع‪ .‬ويســبب هــذا حالــة مــن‬ ‫الضجــر لــدى العميــل لطــول عمليــة إدخــال هــذه‬ ‫البينــات وكرتهــا ويشــعر بامللــل فيــرتك العمليــة‬ ‫بكاملهــا‪ ،‬وهنــا ميكــن الحصــول واالكتفــاء بأهــم‬ ‫معلومــة إلكرتونيــة أال وهــي الربيــد اإللكــرتوين‬ ‫إلمتــام عمليــة البيــع عــرب خاصيــة الـراء كزائــر أو‬ ‫ضيــف‪.‬‬

‫‪ .8‬معلومــات وتفاصيــل املنتجــات‪ :‬رضورة وجــود‬ ‫معلومــات وتفاصيــل البضاعــة حتــى وإن افرتضنــا‬ ‫أن الكثــر مــن العمــاء يعرفــون ماهــي مواصفــات‬ ‫املنتــج الذيــن يبحثــون عنــه‪ .‬ولكــن األكــر منهــم‬ ‫يبحثــون عــن تفاصيــل ومعلومــات املنتجــات قبــل‬ ‫الـراء‪ ،‬مــن بــاب زيــادة التأكيــد عى صحــة املنتج‬ ‫امل ُشــرتى‪ ،‬ومنهــم ألســباب املقارنــة بينهــا وبــن‬ ‫منتجــات مشــابهة أخــرى‪ ،‬وعنــد عــدم وجــود‬ ‫معلومــات ومواصفــات كافيــة وزيــادة عــن هــذا‬ ‫املنتــج أو ذاك يتــم إتخــاذ القــرار بالتخــي عــن‬ ‫هــذه العربــة مبنتجاتهــا والبحــث عــن منتــج ذو‬ ‫معلومــات أكــر‪.‬‬

‫‪ .5‬محدوديــة خيــارات الدفــع اإللكرتونيــة‪ :‬هنــاك‬ ‫العديــد مــن الطــرق املختلفــة التــي ميكــن للموقــع‬ ‫إتاحتهــا إلمتــام عمليــة الدفــع إلكرتونيــاً‪ ،‬ولــكل‬

‫‪ .9‬ارتفــاع قيمــة البضاعــة‪ :‬إن ارتفــاع قيمــة‬ ‫البضاعــة مــن األمــور التــي تجعــل العميــل يعــزف‬ ‫عــن الــراء‪ ،‬ويف كثــر مــن األحيــان ال يوجــد‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫أنــواع للتســعر‪ ،‬وعليــك اإلطــاع عى بعــض املصادر‬ ‫مثــل كتــاب “فن التســعر” للكاتــب جــون لينكولن‪.‬‬ ‫‪ -6‬التسجيل التجاري والرخصة‬ ‫وهــي كل املتعلقــات التــي تظهــر مروعــك بحلّــة‬ ‫احرتافيــة ورســمية‪ ،‬ابتــداءا ً مــن األمــور املاليــة‬ ‫وإنتهــاءا ً بإصــدار الســجل التجــاري للمــروع‪،‬‬ ‫وهــي خطــوة مهمــة جــدا ً‪ ،‬وكذلــك تســجيل‬ ‫عامتــك التجاريــة الخاصــة بــك‪.‬‬

‫– مــن املهــم أثنــاء تطويــر موقعــك اإلنتبــاه ألدق‬ ‫التفاصيــل‪ ،‬حــاول بقــدر املســتطاع أن يكــون موقــع‬ ‫متجــرك مريحـاً وســهل االســتخدام وكل جــزء منــه‬ ‫واضــح متامــا للمســتخدم‪ .‬ومــن الــروري جــدأ‬ ‫أن تجعــل خيــارات الدفــع متعــددة ليختــار منهــا‬ ‫العميــل مــا يناســبه ويثــق بــه‪ ،‬وهــذه النقطــة‬ ‫مهمــة جــدا ً وتســتحق منــك جديــر االهتــام‪.‬‬

‫‪ -7‬املوردين‪ /‬مصدر البضاعة‬ ‫مــن املــوارد املهمــة أيضــا لــك كمتجــر الكــرتوين‬ ‫هــم املو ّرديــن الذيــن ســتجلب منهــم بضائعــك‪ ،‬إذا‬ ‫كنــت تتعــاون مــع رشكات كبــرة أو مثــا مــاركات‬ ‫معروفــة مــن األفضــل أن تتأكــد مــن إمتــام أمــورك‬ ‫معهــم يف هــذه املرحلــة‪ .‬وينصــح أن تجعــل جميــع‬ ‫تعاماتــك بعقــود رســمية موقعــة مــن الطرفــن‬ ‫لــي تضمــن حقــك وتكــون األمــور واضحــة منــذ‬ ‫البدايــة‪ .‬ومــن األفضــل أن تعــرض العقــود قبــل‬ ‫توقيعهــا عــى مكتــب محامــاة متخصــص لــي‬ ‫تأخــذ منــه خدمــات استشــارية للمشــاريع الصغرة‬ ‫واملتوســطة‪.‬‬

‫‪ -9‬فتح حسابات بنكية ملتجرك‬ ‫آن الوقــت اآلن لتبــدأ بفتــح حســابات بنكيــة‬ ‫ملتجــرك الصغــر حتــى يســتطيع عمــاؤك تحويــل‬ ‫املدفوعــات لــك (مــن املهــم أن نذكــر هنــا أنــه‬ ‫يتوجــب عليــك إصــدار ســجل تجــاري ملتجــرك‬ ‫حتــى ميكنــك فتــح حســاب بنــي باســم املؤسســة‪،‬‬ ‫حيــث غالبـاً يشــرتط وجــود ســجل تجــاري خــاص‬ ‫مبروعــك حتــى يتــم فتــح الحســاب)‪ .‬ولزيــادة‬ ‫االحرتافيــة‪ ،‬ميكنــك إصــدار بطاقــة فيــزا عــى‬ ‫الحســاب البنــي ملؤسســتك لتســتخدمه يف فتــح‬ ‫حســاب ‪ PayPal‬خــاص مبتجــرك‪ ،‬وتجعلــه ضمــن‬ ‫خيــارات الدفــع يف املتجــر‪ ،‬حيــث أن طريقــة الدفع‬ ‫‪ PayPal‬يعتــرب مفضــل لــدى أغلــب الزبائــن ملــا‬ ‫يوفــره مــن موثوقيــة‪.‬‬

‫‪ -8‬تجهيز املوقع االلكرتوين‬ ‫وهــي املرحلــة املمتعــة جــدا ً مــن مراحــل إنشــاء‬ ‫متجــرك اإللكرتونيــة حيــث أن تطويــر املوقــع‬ ‫اإللكــرتوين ملتجــرك هــو مــن أجمــل وأمتــع املراحــل‬ ‫التــي ســتمر بهــا‪ .‬واملوضــوع ســهل وممتــع ذلــك‬ ‫أن شــبكة اإلنرتنــت مــألى باملوضوعــات الجاهــزة‬ ‫ملتاجــر الكرتونيــة ميكنــك اســتخدامها وتنصيبهــا‬ ‫بنقــرة زر واحــدة‪.‬‬ ‫– ابدأ أوال بحجز الدومن الخاص مبوقعك‪.‬‬

‫‪ -10‬خدمة الشحن والتوصيل‬ ‫أحــد أهــم أساســيات متجــرك اإللكــرتوين هــو‬ ‫اختيــار رشكــة الشــحن التــي ســتقوم بتوصيــل‬ ‫املشــرتيات لعمائــك‪ ،‬هنــاك العديــد مــن رشكات‬ ‫الشــحن املوثوقــة مثــل ‪ ،FedEx، DHL‬وخدمــة‬ ‫الربيــد العــادي وعــرات مــن رشكات الشــحن‬ ‫األخــرى‪ .‬الجديــر بالذكــر أن بعــض هــذه الــركات‬ ‫تقــدم خدمــة الدفــع عنــد االســتام والبعــض اآلخــر‬ ‫ال يقدمهــا‪.‬‬

‫– اخــرت املنصــة األنســب إلدارة املحتــوى‪ ،‬هنــاك‬ ‫العديــد مــن منصــات التجــارة االلكرتونيــة ســهلة‬ ‫االســتخدام وبعضهــا مجــاين‪ .‬مــن أشــهرها ‪Open-‬‬ ‫‪ ،Cart، WooCommerce، Magento‬وأخــرا‬ ‫منصــة ‪.Shopify‬‬

‫ولكونــك مؤسســة تجاريــة لهــا ســجل تجــاري‪،‬‬ ‫ســيكون تعامــل رشكات الشــحن معــك بشــكل‬ ‫مختلــف‪ .‬مبعنــى أنــه ميكنــك فتــح حســاب لديهــم‬ ‫بحيــث يتــم تخفيــض ســعر الشــحنة الواحــدة‬ ‫لــك عــى حســب عــدد شــحناتك التــي ترســلها يف‬ ‫الشــهر الواحــد‪ ،‬كلــا زاد عــدد الشــحنات كلــا‬ ‫قــل مبلــغ الشــحنة الواحــدة‪ .‬وبعــد أن يتــم فتــح‬ ‫الحســاب لــدى رشكــة الشــحن باســمك‪ ،‬ســتقوم‬ ‫رشكــة الشــحن بتســليمك بوليصــات شــحن خاصــة‬ ‫بــك (مطبــوع عليهــا بيانــات امل ُِرســل الــذي هــو‬ ‫متجــرك) وكل مــا عليــك هــو فقــط تعبئــة بيانــات‬ ‫املرســل إليــه – الذيــن هــم عمــاؤك‪.‬‬

‫– ابــدأ بتطويــر واجهــة متجــرك بنفســك‪ ،‬أو‬ ‫ميكنــك رشاء أحــد املوضوعــات (الثيــات) الجاهــزة‬ ‫وتنصيبــه مبــارشة‪ ،‬ويختلــف (الثيــم) عــى حســب‬ ‫املنصــة التي قمــت باختيارهــا‪ ،‬أو ميكنك االســتعانة‬ ‫مبطــور ويــب ليقــوم ببنــاء املتجــر لــك‪.‬‬

‫‪ -11‬خدمة التغليف (‪)Packaging‬‬ ‫بعــد أن يقــوم العميــل بعمليــة الــراء‪ ،‬البــد أن‬ ‫تقــوم بتجهيــز مشــرتياته بشــكل آمــن وأنيــق حتى‬ ‫يتــم شــحنه وإيصالــه للعميــل دون أرضار أو نقــص‪.‬‬ ‫يف الواقــع‪ ،‬توجــد جهــات عديــدة تقــدم خدمــات‬ ‫التغليــف إال انهــا ميكــن أن تكــون غــر ذي جــدوى‬ ‫اقتصاديــة ملــروع نــاىشء وذو إمكانيــة بســيطة‪.‬‬ ‫لذلــك‪ ،‬يجــب البحــث عــن جهــات ميكــن أن تقــدم‬ ‫لــك هــذه الخدمــة بالكمية التــي نريدها وبالســعر‬ ‫الــذي يناســبك‪.‬‬ ‫‪ -12‬مربوك عليك متجرك اإللكرتوين‬ ‫اآلن أنــت جاهــز للدخــول إىل عــامل التجــارة‬ ‫واألعــال ‪ ...‬مــربوك‬ ‫واآلن مــاذا تنتظــر؟ ابــدأ فــورا ً ببنــاء متجــرك‬ ‫االلكــرتوين األول! ولكــن‪...‬‬

‫ملاذا ال يقبل كل الناس‬ ‫عىل التبضع اإللكرتوين؟‬

‫إن موقعــك بآلياتــه وسياســاته وطريقــة إدارتــه‬ ‫والتســويق لــه كلهــا تقــع ضمــن األســباب التــي‬ ‫ميكــن أن تؤثــر عــى متجــرك وأرباحــك‪ ،‬وتكــون‬ ‫ضمــن أهــم األســباب التــي تؤثــر عــى نفســية‬ ‫ورغبــة العميــل‪ ،‬والتــي تســتطيع أنــت يف التأثــر‬ ‫عليهــا‪.‬‬ ‫وعــى الرغــم مــن ان هنــاك الكثــر مــن الدراســات‬ ‫واملحــاوالت التقنيــة للســيطرة عــى ســبب هجـران‬ ‫الزبــون لعربــة التســوق اإللكــرتوين‪ ،‬إال انهــا تضــل‬ ‫يف أدىن حدودهــا يف الوقــت الراهــن‪ ،‬ولكــن للنظــر‬ ‫مــا األســباب التــي تكمــن وراء تخــي العميــل عــن‬ ‫إمتــام صفقــة الـراء‪ .‬وتشــر العديــد مــن التقاريــر‬ ‫أن هنــاك عــدة أســباب تجعــل بعــض مــن الراغبــن‬ ‫يف التبضــع اإللكــرتوين يهجــرون عربــة التســوق‬ ‫عــى مواقــع التجــارة االلكرتونيــة‪ .‬وهــذه األســباب‬ ‫هــي اآليت‪-:‬‬ ‫‪ .1‬إمتــام صفقــة ال ـرشاء عمليــة معقــدة‪ :‬فعندمــا‬ ‫يقــوم العميــل بالكثــر مــن اإلجــراءات أو مــلء‬ ‫الكثــر مــن املعلومــات والخطــوات املعقــدة أو‬ ‫املتكــررة تجعــل مــن صــربة ينفــذ برسعــه ويتخــى‬ ‫عــن عربــة التســوق الخاصــة بــه‪ .‬ولذلــك تحتــاج‬ ‫عمليــة ال ـراء إىل أن تكــون بســيطة‪ ،‬عــى نحــو‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 123‬‬

‫واســأل نفســك‪ ،‬مــا هــو الــيء الــذي أمتنــى لــو أن‬ ‫هنــاك متج ـرا إلكرتونيــا خــاص لبيعــه؟ اســأل مــن‬ ‫حولــك أيضــا هــذا الســؤال واجمــع إجاباتهــم‪ ،‬رمبــا‬ ‫تكتشــف فكــرة مل تخطــر ببالــك مــن قبــل‪.‬‬ ‫‪ -2‬دراسة الجدوى وبناء منوذج العمل التجاري‬ ‫أن الخطــوة الثانيــة بعــد أن تجــد الفكــرة هــي‬ ‫دراســة مــدى جــدوى مروعــك ماليــاً‪ .‬إن كل‬ ‫مــروع ناجــح البــد وأن ســبقه دراســة متأنية ملدى‬ ‫جــدواه اقتصاديــاً حتــى ال يضيــع املــال والجهــد‬ ‫ســدا‪ .‬أن كنــت ال تعــرف كيفيــة إعــداد دراســة‬ ‫الجــدوى لفكرتــك ميكنــك االســتعانة بالعديــد‬ ‫مــن الجهــات االستشــارية التــي تقــدم خدماتهــا‬ ‫للمشــاريع الصغــرة واملتوســطة بأســعار مناســبة‪.‬‬ ‫يف الكفــة األخــرى مــن امليـزان‪ ،‬البــد أن تبــدأ ببنــاء‬ ‫منــوذج العمــل التجــاري (‪Business Model Can-‬‬ ‫‪ )vas‬الخــاص مبروعــك‪ .‬وهنــا البــاس مــن ق ـراءة‬ ‫الكتــاب الشــهر “ابتــكار منــوذج العمــل التجــاري”‬ ‫املرتجــم إىل اللغــة العربيــة‪ ،‬ذلــك أن هــذا الكتــاب‬

‫ ‬

‫مثــن مــن املهــم أن يكــون موجــود يف مكتبــة كل‬ ‫رائــد أعــال محــرتف‪.‬‬

‫ســتبيعه؟ وكيــف ســتبيعه؟ وهــل يحتــاج إىل‬ ‫تغليــف أو تعبئــة أو مــا شــابه؟‬

‫‪ -3‬تصميم هوية متجرك‬ ‫بعــد الفكــرة واتضــاح معاملهــا ودراســة جدواهــا‬ ‫االقتصاديــة عليــك أن تنطلــق إىل إيجــاد هويــة‬ ‫مروعــك االحرتافيــة الخاصــة‪ ،‬وذلــك بتصميــم‬ ‫هويــة متكاملــة ملروعــك واختيــار شــعار مميــز‬ ‫ذو تصميــم وألــوان مميــزة تكــون واجهتــك للنــاس‬ ‫كلــا تحدثــت عــن مروعــك‪ .‬أن تصميــم شــعار‬ ‫املتجــر تــدل عــى احرتافيتــك يف تصميــم الهويــة‬ ‫التــي اخرتتهــا ملروعــك‪ .‬ويف هــذه املرحلــة يجــب‬ ‫عليــك االســتعانة باملواهــب املتوفــرة يف مجــال‬ ‫تصميــم هويتــك التجاريــة التــي تعكــس الصــورة‬ ‫املرقــة ملروعــك‪.‬‬

‫أن الشــكل النهــايئ للبضاعــة التــي ســتبيعها مهــم‬ ‫للغايــة‪ .‬البحــث واملقارنــة مفيــدة يف هــذه النقطــة‪،‬‬ ‫أبحــث عــن منتجــات مشــابهه ملنتجــك‪ ،‬ســواء يف‬ ‫الســوق املحــي أو العاملــي‪ ،‬وقــارن منتجــك بهــذه‬ ‫املنتجــات‪.‬‬

‫‪ -4‬ماذا ستبيع يف متجرك؟‬ ‫البضاعــة أو املنتــج‪ ،‬هــي ثــاين أهــم ركــن مــن‬ ‫أركان املــروع‪ .‬مــا هــي البضاعــة أو املنتــج الــذي‬

‫هــل هنــاك ميــزة يف منتجــك ليســت موجــودة يف‬ ‫غــره؟‬ ‫كيــف ميكنــك االســتفادة مــن ممي ـزات املنتجــات‬ ‫املوجــودة مســبقا يف الســوق؟ وأحــرص عــى أن‬ ‫يكــون منتجــك متفــوق عــى غــره‪.‬‬ ‫‪ -5‬تسعري البضاعة أو املنتج‬ ‫هــي مرحلــة مهمــة ودقيقــة يجــب أن تتــأىن فيهــا‬ ‫وتختــار الســعر األنســب ملنتجــك بحيــث تحقــق‬ ‫فيهــا هامــش ربــح يعــود عليــك بالنفــع‪ .‬هنــاك عدة‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫‪E-commerce: An Open Path for Trade‬‬ ‫عماءهــا يف الدخــول إىل األســواق العامليــة وتحقيق‬ ‫عائــد أعــى مــن الوســائل التقليدية وتلبيــة خيارات‬ ‫عمائــك عــى موقعــك اإللكــرتوين وبطريقــة آمنــة‬ ‫ومضمونــة تســتطيع االعتــاد عليهــا يف إنجــاح‬ ‫أعالــك عــى شــبكة اإلنرتنــت‪.‬‬ ‫ومــن املميـزات التــي تقدمهــا التقنيــة الحديثــة من‬ ‫حلــول وتطبيقــات التجــارة اإللكرتونية‪:‬‬ ‫ حاية املوقع ولوحة التحكم من اإلخرتاق؛‬‫ حاية قواعد البيانات؛‬‫ حاية بيانات أعضاء املوقع؛‬‫ توفر خدمة البيع اآلمن من خال املوقع؛‬‫ ســلة (عربــة الــراء) التســوق لبيــع منتجاتــك‬‫مــن خــال موقعــك اإللكــرتوين؛‬ ‫ خدمة البيع عن طريق البطاقات االئتانية؛‬‫‪ -‬البيع اآلمن من خال شبكة اإلنرتنت‪.‬‬

‫ما هي التجارة‬ ‫اإللكرتونية؟‬

‫منــذ ظهــور اإلنرتنــت بــدء األفــراد واملؤسســات‬ ‫والكيانــات املختلفــة أهميتــه مــن جميــع النواحــي‬ ‫خصوصــاً االقتصاديــة منهــا ومــع ســهولة إنشــاء‬ ‫مواقــع اإلنرتنــت وإنخفــاض التكلفــة الازمــة لذلــك‬ ‫تســارع منــو الشــبكة يف الســنوات األخــرة مبعدالت‬ ‫قياســية حتــى وصــل عــدد مواقــع اإلنرتنــت إىل‬ ‫أكــر مــن ‪ 400‬مليــون موقــع تضــم أكــر مــن ‪12‬‬ ‫مليــار صفحــة‪ ،‬ووصــل عــدد املواقــع الجديــدة‬ ‫التــي يتــم إنشــاؤها إىل أكــر مــن ‪ 20‬ألــف موقــع‬ ‫يوميــاً حســب إحصائيــات ‪.W3 Consortium‬‬

‫لهــذا حرصــت التقنيــة الحديثــة عــى االهتــام‬ ‫مبجــال التجــارة اإللكرتونيــة املتزايــد يف العــامل‬ ‫العــريب والعاملــي‪ ،‬ومــع توافــر طــرق الدفــع اآلمنــة‬ ‫وربطهــا مبقدمــي خدمــات البطاقــات اإلئتانيــة‬ ‫والدفــع إلكرتونيـاً‪ ،‬تقــدم التقنيــة الحديثــة خدمات‬ ‫االستشــارات والتطوير والربمجــة لتطبيقــات‬ ‫التجــارة اإللكرتونيــة ىف مجــال اإلنرتنــت لألفــراد‬ ‫والــركات‪.‬‬ ‫وتتميــز التقنيــة الحديثــة بتقديــم حلــول التجــارة‬ ‫اإللكرتونيــة املتميــزة ملــا لهــا مــن ســابقة أعــال‬ ‫وخــربة كبــرة ىف هــذا املجــال مــن إيجــاد وســائل‬ ‫إتجــار توافــق عــرص التقنيــة والتــي تســاعد‬

‫كيف تنشأ متجرك‬ ‫االلكرتوين األول؟‬

‫أن إنشــاء متجــر خــاص بــك عــى شــبكة اإلنرتنيــت‬ ‫يجــب أن يكــون عم ـاً مدروس ـاً ومحســوباً إذا مــا‬ ‫كنــت ترغــب بالوصــول إىل النجــاح‪ .‬وهنــا ميكننــا‬ ‫أن نــدرج عــددا ً مــن الخطــوات الرئيســية يف إعــداد‬ ‫مروعــك الخــاص عــى الشــبكة العنكبوتيــة‪:‬‬

‫‪ -1‬فكرة املرشوع‬ ‫أن فكــرة املــروع األول ملتجــرك هــي أهــم‬ ‫مــا يف األمــر‪ .‬أن إيجــاد فكــرة مميــزة هــي عــن‬ ‫النجــاح‪ .‬فخــذ وقتــك متام ـاً يف البحــث عــن فكــرة‬ ‫ملتجــرك اإللكــرتوين القــادم‪ ،‬تأمــل مــا حولــك‪،‬‬

‫ ‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 125‬‬

‫‪ELECTION 2015 VISUALISER‬‬ ‫!‪…have a play with politics‬‬

‫مقعــدا ً يف الربملــان املنتهيــة واليتــه‪ .‬واحتفــظ نيــك‬ ‫كليــغ والبالــغ مــن العمــر مثانيــة وأربعــن عامــا‬ ‫واملؤيــد للبقــاء ضمــن االتحــاد األورويب مبقعــده يف‬ ‫دائــرة شــيفيلد هــامل شــال بريطانيــا‪.‬‬ ‫عــى أثــر الهزميــة قــدم زعيــم حــزب الدميقراطيــن‬ ‫األحـرار‪ ،‬نيــك كليــغ اســتقالته مــن قيــادة الحــزب‪،‬‬ ‫وقــال كليــغ يف مؤمتــر صحفــي “النتائــج قاســية‬ ‫ي أن أتحمــل‬ ‫أكــر مــا خشــيت‪ ،‬يجــب عــ ّ‬ ‫املســؤولية‪ ،‬ولذلــك أعلــن أننــي سأســتقيل كزعيــم‬ ‫للدميقراطيــن األحــرار”‪.‬‬ ‫وعــى خطى كليــغ وإد ميليبانــد ســار زعيــم حــزب‬ ‫االســتقال الربيطــاين نايجــل فــاراج وقــدم اســتقالته‬ ‫مــن قيــادة الحــزب بعــد حصولــه عى مقعــد واحد‬ ‫يف مجلــس العمــوم‪ .‬وأعتــرب هــذه الخســارة كبــرة‬ ‫بعــد أن توقــع فــاراج أن يحظــى بشــعبية كبــرة‬ ‫خــال هــذه االنتخابــات‪ ،‬وأرجــع ســبب انهزامه إىل‬ ‫النظــام املعتمــد يف البــاد‪ .‬ورصح أثــر الهزميــة بــأن‬ ‫“الوقــت قــد حــان العتــاد إصــاح ســيايس جــذري‬ ‫حقيقــي يف بريطانيــا‪ ،‬وســيقود هــذا اإلصــاح حزب‬ ‫االســتقال” وأضــاف “أنــا متأســف اليــوم عــى هــذا‬ ‫الفشــل‪ ،‬ســواءا ً عــى املســتوى الشــخيص أو املهنــي‪،‬‬ ‫إنهــا خيبــة أمــل‪ ،‬ولكــن أشــعر أنــه تــم إزاحــة ثقــل‬ ‫كبــر مــن عــى كتفــي وأنــا ســعيد لهــذا”‪.‬‬

‫فيــا توالــت هزائــم األحــزاب الربيطانيــة‬ ‫واســتقاالت زعائهــا الواجــد تلــو اآلخــر‪ ،‬ســارع‬ ‫الفائــز‪ ،‬زعيــم املحافظــن ديفيــد كامــرون‪ ،‬بعــد‬ ‫ظهــور النتائــج النهائيــة لانتخابــات‪ ،‬ووفــق العرف‬ ‫املتبــع‪ ،‬إىل لقــاء امللكــة إليزابيــث الثانيــة لتلقــي‬ ‫موافقتهــا الرســمية حيــث كلفــت امللكــة إليزابيــث‬ ‫الثانيــة زعيــم الحــزب بتشــكيل الحكومة‪ .‬وحســب‬ ‫قواعــد الدميقراطيــة الربيطانيــة العريقــة فإنــه يف‬ ‫حــال مل يحصــل أي حــزب عــى أغلبيــة مطلقــة‬ ‫مــن مقاعــد مجلــس العمــوم الربيطــاين (الربملــان)‬ ‫كانــت ســتكلف امللكــة الحــزب الــذي يحصــل عــى‬ ‫أكــرب عــدد مــن املقاعــد بتشــكيل حكومــة توصــف‬ ‫بـــتشكيل “حكومــة أقليــة”‪ ،‬وهــذا مــا مل يحصــل يف‬ ‫انتخابــات ‪.2015‬‬ ‫وتشــكل االنتخابــات التريعيــة يف بريطانيــا التــي‬ ‫تجــري كل خمــس ســنوات‪ ،‬حدث ـاً سياســياً كب ـرا ً‬ ‫يختــار فيــه الناخــب الربيطــاين ممثليــه يف مجلــس‬ ‫رع القوانــن‬ ‫العمــوم‪ ،‬الــذي يناقــش قضايــاه وي ـ ّ‬ ‫ويراقــب عمــل الحكومــة‪ .‬ويتكــون املجلــس‬ ‫املذكــور مــن ‪ 650‬دائــرة انتخابيــة‪ ،‬منهــا ‪ 533‬دائــرة‬ ‫مخصصــة إلنجل ـرتا‪ ،‬و‪ 59‬دائــرة يف أســكتلندا‪ ،‬و‪40‬‬ ‫دائــرة يف ويلــز‪ ،‬و‪ 18‬دائــرة يف إيرلنــدا الشــالية‪.‬‬

‫ويعتــرب االســتفتاء عــى اســتمرار اململكــة املتحــدة‬ ‫يف االتحــاد األورويب مــن بــن أوىل اإلجــراءات‬ ‫التــي ســينظمها كامــرون مــع حكومتــه الجديــدة‪،‬‬ ‫ويطالــب كامــرون أن يتــم هــذا عى وجــه الرسعة‪،‬‬ ‫ويقــول أن اململكــة املتحــدة يف وضــع يســمح لهــا‬ ‫بالتفــاوض مــع أوروبــا‪ ،‬وإن األمــر ســيمر بساســة‪.‬‬ ‫وأبــدى ديفيــد كامــرون عزمــه عــى االســتمرارية‬ ‫وتجديــد الحكومــة مــن خــال التمديــد ألربعــة‬ ‫مــن كبــار الــوزراء يف حكومتــه الســابقة وهــم‬ ‫جــورج أوزوبــورن يف حقيبــة املاليــة وتري ـزا مــاي‬ ‫يف حقيبــة الداخليــة وفيليــب هامونــد يف حقيبــة‬ ‫الخارجيــة ومايــكل فالــون يف حقيبــة الدفــاع‪.‬‬ ‫وكان أول ردة فعــل مبــارشة عــى نتائــج االنتخابات‬ ‫أن شــهدت األســواق املاليــة الربيطانيــة انتعاشــاً‪،‬‬ ‫حيــث ارتفــع يــوم النتخابــات (الجمعــة ‪ 8‬أيــار‬ ‫‪ )2015‬مــؤرش فاينانشــال تاميــز يف الســوق الرئيــي‬ ‫للبورصــة فــوق املعــدل القيــايس للشــهر املــايض‬ ‫(أبريــل ‪ ،)2015‬بينــا أتجــه الجنيــه اإلســرتليني‬ ‫نحــو أكــرب ارتفــاع يومــي لــه مقابــل اليــورو منــذ‬ ‫عــام ألفــن وتســعة كــا انخفضــت تكاليــف‬ ‫اإلقــرتاض الحكومــي يف اململكــة املتحــدة‪.‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫الســنتن األوليــن مــن واليتــه لفــرض القســم األكــرب‬ ‫مــن إجــراءات التقشــف التــي يريدهــا‪ ،‬والعمــل‬ ‫عــى توفــر ‪ 30‬مليــار جنيه إســرتليني‪ ،‬واقتطــاع ‪12‬‬ ‫مليــار جنيــه مــن املســاعدات االجتاعيــة‪ ،‬كل ذلك‬ ‫بهــدف إنهــاء العجــز يف الخزينــة بحلــول العــام‬ ‫‪.2018‬‬ ‫وقــال ديفيــد كامــرون رئيــس الــوزراء الربيطــاين‬ ‫“أ ّود الجمــع بــن دول مختلفــة مــن مملكتنــا‬ ‫املتحــدة‪ ،‬لطاملــا أمنــت بــرورة الحكــم باح ـرتام‪،‬‬ ‫ويف هــذا الربملــان ســأبقى وفيـاَ لكامــي وســأحاول‬ ‫تنفيــذ هــذا بــأرسع وقــت ممكــن مــن خــال‬ ‫جمــع كل األطــراف واالتفــاق يف كل مــن ويلــز‬ ‫واســكتلندا وإيرلنــدا الشــالية مــن أجــل بنــاء‬ ‫بريطانيــا عظمــى قويــة”‪ ،‬وأضــاف “بإمكاننــا أن‬ ‫نجعــل بريطانيــا مكانــا للحيــاة الطيبــة لجميــع من‬ ‫هــو عــى اســتعداد للعمــل وجلــب النجــاح”‪.‬‬ ‫وحقــق القوميــون األســكتلنديون نجاحــاً مل يكــن‬ ‫متوقَّ ًعــا يف هــذه االنتخابات التريعيــة يف بريطانيا‪.‬‬ ‫وقبيــل االنتخابــات مل يــرتدد املحافظــون مــن إعــان‬ ‫تخوفهــم من فــوز القومين األســكتاندين املطالبن‬ ‫باالســتقال‪ ،‬إضافــة إىل خشــيتهم مــن إمكانيــة‬ ‫تحالفهــم مــع حــزب العــال‪ .‬وعــى النقيــض مــن‬ ‫توقعــات الخســارة وخيبــة األمــل‪ ،‬حقــق الحــزب‬ ‫القومــي األســكتلندي فــوزا ً كاســحاً وحصــد ‪56‬‬ ‫مقعــدا ً مــن مقاعــد الربملــان‪ .‬يذكــر أن الحــزب‬ ‫أســكتلندا املؤيــد لاســتقال عــن بريطانيــا‪ ،‬فــاز يف‬ ‫االنتخابــات املاضيــة بســتة مقاعــد فقــط‪ ،‬إال انــه‬ ‫أضــاف لهــا يف هــذه االنتخابــات خمســن مقعــدا ً‪.‬‬ ‫يذكــر أن زعيمــة الحــزب القومــي األســكتلندي‬ ‫كانــت قــد أعلنــت قبيــل إعــان النتائــج الرســمية‬ ‫لانتخابــات‪ ،‬أنهــا عــى اســتعداد للتحالــف مــع‬ ‫حــزب العــال‪ ،‬والســعي لـــ “طــرد كامــرون” مــن‬ ‫مقــر رئاســة الــوزراء‪ ،‬مؤكــدة نيــة حزبهــا العمــل‬ ‫بقــوة للدفــاع عــن أســكتلندا وحايتهــا مــن‬ ‫حكومــة املحافظــن‪.‬‬

‫االستقاالت‬

‫وأحدثــت نتائــج االنتخابــات املذكورة ضجــة‬ ‫كبــرة دفعــت زعيــم حــزب العــال‪ ،‬إد ميليبانــد‪،‬‬ ‫إىل تقديم اســتقالته مــن رئاســة حــزب العــال‪،‬‬ ‫وإقــراره باملســؤولية الكاملــة عــن هزميــة حزبــه‬ ‫أمــام الخصــم التقليــدي حــزب املحافظــن قائــاً‬ ‫أمــام أنصــاره “كانــت ليلــة محبطــة وصعبــة للغاية‬

‫لحــزب العــال”‪ ،‬وأضــاف يف اجتــاع للحــزب “اآلن‬ ‫حــان الوقــت يك يتــوىل شــخص آخــر قيــادة هــذا‬ ‫الحــزب‪ ،‬لــذا أتقــدم باســتقالتي”‪.‬‬ ‫وأكــد إيــد ميليبانــد أن اســتقالته مــن عــى رأس‬ ‫حــزب العــال ال تعنــي التخــي عــن مبــادئ وأفكار‬ ‫الحــزب‪ ،‬مش ـرا ً يف الوقــت نفســه إىل أ ّن بريطانيــا‬ ‫بحاجــة إىل حــزب عــال قــوي وقــادر عــى إعــادة‬ ‫البنــاء بعــد هــذه الهزميــة‪ .‬وأثــر هزميــة الحــزب‬ ‫يف هــذه االنتخابــات رصح ميليبانــد بأنــه يتحمــل‬ ‫املســؤولية املطلقــة والكاملــة عــن النتائــج وعــن‬ ‫هزميــة حــزب العــال يف هــذه االنتخابــات‪ .‬وقــال‬ ‫“أنــا آســف جــدا ً لجميــع الزمــاء الذيــن فقــدوا‬ ‫مقاعدهــم‪ .‬اليــوم تشــعرون بخيبــة أمــل ومب ـرارة‪،‬‬ ‫ولكــن رغــم هزميتنــا يف هــذه االنتخابــات ســتظل‬ ‫أفكارنــا قامئــة”‪ ،‬وأضــاف “أنــا متأكــد مــن أ ّن حــزب‬ ‫العــال ســيواصل العمــل لــي يجعــل مــن هــذا‬ ‫البلــد‪ ،‬بلــدا ً تكــون فيــه للعــال مكانتهــم”‪.‬‬ ‫وكانــت للهزميــة وقعــاً مــذالً لحــزب العــال‬ ‫الربيطــاين وإليــد ميليبانــد‪ ،‬الــذي انخــرط يف صفوف‬ ‫الحــزب عندمــا كان يف الســابعة عــرة مــن عمــره‪،‬‬

‫ليتــدرج يف صفوفــه‪ ،‬ويصبــح أمينــه العــام يف العــام‬ ‫ألفــن وعــرة‪ ،‬حيــث قــرر الناخبــون الربيطانيــون‬ ‫وضــع حــ ّد لطمــوح حــزب العــال وخاصــة يف‬ ‫أســكتلندا التــي عــادة مــا تصــوت لليســار ولكنهــا‬ ‫اختــارت هــذه املــرة حــزب االســتقال‪ ،‬وهــو األمــر‬ ‫الــذي عمــق مــن هزميــة حــزب العــال‪.‬‬ ‫وكانــت النتائــج املخيبــة لآلمــال التــي حققهــا حزب‬ ‫األحــرار الدميقراطيــن يف االنتخابــات التريعيــة‬ ‫الربيطانيــة قــد دفعــت زعيمــه نيــك كليــغ إىل‬ ‫اإلســتقالة أيضــا‪ .‬وأشــار نيــك كليــغ إىل أ ّن توقعاتــه‬ ‫برتاجــع حزبــه خــال االنتخابــات التريعيــات‬ ‫األخــرة ظلّــت قامئــة إىل آخــر لحظــة‪ .‬وتؤكــد‬ ‫املــؤرشات أ ّن الحــزب دفــع مثــن خذالنــه لناخبيــه‬ ‫يف الــدورة الســابقة عندمــا تحالــف مــع املحافظــن‬ ‫ليشــكا حكومــة ائتافيــة خــال األعــوام الخمســة‬ ‫املاضيــة عــى الرغــم مــن االختافــات الكبــرة يف‬ ‫ـي بهــا‬ ‫مبــادئ الحزبــن‪ .‬وتعــد الهزميــة التــي منـ َ‬ ‫حــزب األحـرار الدميقراطيــن األقــى منــذ تأســيس‬ ‫الحــزب يف العــام مثانيــة ومثانــن مــن القــرن‬ ‫املنــرصم‪ .‬وقــد أحــرز حــزب األحـرار الدميوقراطيــن‬ ‫بثانيــة مقاعــد فقــط يف مقابــل ســتة وخمســن‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 127‬‬

‫ ‬

‫‪British General Election 2015‬‬ ‫ديفيــد كامــرون مــن تشــكيل الحكومــة الجديــدة‬ ‫دون حاجــة إىل تحالــف مــع أي حــزب آخــر‪.‬‬ ‫فيــا حــل حــزب العــال بزعامــة إد ميليبانــد يف‬ ‫املرتبــة الثانيــة بحصولــه عــى ‪ 232‬مقعــدا ً‪ ،‬اكتســح‬ ‫القوميــون األســكتلنديون املطالبــون باالســتقال‬ ‫املقاعــد املخصصــة لألســكتلندا حيــث حصــل‬ ‫الحــزب القومــي األســكتلندي بزعامــة نيكــوال‬ ‫ســتارجن عــى املرتبــة الثالثــة بحصولــه عــى ‪56‬‬ ‫مقعــدا ً مــن أصــل ‪ 59‬مقعــدا ً مخصصــة ألســكتلندا‪،‬‬ ‫محققــاً بذلــك نجاحــاً وصــف بالكبــر وغــر‬ ‫املتوقــع‪ ،‬فيــا تراجــع حــزب الدميقراطيــن األحـرار‬ ‫بحصولــه عــى ‪ 8‬مقاعــد فقــط‪ ،‬وكان قد حصــل يف‬ ‫انتخابــات ‪ 2010‬عــى ‪ 57‬مقعــدا‪ ،‬وحصــل كل مــن‬ ‫حــزب االســتقال الربيطــاين وحــزب الخــر عــى‬ ‫مقعــد واحــد‪.‬‬

‫رمبــا ال يخفــى عــى املهتمــن بالشــؤون السياســية‬ ‫أن االنتخابــات الربملانيــة الربيطانيــة‪ ،‬والتــي‬ ‫بلغــت نســبة املشــاركة فيهــا ‪ ،%66.1‬وهــي أكــرب‬ ‫نســبة مشــاركة منــذ ‪ 18‬ســنة‪ ،‬متخضــت عــن‬ ‫نتائــج نهائيــة مكنــت حــزب املحافظــن مــن‬ ‫الحصــول عــى األغلبيــة املطلقــة داخــل الســلطة‬ ‫التريعيــة يف الربملــان الربيطــاين‪ ،‬خافــا ملــا توقعــه‬ ‫املراقبــن واســتطاعات الــرأي‪ ،‬كــا عصفــت هــذه‬ ‫االنتخابــات ببعــض األحـزاب الربيطانيــة‪ ،‬وأطاحــت‬ ‫ببعــض القــادة السياســين املهمــن يف بريطانيــا‪.‬‬

‫وأعلنــت نتائج االنتخابات الربيطانية بشــكل رســمي‬ ‫يف ‪ 8‬مــن شــهر أيــار (مايــو) ‪ ،2015‬وحصــد فيهــا‬ ‫حــزب املحافظــن بزعامــة ديفيــد كامرون عــى ‪331‬‬ ‫مقعــدا ً مــن أصــل ‪ 650‬مقعــدا ً يف الربملــان الربيطــاين‪،‬‬ ‫وحقــق رئيــس الــوزراء الربيطــاين ديفيــد كامــرون‬ ‫انتصــارا ً كبــرا ً يف انتخابــات تريعيــة أحدثــت‬ ‫وقعـاً كالزلـزال‪ ،‬وقضــت انتخابــات ‪ 2015‬التريعية‬ ‫الربيطانيــة عــى زعــاء ثاثــة أحــزاب وهــي اآلن‬ ‫تهــدد بخــروج بريطانيــا مــن االتحــاد األورويب‪.‬‬ ‫ومكنــت هــذه النتائــج زعيــم حــزب املحافظــن‬

‫وتقــف أمــام رئيــس الــوزراء الربيطــاين ديفيــد‬ ‫كامــرون مهمــة كبــرة يف هــذه املرحلــة آال وهــي‬ ‫القيــام مبحاولــة إعــادة التفــاوض عــى رشوط‬ ‫اإلنتــاء إىل االتحــاد األورويب وإعــادة التفــاوض عى‬ ‫مكانــة بريطانيــا داخلــه‪ .‬ويريــد كامــرون أيضــا‬ ‫إيجــاد الســبل القوميــة للحصــول عــى حــق النقض‬ ‫عــى ق ـرارات ميكــن أن تعتربهــا بريطانيــا مســيئة‬ ‫ملصالحهــا الوطنيــة‪ .‬كــا يطمــح كامــرون إىل الحـ ّد‬ ‫مــن تدفــق املهاجريــن األوروبيــن مــن خــال وضع‬ ‫رشوط للحصــول عــى املســاعدات االجتاعيــة‪.‬‬ ‫ويف هــذا الخصــوص قــال كامــرون “ســوف ننظــم‬ ‫اســتفتاء بشــأن مســتقبلنا يف أوروبــا‪ ،‬وستســاعدنا‬ ‫هــذه الخطــوة عــى التأكــد مــن أن بلدنــا متحــد‪،‬‬ ‫كــا قلــت ذلــك ســابقاً‪ ،‬وســوف نحكــم كحــزب‬ ‫ألمــة واحــدة وهــي اململكــة املتحــدة”‪ .‬وكــا فعــل‬ ‫يف عــام ‪ 2010‬فــإن رئيــس الحكومــة سيســتخدم‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫وتوفــر الركــة خدمــة التأشــرة للع ـراق‪ ،‬وتهيئــة‬ ‫تذاكــر للســفر وتنظــم جميــع متطلبــات األعــال‬ ‫التجاريــة للعمــاء عنــد زيارتهــم للعــراق‪.‬‬ ‫العــرض اآلخــر تقدمــت بــه رشكــة‬ ‫(‪ ،)Art Antiques Design AAD‬وهــي رشكــة‬ ‫تقــدم خدمــات تصميــم مواقــع اإلتصــال اإللكرتوين‬ ‫املتخصصــة يف مجــال الفــن واملجتمــع والتحــف‬ ‫والتصاميــم العامليــة‪ .‬وتحتضــن هــذه الركــة‬ ‫نخبــة واســعة مــن املهنيــن والتشــكيلين املختصن‬ ‫بســوق الفــن‪ ،‬ومصممــي الديكــورات الداخليــة‪،‬‬ ‫وجامعــي التحــف وعارضيهــا وتجــار التحــف‪،‬‬ ‫وكذلــك مهتمــن يف مجــال الفــن والتصميــم‬ ‫الحديــث واملعــارص‪ .‬والركــة لديهــا رشكاء محليــن‬ ‫جيديــن يف الخليــج حيــث ســامة املــرىض أولويــة‬ ‫عاليــة يف قطــاع الرعايــة الصحيــة املتطــورة‪ .‬وقــد‬ ‫وضعــت الركــة تطبيق ـاً جديــدا ً لتســليط الضــوء‬ ‫عــى الـرتاث املحــي الوطنــي للــدول العربيــة التــي‬ ‫يســتفاد منــه الــزوار الذيــن يســافرون إىل املنطقــة‪.‬‬ ‫والركــة األخــرى العضــو يف غرفــة التجــارة‬ ‫العربيــة الربيطانيــة منــذ عــام ‪Health‬‬ ‫‪ Matters UK 2011‬قدمــت نبــذة عــن خدماتهــا‪،‬‬ ‫والركــة تقــدم باقــة مــن املنافــع يف قطــاع الصحــة‬ ‫لنحــو ‪ 450‬شــخص مــن عمــاء مــن الــركات‬ ‫وتتخصــص يف توفــر التأمــن الطبــي وغطــاء تأمــن‬ ‫صجــي دويل للموظفــن املوجوديــن يف الخــارج‪.‬‬ ‫والركــة لديهــا عمــاء يف أماكــن مثــل ديب‪.‬‬ ‫تــى ذلــك عــرض رشكــة ‪Russell Bedford‬‬ ‫‪D)Dubai( Limited‬وهــي مختصــة يف مجــال‬ ‫املحاســبة القانونيــة والتدقيــق املــايل ومقرهــا‬

‫يف مركــز ديب املــايل العاملــي‪ ،‬وهــي مختصــة يف‬ ‫الخدمــات املاليــة واملشــورة التجاريــة للعمــاء‪.‬‬ ‫ورشكــة راســيل عضــو يف مؤسســة بيدفــورد‬ ‫الدوليــة‪ ،‬وهــي شــبكة دوليــة مســتقلة للمحاســبة‬ ‫واالستشــارات ولهــا مكاتــب يف أكــر مــن ‪ 80‬بلــدا‬ ‫متوزعــة عــى عــدة دول يف العــامل‪.‬‬ ‫ومــن ثــم تقدمــت رشكــة ‪ Vita-Life‬بتقديــم نبــذة‬ ‫عــن خدماتهــا وهــي رشكــة متخصصــة يف مجــال‬ ‫الخدمــات الصحيــة مــع الرتكيــز عــى أفضل الســبل‬ ‫لضــان تحقيــق أداء عــال مــن املوظفــن مــن خال‬ ‫اتخــاذ تدابــر للحـ ّد مــن التوتــر والتعــب غــر املربر‬ ‫يف العمــل‪ .‬وتقــدم الركــة خدمــات الدعــم يف‬ ‫املنــازل للعمــاء للتخفيــف مــن تأثــر التعــب عــى‬ ‫حســن ســر املؤسســة التــي يعملــون لهــا‪.‬‬ ‫تــى ذلــك عــرض مــن رشكــة ‪Western Union‬‬ ‫‪ Business Solutions‬وهــي رشكــة أمريكيــة عاملية‬ ‫تقــدم الخدمــات التجاريــة مــن التحويــات املاليــة‬ ‫متقدمــاً بعامتهــا التجاريــة املعروفــة يف الســوق‬ ‫عــى صعيــدا ً كب ـرا ً “ويســرتن يونيــون”‪ ،‬وتشــمل‬ ‫خدماتهــا عــى نطــاق أوســع قطــاع األعــال‬ ‫والتحويــات الدوليــة والنقــد األجنبــي‪.‬‬ ‫وكان العــرض اآلخــر مقدمــاً مــن قبــل بنــك‬ ‫‪ ABC International Bank Plc‬ومقره يف اململكة‬ ‫املتحــدة وهــو بنــك ثانــوي للمؤسســة العربيــة‬ ‫املرصفيــة يف البحريــن‪ ،‬وللبنــك أيض ـاً تواجــد جيــد‬ ‫يف الجزائــر وتونــس ومــرص وليبيــا واألردن‪ ،‬وتتكــون‬ ‫مهــام البنــك الرئيســية فتــح االعتــادات وتســهيل‬ ‫التحويــات املاليــة التجاريــة‪ .‬ويعمــل البنــك مــع‬ ‫وكاالت ائتــان الصــادرات وســوق التأمــن الخــاص‬

‫مــا يهيــئ حصــول البنــك عــى صفقــات متويــل‬ ‫التجــارة لعمائــه‪.‬‬ ‫وجــاء بعــد ذلــك عــرض رشكــة ‪Bright‬‬ ‫‪ Investment Company‬ومقرهــا الريــاض وتقــوم‬ ‫مبهــام تقديــم الخدمــات إىل الــركات الربيطانيــة‬ ‫التــي تســعى للقيــام بأعــال تجاريــة يف اململكــة‬ ‫العربيــة الســعودية‪ .‬وتعمــل الركــة يف هــذا املجــال‬ ‫منــذ ‪ 10‬أعــوام حيــث تقــدم الركــة خدماتهــا يف‬ ‫قطــاع األعــال ومســاعدة رجــال أعــال‪ ،‬وتقــدم‬ ‫الركــة املشــورة بشــأن املســائل املتعلقــة بالحكومة‬ ‫والخــربة وتنشــط يف مجــال االستشــارات القانونيــة‪،‬‬ ‫ونصائــح بخصــوص األســواق العربيــة‪.‬‬ ‫وكانــت املســاهمة األخــرة مــن مؤسســة‬ ‫‪Santander Corporate & Commercial Banking‬‬ ‫البنكيــة والتــي تشــكل جــزءا ً مهـاً مــن أحــد أكــرب‬ ‫البنــوك يف العــامل‪ .‬ويعمل البنك مــع الركاء يف جميع‬ ‫أنحــاء املنطقة العربية‪ ،‬ويعتــرب بنك أبوظبي التجاري‬ ‫(‪)ADBC Abu Dhabi Commercial Bank‬‬ ‫الريــك الرئيــي لــه يف منطقــة الخليــج‪ .‬ويقــدم‬ ‫البنــك لعمائــه مــن الــركات خدمــات توفــر‬ ‫معلومــات الســوق‪ ،‬وتنظيــم البعثــات التجاريــة‬ ‫والنــدوات وكذلــك تقديــم املســاعدة إىل الــركات‬ ‫الصغــرة واملتوســطة‪.‬‬ ‫اختتمــت النــدوة بحفــل اســتقبال وتواصــل فيــا‬ ‫بــن األعضــاء وبعــض مــن طاقــم موظفــي غرفــة‬ ‫التجــارة العربيــة الربيطانيــة ومنــدويب وممثــي‬ ‫الــركات الضيــوف‪.‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 129‬‬

‫ ‬

‫‪Members’ Networking Event‬‬ ‫وتبــع ذلــك سلســلة مــن العــروض لنخبــة مــن‬ ‫أعضــاء الغرفــة الجــدد والقدمــاء‪ ،‬توزعــت فيــا‬ ‫بينهــم عــى مــدى خمســة دقائــق لــكل عضــو‪.‬‬

‫دريس‪ ،‬مدير قسم الخدمات التجارية‬ ‫ال‬ ‫السيد عبد إ‬ ‫ي‬

‫أقامــت غرفــة التجــارة العربيــة الربيطانيــة‪ ،‬يف ‪4‬‬ ‫مــن شــهر شــباط (فربايــر) ‪ ،2015‬نــدوة موســعة‬ ‫ألعضائهــا بغــرض تعريفهــم عــى بعضهــم‬ ‫وبالجمهــور األوســع وإدامــة فــرص التواصــل‬ ‫واللقــاءات فيــا بــن األعضــاء‪ .‬وكان لهــذه النــدوة‬ ‫حضــور الفــت للنظــر حيــث اكتضــت القاعــة‬ ‫مبمثــي الــركات والضيــوف واملهتمــن‪ ،‬فقــد‬ ‫تجــاوز عــدد الحارضيــن ‪ 100‬شــخص‪ ،‬عــدى‬ ‫ع ـرات مــن الضيــوف مــن ارتــادو النــدوة وقوف ـاُ‬ ‫مــن مل يتمكــن مــن الحصــول عــى مقعــد للجلوس‪.‬‬ ‫أفتتــح أعــال النــدوة املراقب املــايل يف الغرفة‪ ،‬الســيد‬ ‫مــارك نجوروجــي‪ ،‬والــذي يــرأس فريــق العضويــة يف‬ ‫الغرفة‪ .‬ورحب الســيد نجوروجي بالضيــوف واألعضاء‬ ‫وقــدم تعريفـاً مخترصا ً عــن مجرى املناســبة‪.‬‬ ‫ومــن ثــم‪ ،‬ألقى مديــر قســم الخدمــات التجارية يف‬ ‫الغرفــة‪ ،‬الســيد عبــد الســام اإلدريــي‪ ،‬عرضـاً حول‬ ‫وظائــف الغرفــة والخدمــات التــي ميكــن لألعضــاء‬ ‫االســتفادة منهــا‪ ،‬وتطــرق إىل الفــرص الكبــرة التــي‬ ‫تتيحهــا العضويــة يف الغرفــة الســيا العديــدة مــن‬

‫الفــرص لألعــال التجاريــة يف األســواق العربيــة‪.‬‬ ‫وذكــر الســيد اإلدريــي نبــذة مختــرصة عــن‬ ‫بعــض االتجاهــات والســات الرئيســية لألســواق‬ ‫العربيــة الســيا أن فئــة الشــباب هــي األكــرب مــن‬ ‫بــن الســكان وإن الحاجــة إىل االهتــام مبتطلبــات‬ ‫هــذه الفئــة املهمــة مــن الســكان يف الــدول العربية‬ ‫تتطلــب النظــر بجديــة إىل تطلعــات الشــباب‬ ‫للحصــول عــى فــرص العمــل والتعليــم والتدريــب‪.‬‬ ‫وذكــر الســيد اإلدريــي مبشــاريع البنــاء والتنميــة‬ ‫يف الــدول العربيــة وخطــط اإلنفــاق الضخمــة عــى‬ ‫مشــاريع البنيــة التحتيــة الجديــدة يف العــامل العــريب‬ ‫عامــة ويف دول مجلــس التعــاون خاصــة‪ ،‬والتــي‬ ‫يتوقــع أن تســتمر بنفــس الوتــرة عــى الرغــم مــن‬ ‫انخفــاض أســعار النفــط‪ .‬وأختتــم اإلدريــي حديثه‬ ‫بتفصيــل الخدمــات التجاريــة التــي تقدمهــا الغرفة‬ ‫للــركات ورجــال األعــال خــارج نطــاق فــرص‬ ‫التواصــل واللقــاءات‪ ،‬الســيا خدمــات التوثيــق‬ ‫والتصديــق والبحــوث واإلعــان وغرهــا مــن‬ ‫الخدمــات املهمــة التــي تقدمهــا الغرفــة ألعضائهــا‬ ‫بأســعار مخفضــة ولغــر األعضــاء بكلفــة كاملــة‪.‬‬

‫وابتــدأت العــرض الركــة ‪Knowledge‬‬ ‫‪ ،Seekers UK Ltd‬وهــي رشكــة متخصصــة يف‬ ‫مجــال التدريــب يف مجــال األعــال التجاريــة‪.‬‬ ‫وتشــمل الخدمــات التــي تقدمهــا هــذه الركــة‬ ‫التدريــب اإلداري ودورات اللغــة اإلنجليزيــة‪،‬‬ ‫والخدمــات األكادمييــة واإلدارة القياديــة‪ .‬ويتــوزع‬ ‫عمــاء هــذه الركــة مــا بــن الهيئــات العامــة‬ ‫واملؤسســات الخاصــة‪ ،‬عــى ســبيل املثــال الجمعيــة‬ ‫الويلزيــة (‪ ،)Welsh Assembly‬كــا أن للركــة‬ ‫العديــد مــن العمــاء يف األســواق العربيــة الســيا‬ ‫يف الكويــت وليبيــا‪.‬‬ ‫الركــة الثانيــة التــي قدمــت ملحــة تعريفيــة عــن‬ ‫أعالهــا هــي ‪ ،Welsh Assembly‬وهــي رشكــة‬ ‫مختصــة بتوفــر خدمــات برمجيــات الســامة يف‬ ‫قطــاع الصحــة الســيا للمــرىض‪ ،‬والركــة قــد‬ ‫تأسســت منــذ ‪ 29‬عام ـاً‪ ،‬وتقــوم الركــة بتقديــم‬ ‫خدماتهــا ألكــر مــن ‪ 500‬عميــل‪ ،‬مبــا يف ذلــك عــدة‬ ‫يف دول مجلــس التعــاون الخليجــي‪ .‬ولــدى الركــة‬ ‫عمــاء محليــن يف منطقــة الخليــج الســيا مــع‬ ‫ارتفــاع الوعــي مبوضــوع ســامة املــرىض وتصــدر‬ ‫أولويــة كبــرة لقطــاع الرعايــة الصحيــة التــي يف‬ ‫تطــور مســتمر يف املنطقــة‪.‬‬ ‫والركــة األخــرى التــي تقدمــت بنبــذه عــن‬ ‫أعالهــا هــي رشكــة ‪ PTS Ltd‬والتــي تنشــط يف‬ ‫مجــال مشــاريع البنيــة التحتيــة منــذ عــام ‪2012‬‬ ‫حيــث اســتهلت أعالهــا يف العــراق مــن خــال‬ ‫تقديــم خدمــات الدعــم للــركات العاملــة يف‬ ‫مينــاء أم قــرص يف جنــوب العـراق الســيا الخدمات‬ ‫املتعلقــة باألمــور األمنيــة وتســهيل حركــة النقــل‪.‬‬

‫العدد الثاين‪ ،‬املجلد ‪ ،10‬صيف ‪2015‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

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‫غرفة التجارة العربية الربيطانية‬ ‫‪Arab-British‬‬ ‫‪Chamber of Commerce‬‬ ‫‪43 Upper Grosvenor Street‬‬ ‫‪London W1K 2NJ‬‬ ‫‪Tel: +44 (0) 20 7235 4363‬‬ ‫‪Fax: +44 (0) 20 7245 6688‬‬ ‫‪economicfocus@abcc.org.uk‬‬ ‫‪www.abcc.org.uk‬‬

‫“أضواء عىل قضايا العالقات العربية‪-‬الربيطانية”‬ ‫مجلة اقتصادية من إصدارات غرفة التجارة‬ ‫العربية الربيطانية يف لندن‬

‫محتــــــــوياتالــــــعدد‬ ‫تقارير خاصة‬

‫الشارقة واالنفتاح عىل االستثامر ‬ ‫مذكرة التفاهم بني الغرفة ومؤسسة رشو ‬ ‫ق‬ ‫أسباب اهتامم املستثمرين بالسوق السعودية ‬ ‫سوق األسهم السعودية ‬ ‫مسار املغرب نحو التنمية املستدامة ‬ ‫االهتامم بك وعائلتك وأعاملك يف لندن ‬ ‫مساعدة املصدرين ‬ ‫غرفة لندن تستضيف إطالق كأس ‪ SATUC6‬‬ ‫املسح االقتصادي الفصيل ‬

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‫عناوين خاص ة‬ ‫أخبار ونشاطات الغرفة‬

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‫نشاطات الغرفة ‬ ‫أعضاء جدد ‬

‫التقرير االقتصادي العريب‬

‫ندوة دعم وتواصل أعضاء الغرف ة‬ ‫االنتخابات الترشيعية الربيطانية ‪ 2015‬‬ ‫التجارة اإللكرتونية‪ :‬مسار مفتوح للتجارة ‬ ‫الصخر الزيتي‪ :‬النفط والغاز والتداعيات العاملية ‬ ‫النظام الصحي يف اململكة املتحدة‪ :‬نظرة عامة ‬

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‫حقوق النرش‬ ‫تحتفظ غرفة التجارة العربية – الربيطانية بحقوق‬ ‫النرش للمعلومات التي تحتويها هذه املجلة‪ ،‬وال‬ ‫يحق ألي جهة أخرى إعادة أنتاجها أو إعادة‬ ‫صياغتها أو إعادة توزيعها الكيل أو الجزيئ بدون‬ ‫موافقة مبارشة من غرفة التجارة العربية‬ ‫الربيطانية‬ ‫فريق املحررين‬ ‫عبد السالم اإلدرييس‪ ،‬كليف لورانس‪ ،‬ديفيد‬ ‫موركان‪ ،‬د‪ .‬ياسمني حسني‬

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