Economic Focus 12 by Distinctive Media Group Ltd

ISSUE 2 VOL 11 SUMMER 2016 MAGAZINE OF THE ARAB-BRITISH CHAMBER OF COMMERCE

FEATURES FOCUS ON THE GCC

FINANCE AND INSURANCE FOR EXPORTERS

DATA PROTECTION AND CYBER SECURITY

INVESTMENT IN IRAQ

PUBLIC-PRIVATE PARTNERSHIP

INVESTMENT IN MAURITANIA

FINANCE FOR TOMORROW’S MENA

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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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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

CONTENTS Focus Reports

Boarding Schools

Focus on the GCC: Opportunities in the Six Gulf States 4

Learning and Development

Visa Advice for Entrepreneurs 24

Bahrain Roundtable

Opportunities in Qatar

Opportunities in Kuwait

Farewell Reception

Iraq Roundtable

Members Networking

Arabian Gulf

Finance and Insurance for Exporters

Investment in Iraq

Investment in Mauritania

Container Shipping Industry â&#x20AC;&#x201C; New Rules British Economic Survey

Special Features Focus on Legal

Finance 34 Serviced Apartments

Chamber News

Arabic Section 110

ECONOMIC FOCUS CHAMBER NEWS

Focus on the GCC A round up of the latest investment opportunities in the member countries of the Gulf Cooperation Council.

The Kingdom of Bahrain

Bahrain’s GDP is forecast to grow by 2.9% in 2016, according to the country's Economic Development Board (EDB). More than 80% of the Kingdom’s real GDP was generated by an increasingly diverse non-oil sector in 2015 while the oil and gas sector accounted for 19.7%, the EBD said, Arabian Business, 18 May 2016.

for products and services from Bahrain’s young, technologically adept and affluent population. With its high standards of education and a talented, bilingual local population, Bahrain is ideally placed to support the growth of the BPO industry in the region, acting as the gateway to neighbouring Gulf markets.”

Bahrain News Agency BNA, 25 May 2016

Core market strengths Key sectors in the market include financial services, professional services, manufacturing, ICT, logistics and transport. The financial services sector is particularly strong in Bahrain, and the EDB works to support the continued growth of the banking industry and key sub-sectors, including Islamic finance, wealth management, asset management, insurance and re-insurance. Bahrain core strengths are as an ICT and BPO (business process outsourcing) hub. Khalid Al Rumaihi, the Chief Executive of the EDB, said: “Bahrain’s mature regulatory environment and skilled, highly motivated workforce are just two of the significant attractions for employers, who will find strong demand

Plan to boost high-speed networks The kingdom is moving forward with the implementation of projects to develop its infrastructure in the energy, housing, health and education sectors, HRH Prime Minister Prince Khalifa Bin Salman Al Khalifa stated, BNA, 9 May 2016. Bahrain launched its fourth National Telecommunications Plan (NTP), which aims to develop the telecom infrastructure with high-speed fiberoptic network and ensure providing high speed services at affordable prices. The NTP launched in May outlines the guidelines of the telecommunications sector for the next three years.

Green building initiative Bahrain’s green building initiative is one of the most important strategic objectives for the Ministry of Works, Municipalities Affairs & Urban Planning and is being implemented on all the existing and new construction projects for various governmental ministries and entities in Bahrain, which is being designed, supervised or maintained by the ministry. On 11 May the kingdom announced that it was working on 40 environment-friendly building projects as part of a sustainable development initiative aimed at reducing power and water consumption besides carbonic emissions at these facilities. The ministry’s Construction & Maintenance unit applies sustainability measures in most projects, which are in the design, tendering and implementation stages. It has put in place a model list for green buildings specifications; including six main elements; namely locations, materials, quality of internal environment, power efficiency, water and management, said the ministry in a statement.

Gulfbase, 11 May 2016

ARAB-BRITISH CHAMBER OF COMMERCE 5

Transport services expand The number of people in Bahrain opting to travel by public transport is on the rise. As a result an expanded bus network and a new light rail project are to be introduced to improve traffic conditions; while a planned second causeway should help ease regional freight transport over the long term. Bahrain’s Ministry of Transport and Telecommunications (MTT) has expanded the reach of its public transport system to 77% of the population by expanding routes across the country and adding new bus service. The existing Bahrain Public Transport Company’s bus service averaged more than 30,000 passenger trips per day in February, up from 23,000 in August 2015. A new light-rail network is also planned to further boost public transport. The initial phase was announced in March 2016 paving the way for work to begin on the first 17 stations. The stations are to be connected to footbridges and bus stops in locations such as the Seef District, City Centre Bahrain, Bahrain Financial Harbour, Bahrain Bay and Bahrain International Airport. The first phase, to cover 25 km and accommodate between 8000 and 10,000 passengers per hour in each direction, forms part of a larger project serving the country’s main business and residential centres. Stretching over 105 km, the four-line network is projected to reduce traffic on the country’s roads and provide better linkages with other transport grids.

OBG, 21 April 2016

$750M power grid development project Bahrain has approved a $750 million power grid development project, which is scheduled for completion by December 2017. The project consists of the construction of a ground transmission network and three 400kV power stations, which will be built in Hidd, Umm Al Hassam, and Riffa in the first stage. Among companies named to carry out the work are Germany’s Siemens, Italy’s Prysmian and South Korea’s Hyundai,

Bahrain News Agency (BNA) reported. Kuwait Fund for Arab Economic Development is also contributing.

Arabian Business, 12 May 2016

New tourism identity Bahrain has launched a new tourism identity under the slogan of ‘Ours Yours’ with the aim to stimulate foreign investment and attract more tourists. The initiative is part of plans to further diversify the economy away from dependence on oil. “The new brand embraces the country’s biggest asset, its people their warmth and welcoming attitude. It’s the culmination of our efforts to develop an integrated strategic approach towards elevating the industry by attracting investors and providing a suitable environment to incubate tourism projects,” said Shaikh Khaled Bin Humood Al-Khalifa, CEO of the Bahrain Tourism and Exhibition Authority (BETA). The new identity was unveiled by BETA at the Arabian Travel Market in Dubai. The kingdom plans to revamp its access points for foreign visitors including modernisation of the Bahrain International Airport which result in increasing its capacity to 14 million visitors annually as well as upgrading port facilities for yachts. Bahrain’s tourism sector contributed around $700 million - around 3.6% of GDP - in 2015, and this is planned to increase to $1 billion by 2020. The industry is currently providing jobs for more than 31,500 people, accounting for 4% of Bahrain’s total workforce while the total investment in the travel and tourism sector last year amounted to $280 million.

Arabian Business, 26 April 2016

Sovereign wealth fund Bahrain’s sovereign wealth fund Mumtalakat plans to invest more than $400 million (Dh1.47 billion) in 2016 on international deals as it seeks to further diversify away from domestic assets, according to its chief executive officer Mahmoud Al Kooheji, Gulf News, 23 May 2016.

The fund will spend more outside Bahrain this year after the bulk of investments were made in its home market in 2015, Al Kooheji said. The fund invested $335 million in Bahrain last year in industrial, manufacturing, real estate and tourism businesses, and made one investment of an undisclosed size internationally. To date, Mumtalakat has announced three international investments this year, including in Kuwait-based industrial company Gulf Cyro and Spanish aluminium grain refiner Asturiana de Aleaciones, known as Aleastur. The fund also announced that it partnered with Regent Properties to buy an interest in a US real estate portfolio.

Mumtalakat Bahrain Mumtalakat Holding Company, Mumtalakat, was established in June 2006 as an independent holding company to actively manage and grow a diverse portfolio of commercial assets. Mumtalakat manages its portfolio with the objective of enhancing the performance and returns of its assets. Furthermore, it actively seeks to invest in commercially sound and sustainable opportunities locally, regionally and internationally.

Contact Email: contactus@bmhc.bh www.bmhc.bh Bahrain Economic Development Board (EDB) The EDB is a dynamic public agency with overall responsibility for attracting inward investment into Bahrain and supporting initiatives that help enhance the investment climate in the country. The EDB is working with current and prospective investors to ensure that the investment climate is attractive, identifying its key strengths and where opportunities exist for further economic growth through investment partnership. Contact www.bahrainedb.com

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ECONOMIC FOCUS CHAMBER NEWS

from page 5

Kuwait

Kuwait is the UK’s 45th largest export partner and is 37th in terms of UK imports. It is the UK’s third largest trading partner among the GCC countries. According to UKTI the bilateral trading relationship is very healthy and growing.

In the first three months of 2016 Kuwait launched a number of projects worth $4.8 billion and it is expected that the total value of projects will hit $35 billion by the end of the year. Oxford Business Group wrote of a “Contracts boom in 2016”. Kuwait has earmarked 34.5 billion dinars ($115 billion) to spend on oil projects over the next five years, a senior executive said. “We have earmarked 34.5 billion dinars for spending on oil projects over the next five years,” Wafa Al Zaabi, head of planning at Kuwait Petroleum Corp, told

an oil conference, reported Gulf News, 29 May 2016. “Over 30 billion dinars ($100 billion) will be spent on the local market and the rest abroad,” she said.

production and raise output of free natural gas to over two billion cubic feet daily, from 150 million cubic feet currently, Zaabi said.

Over two-thirds of the spending, or 23 billion dinars, has been allocated for exploration and production, Zaabi said. Kuwait aims to raise its production capacity, currently just over 3.0 million barrels per day, to 4.0 million bpd by 2020 and maintain it for another decade.

Besides the upstream projects, Kuwait is currently implementing three downstream ventures costing over $30 billion. These include a new 615,000bpd refinery and a clean fuel project to upgrade two of the three existing refineries, and a platform for LNG imports.

Among the main projects, it plans to build four gathering centres, carry out a key project to boost heavy oil

Kuwait amassed around $600 billion in surpluses in the 16 years to 2014 due to high oil prices.

ARAB-BRITISH CHAMBER OF COMMERCE 7

Market Attractions for Foreign Investors Kuwait has recently adopted new legislation aimed at making the market more attractive to foreign investment. Martin Hall, CEO of Kuwait British Business Centre (KBBC), commended the country’s Law No 116/2013 on direct foreign investment, and the role of the Kuwait Direct Investment Promotion Authority (KDIPA) in removing the obstacles confronting foreign investors and companies seeking to operate in the Kuwaiti market. Kuwait has already implemented and is planning to implement a huge number of projects in the fields of health, education, transport, infrastructure and others. British firms are able to operate as small-sized enterprises as part of the major projects that are implemented by multinational corporations. The KDIPA and KBBC have signed a Memorandum of Understanding which is expected to contribute towards boosting cooperation and attracting more UK companies into Kuwait, reported KUNA, 27 May 2016.

Construction industry growth The development of infrastructure projects, investment in healthcare, educational facilities and new housing projects are all making their contributions to Kuwait’s future growth. The construction industry is expected to continue to show positive signs of growth over the next five years, to reach $15.6 billion (KWD4bn) in 2020, a report by Timetric’s Construction Intelligence Center (CIC) showed, 11 May 2016. According to the report, the industry’s output value rose at a compound annual growth rate of 5.23% in real terms, during the period 2011–2015 under review. “The country’s attractive PPP policies and regulatory framework encouraged foreign and domestic investors to invest in the country’s railways, highways and road and seaport infrastructure. Looking forward, the market will continue to expand up until 2020, driven by increased investments in transport

infrastructure, including through the Kuwait five-year development program 2015–2020,” comments Danny Richards, Lead Economist at Timetric’s CIC.

South Al Mutlaa city contract Kuwait was expected to sign a $1 billion contract with Italy’s Salini Impregilo and Turkey’s Limak Construction for its planned South Al Mutlaa City project, Reuters reported an official saying, 25 May 2016. This will be the first phase of the planned 100,000 sq km urban development, which is situated in central Kuwait and is expected to house around 400,000 residents on completion. Costs for building infrastructure and public buildings in the city have been estimated at around $20 billion. The South Al Mutlaa City contract will cover construction of a road and other infrastructure and be funded by government reserves, Naser Khraibut, director of planning at the Public Authority for Housing Welfare, told reporters on the sidelines of a conference in Dubai.

The project is part of efforts to invest in megaprojects under Kuwait’s five-year development plan and is designed to address the country’s housing shortage which is particularly acute among young people. “Other packages we are now in the process of prequalification for contractors to tender,” said Khraibut. The state will also sign a contract this month worth between $80 million and $90 million with Hill International to manage the building of the entire city, he said. Meanwhile, Kuwait is also designing and completing an economic study for the planned South Saad Abdullah City, which will cover 60 sq km. The $10 billion to $15 billion cost of the project will be financed through a special purpose vehicle jointly established by Kuwait and South Korea, Khraibut said.

Kuwait University new campus Kuwait University is currently constructing a new campus in Shadidiyah, located south-west of Kuwait City, which will house all 14 of its faculties, OBG reported, 20 May 2016. continued page 8

ECONOMIC FOCUS CHAMBER NEWS

from page 7

Offering capacity for up to 30,000 students, the new campus is slated for mid-year completion after the university awarded a KD173m ($574.3m) contract for construction of the administration facilities to a joint venture between China State Construction Engineering Corporation and Combined Group Contracting Company in January 2016.

$4.4bn Airport Terminal Project Kuwait’s Public Works Minister, Ali alOmair, has signed a $4.4-billion contract with the Turkish firm Limak Construction for a new airport terminal that will more than triple its passenger capacity. The new terminal, due to be completed over a period of six years, will raise capacity at the country’s only airport to 25 million passengers annually from around the current seven million, according to Agence France Presse, 31 May 2016. The minister stated that it will accommodate all aircraft types at 51 gates, an addition of 30 new gates, and will be able to serve 21 Airbus 380 superjumbos simultaneously. Delayed utilities projects are moving ahead following the creation in 2014 of the Kuwait Authority for Partnership Projects (KAPP), an agency tasked with identifying and developing PPPs, and established to replace the Partnerships Technical Bureau (PTB).

Developing public-private partnerships (PPPs) is a key pillar of Kuwait’s six-point economic reform plan launched by the Minister of Finance and Acting Minister of Oil, H E Anas Al Saleh. KAPP has since announced it will award the main contract for the second phase of the Al Zour North independent water and power plant, which will produce 1800 MW of electricity and 464,100 cu metres per day of desalinated water. This comes alongside a contract bid for the KD450m ($1.5bn) Umm Al Hayman wastewater treatment plant, which opened at the end of April, and a tender for the Kabd municipal solid waste project, due in late May. Oil and gas projects are also making steady progress, particularly as the country seeks to expand value-added downstream production and reduce domestic liquefied natural gas (LNG) consumption via new imports. In early March the Kuwait National Petroleum Company (KNPC) awarded its largest contract so far this year. The KD882m ($2.9bn) contract for construction of a new LNG import and regasification terminal was given to a consortium led by South Korea’s Hyundai Engineering and Hyundai Engineering & Construction, and includes four fullcontainment LNG tanks with a maximum daily capacity of 1.5trn British thermal units.

The Clean Fuel Project – a total overhaul of the state’s two largest refineries, Mina Abdullah and Mina Al Ahmadi – will see the government intensify its focus on value-added production of diesel and kerosene. It is one of the largest undertakings on Kuwait’s infrastructure agenda, and although some media sources have reported that the KD3.7bn ($12.3bn) initiative has been pushed to 2019, the project has witnessed some positive developments in recent weeks. In late April 2016 the KNPC announced it had signed an agreement for the first tranche of financing, a 10-year agreement worth KD1.2bn ($4bn) and backed by a consortium of local lenders, including the National Bank of Kuwait and Kuwait Finance House.

Kuwait Investment Authority The Kuwait Investment Authority (KIA) is the world’s oldest sovereign wealth fund and traces its roots to the Kuwait Investment Board, which was established in 1953. In 1982, KIA was created by Law No. 47 as an autonomous governmental body responsible for the management of the assets of the country.

Contact Email: information@kia.gov.kw www.kia.gov.kw

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Oman Oman’s investment incentives, ease in doing business and global logistics connectivity make it one of the top countries to establish business. Oman’s economy thrives on a combination of core sectors that include oil and gas, manufacturing, agriculture and fisheries and emerging sectors such as tourism, mining, logistics, food and beverage, ICT, aquaculture, retail and R&D. A wide variety of quality products and services are now made in Oman. Moreover, supporting these businesses are first class and competitively priced industrial, warehouse, manufacturing units and office space in Rusayl, Sohar, Al Buraimi, Nizwa, Raysut, Sur, the Port of Sohar, Salalah Port, the Duqm Special Economic Zone Authority, Salalah Free Zone, Al Mazunah Free Zone and Oman's flagship technology park, Knowledge Oasis Muscat.

Market Features Oman is at the centre of one of the largest trading areas in the world: the east-west nexus joining markets in Europe, Asia and North America with over 2.5 billion consumers on Oman’s doorstep. l It

is less than two hours from the major business centres of Asia.

l Signatory

to multilateral and bilateral trade agreements such as the WTO, the GCC Common Market, GAFTA, and Free trade agreements with countries from the USA to Singapore.

l It

boasts some of the most strategically placed ports in the Gulf.

l Muscat

International Airport is one of the Gulf’s fastest growing airports.

l A

major asset is its human resources which offer a multilingual, young and educated talent pool.

l Some

of the most competitively priced commercial office property and salary rates in the Gulf.

l There

are some 55 tertiary institutes across the Sultanate with strong industry links.

l Oman’s

roads, ports and airports are ranked as some of the best in the world and we boast world-class ICT, manufacturing and business properties.

l Leading

advanced telecommunications infrastructure support and interconnect with domestic and international networks.

l Technology

and Science Parks have strong links to business, research and education communities.

l The

market has a thriving R&D culture.

Boost to utilities investment Oman is planning to increase generation capacity and upgrade its transmission network which looks set to spur further growth in Oman’s utilities sector, OBG reported 13 April 2016. Oman aims to boost generation capacity in remote areas in a bid to meet growing demand, the Rural Areas Electricity Company (RAEC) announced in early March 2016. A $397.4m (OR153m) three-year investment plan will make use of both conventional power stations and renewable energy resources to increase connectivity and supply, while also expanding the country’s electrical infrastructure, including transmission lines, distribution networks and substations. continued page 10

ECONOMIC FOCUS CHAMBER NEWS

from page 9

Slated for completion in 2016, four new power plants in Masirah, Thumrait, Khasab and Mazuna will add a combined 200 MW to generation capacity. Much of the increasing demand for utilities is being driven by the country’s industrial sector and expanding population, with the latter forecast to reach 6.6m by 2040. Demand for power, meanwhile, is projected to grow by 10% per annum to 5 GW by 2020. Investment in additional capacity is needed to ensure that growing demand is fully met.

Light Industries Park A construction agreement was signed between Sandan Development and Towell Construction & Co (TCC) to build Oman’s first integrated light industries park, reported Times of Oman, 23 May 2016. The contracting firm will start work on the first phase of the park within a month and the whole project will be completed in two years, according to Said Al Rashdi, executive manager at Sandan. Sandan Light Industries Park will cover an area of 250,000 square metres and will be able to accommodate 2,400 workshops, automobile showrooms, building material shops, 450 office space and 1,400 residential units.

industrial park project is a source of great pride for the company. “The industrial park is a pioneer project that reflects innovation and creation required for the future period to support development and progress in the Sultanate,” noted Khaled bin Sulaiman, business development advisor at TCC.

Auto Market

The project, fully financed by local investors, has a strategic location at Halban in the middle of Muscat Expressway and Al Batinah Expressway, and five kilometers away from Al Muabailah exit on the Expressway.

Oman’s auto market is expanding rapidly and vehicle registrations are expected to increase by approximately 7.5% per annum indicating the number of cars in the Sultanate will reach 1.67 million by 2020, according to Ithraa.

As many as 15,000 people will be accommodated, who will have all facilities inside the park. The park is planned to accommodate a mosque, a hypermarket, a hospital, restaurants, shops, banks and travel agencies.

Over the next five years, a growth of between 15 and 20% for parts and accessories, tyres and tubes, batteries and lubricants is predicted.

Referring on the progress so far, Al Rashdi said that about 90 per cent of ground levelling work has already been completed. Al Rashdi added that when the company launched the project, there was a big demand for the units offered on sale, thanks to an attractive package of incentives. Husain Jawad Abdul Rasoul, chairman of TCC, said that winning the

Based on demand, Ithraa identified 11 automotive components with market potential and these include: pistons, piston rings, cylinders, cylinder blocks andheads, fuel inlet valves and pipes, valves, carburators and nozzles.

ICT Oman’s ICT community is maturing as the number of international and domestic tenants on Knowledge

Oasis Muscat (KOM), Oman’s flagship technology park, increases. KOM is a US$128 million investment with 110 tenants including the likes of Oracle, Huawei and Microsoft. It is also home to SMEs, start-ups and the government’s newly-launched incubator, the National Business Centre. The Park has 3,000 employees and 6,000 undergraduates attending Middle East College of Information Technology and the Waljat Colleges of Applied Sciences.

Petrochemicals The petrochemicals industry, in Oman, is as developed as anywhere in the world, and sizeable investments are being made to maintain our position in the global industry. Indeed, Oman’s petrochemicals sector is evolving into an industry that touches a wide range of sectors in the Sultanate including supply chain, equipment manufacturing, construction, paints, textiles, agriculture, retail and trade to packaging. The emergence of Oman’s petrochemical industry is a positive development that will strengthen the Sultanate’s economic diversification plans. The Gulf Petrochemicals and Chemicals Association estimates that GCC petrochemical producers will increase their capacity by 45% over the next four years, reaching 199.5 million tons by 2018.

Plastics Oman’s large reserves of natural gas are a cost-effective source of electricity as well as feedstock for industries like plastics, aluminum, steel and fertiliser – and Oman aims to become one of the world’s leading manufacturers of polypropylene and polyethylene. Indeed, in 2012, Octal tripled its annual production capacity of PET resin used for water, juice and soft drink bottles with the commissioning of two of the world’s largest vertical reactors at the company’s PET complex in Salalah. “Oman’s rule of law, access to raw materials, talent, ease of doing business and global logistic connectivity makes it one of the best places in the world to establish a business and export from,” Nicholas Barakat, chief executive officer of Octal told the Times of Oman, 1 June 2016. Octal, a leading manufacturer of polyethylene terephthalate (PET), invested over $700 million in Salalah way back in 2006. Its PET products are used for packaging applications. According to Barakat, the availability of local, bi-lingual talent also influenced Octal’s decision to establish operations in Oman. “We saw the clear benefit and potential of Oman’s young labour force; young professionals who could be trained to a high level, and that is what we are doing today,” said Barakat. Octal offers food grade polyethylene copolymer resins for carbonated water and beverages, hot fill, oil and water containers, and pharmaceutical material packaging, as well as heat set blow moulding applications and polyethylene sheets.

ARAB-BRITISH CHAMBER OF COMMERCE 11

With support from Ithraa, Octal started operations in 2006 with an investment of more than $700 million. “We import one million tonnes of raw materials and export one million tonnes of products each year,” he added. “From Salalah, we need just 14 days to reach New York, 21 days to the US west coast and 7 to southern Europe, so it is a great location with excellent shipping connectivity,” Barakat explained. Octal has created 550 jobs and more than 95 of its products are exported.

Minerals & Metals Oman’s mineral and metals industry is expected to continue its growth as international investors such as Brazil’s Vale; India’s Jindal Steel and Power Ltd; Indsil Group;and Zoom Group of India; Australia’s Alara Resources Ltd; Canada’s Gentor Resources Inc and Rio Tinto Alcan make use of Oman’s strategic geographic location as a distribution centre to Africa, Asia and Europe. The Sohar Aluminium plant currently produces 375,000 tons of aluminium per annum and employs a workforce of 1,000 people. But the aluminium smelting facility is just the starting point for a growing industrial base. The company indirectly employs some 3,000 people, across a range of downstream industries. A considerable proportion of the plant’s output is cast into ingots and exported around the world through the Port of Sohar. Based on cost and output figures, Sohar Aluminium is calculated to be the most competitive and cost effective smelter in the world.

Agriculture & Fisheries With 3,165 kilometres of coastline and 150 species of fish and crustaceans, Oman’s fish reserves are among the largest in the world. Our annual catch is the biggest in the Arabian Gulf and Government investments into Oman’s fisheries and aquaculture segments have been significant. 10 new fishing ports are under development, and by 2020 this will increase to 31.

Tourism By 2024, the total contribution of travel and tourism sector to Oman’s GDP is expected to rise by 5.5% per annum to reach US$10bn, 8.2% of GDP. The construction of world-class hotels and resorts along with the development of a number of infrastructure projects in the aviation, road, rail and maritime sectors, including a US$1.8bn passenger terminal at the Muscat International Airport and the transformation of Port Sultan Qaboos in Muscat into a tourism and cruise ship precinct, are part of the government’s strategy to target more global tourists.

Market Information More information about the market can be obtained from the Public Authority for Investment Promotion & Export Development (Ithraa) https://ithraa.om

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ECONOMIC FOCUS CHAMBER NEWS

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Qatar

Qatar is in the process of implementing plans which envisage major infrastructure development in preparation for hosting the FIFA World Cup 2022. The country has adopted a National Vision 2030. H E the Minister of Economy and Commerce, Sheikh Ahmed bin Jassim bin Mohamed al-Thani, has announced that the private sector can tap into as much as QR72bn worth of investment opportunities from sports and sportsrelated industries in Qatar. Some 83 opportunities have been identified by with most potential to serve as catalysts for long-term growth and development of its sporting industry. These opportunities are split across multiple sectors of the economy, including 26 opportunities in “event management and promotion,” seven in “sport development,” 31 in “venue construction,” two in “sporting goods and equipment,” four in “sport commercialisation,” four in “sport tourism,” and nine in “venue operations and maintenance.” Qatar’s 2022 World Cup stadium construction costs will amount to between $8 billion to $10 billion, according to Supreme Committee for Delivery and Legacy (SC) secretary general Hassan Al Thawadi.

Up to $200 billion is being spent on wider infrastructure required to host the tournament, the official told Chatham House Policy Institute in London, in quotes published by the Associated Press.

Qatar’s preparations for 2022 have been declared by FIFA to be “well on track” and the country’s legacy work is also progressing well, according to Jürgen Müller, FIFA’s head of planning and infrastructure.

Business opportunities connected to sports in Qatar are not only confined to the big infrastructure projects connected to the World Cup but are also emerging in sports tourism and other related sectors.

“Qatar’s infrastructure and stadium preparation is well on track. We are very happy with preparations. Everybody knows it’s not only towards 2022, they are working towards longer plans for 2030, so this step is only one step in the bigger picture,” the FIFA official was quoted as saying, Arabian Business, 19 May 2016.

There are plans for Qatar to host an exhibition to which international sports companies will be invited to widen the opportunities for private sector participation in the range of investments in the country’s expanding sports industry. The ministry has collaborated with other local ministries, government institutions, and other agencies to develop a “Qatar Gathering for Sports Business,” which aims to support small and medium-sized enterprises and other companies to invest in the sport sector, particularly in the mega projects related to the 2022 World Cup.

Qatar’s sports investment opportunity initiative is expected to bring the country closer to realising the objectives of its National Vision 2030.

Al Khor Stadium With the capacity to accommodate 60,000 seats, the stadium is a proposed semi-final venue. The stadium will be situated at the heart of a 1million sqm complex which will also include a hospital, a mall and a park.

ARAB-BRITISH CHAMBER OF COMMERCE 13

The stadium design is based on Bayt Al Sha’ar – a black and white tent used traditionally by nomadic people in Qatar and the region. Following the World Cup, the upper tier will be removed and the capacity of the stadium will be reduced to 32,000 seats. The removed seats will be reconfigured and donated to countries to leave a legacy for international football development. The stadium is expected to be completed in the third quarter of 2018.

Lusail City Set to boast a population of around 200,000 people as well as being home to one of the seven World Cup stadiums, the city has an estimated cost of $45billion. Lusail extends across an area of 38sqm and includes four exclusive islands, two marinas and 19 multi-purpose residential, mixed use, entertainment and commercial districts. It is a comprehensive arena with luxury shopping and leisure facilities, residential buildings, commercial towers, avenues and public ports. Lusail is expected to be completed by 2019, three years before Qatar 2022.

Al Wakrah Stadium The 40,000-seat stadium, and future home of Al Wakrah Sports Club, will be surrounded by approximately 560,000 sqm of legacy precinct with a new sports centre and community hub. The precinct will deliver a range of community facilities, including a park, mosque, school and retail outlets. The stadium, will be reduced in legacy mode to 20,000 seats, is expected to be completed in the first quarter of 2018.

International Airport

cargo rising to 50 million passengers on completion. The additional capacity of HIA is recognised as a key element behind increasing tourism to Qatar.

Khalifa International Stadium Khalifa International’s 40,000-seating capacity will enable it to host group stages, last 16 and quarter-final matches. An innovative cooling technology will be incorporated to ensure an optimal playing temperature of 26 degrees Celsius. Renovation works on the stadium are expected to be completed by the second quarter of 2017.

Qatar Foundation Stadium Located in Education City, the home of Qatar Foundation for Education, Science and Community Development (QF), the stadium will have a tournament capacity of 40,000 spectators.

The first phase of HIA opened in 2014 with the final phase planned for 2018. HIA replaces Doha International Aiport as Qatar’s main airport.

Additionally, the Health & Wellness Precinct will include an aerobics and fitness centre, aquatics centre, climbing and caving centre, tennis courts and two additional football pitches.

At present, the airport has annual capacity to handle up to 24 million passengers and 750,000 tonnes of

Spaces for educational and development programmes, a health clinic, indoor multi-purpose pavilion and retail outlets

will also be available in the precinct. The stadium is due for completing in the third quarter of 2019.

Msheireb Downtown Doha Developed by Msheireb Properties, the $5.5bn project aims to redevelop, regenerate and preserve the historical heart of Doha. Upon completion in 2016, it will become the world’s first sustainable downtown regeneration project. It will feature premier office space, retail and leisure facilities, townhouses, upscale apartments, hotels, museums, civic services and cultural and entertainment venues.

Doha Expressway System The Expressway will provide vital transport links across Qatar connecting key cities, towns and villages with high quality national freeways and urban arterial routes. Expected to be completed by 2016, the $8.1bn project will deliver over 900km of new roads and an array of underpasses, flyovers and multi-level interchanges to enable free-flowing traffic an improved journey times. Ashghal is also implementing the $2.7bn Inner Doha Re-sewerage Implementation Strategy as well as the $14.6bn Local Roads & Draining Programme. continued page 14

ECONOMIC FOCUS CHAMBER NEWS

from page 13

delivery of the country’s National Vision 2030. From state-of-the-art public buildings, health and education facilities and other social enrichment projects, to new highways, roads and drainage systems, Ashghal’s mandate is to transform the physical infrastructure of Qatar with projects that positively impact the community. In line with the Qatar National Vision 2030, Ashghal contributes to economic and social development with the implementation of projects covering roads, drainage, sewerage and buildings valued at QR100 billion over the next five to seven years. Key infrastructure projects include: l The

Expressway Programme

The Local Roads & Drainage Programme

The Inner Doha Re-sewerage Implementation Strategy (IDRIS)

Gas-to-Liquids Industry Qatar has carved out a niche as the global leader in the gas-to-liquids (GTL) industry, creating a range of liquid fuels from natural gas, which is converted into longer-chain, highly paraffinic oil products. Finished products include diesel, kerosene, lubricant base oil, and inputs for petrochemical and detergent production.

New Doha Port

Al Rayyan Stadium

The $7.4bn New Doha Port mega-project in Mesaieed is being built on an area of 26.5km2 and is expected to be one of the largest seaports in the region.

Al Rayyan will host matches up to the quarter-final of the 2022 tournament and following the World Cup its capacity will be halved to seat 21,000 seats – with the removable tier sent to developing nations.

The new port will transform Doha’s shipping industry and will include five general cargo terminals and berths, four container terminals and berths, a rollon/roll-off berth, an administration and customs complex as well as a berthing area for tugs and pilot boats. The first phase is scheduled for completion in 2016, while the second and third phases will be completed after 2022. The 40,000-seat stadium is being built on the site of Al Rayyan Sports Club’s existing stadium, Ahmed Bin Ali Stadium.

A mosque, medical centre and various sporting facilities are being built nearby – as well as the already planned Mall of Qatar. The stadium is expected for completion in the first quarter of 2019.

GTL products are odourless and free from sulphur and other impurities commonly found in crude oil-based alternatives. They are also thinner, which helps to reduce friction and prevent contaminant build-up and wear on machinery. Qatar has two major GTL facilities with a combined capacity of more than 170,000 barrels per day (bpd). One of the plants, ORYX GTL, uses low-temperature processing technology developed by South Africa-based energy and chemicals company Sasol, and operates as a joint venture with Qatar Petroleum.

The Work of Ashghal

Its other facility, Pearl GTL, uses Shell proprietary technology and ranks as the world’s largest GTL plant, producing 140,000 bpd, or more than 80% of the country’s total GTL output.

Qatar’s Public Works Authority, Ashghal, has an important role to play in the

Despite its demonstrated resilience, Qatar’s GTL industry will likely face rising

Source: Construction Week

competition in the years to come from new producers that are keen to tap into growing global demand, reported OBG, 22 February 2016.

Spending on Healthcare Health was one of the big winners in Qatar’s 2016 budget, according to OBG. While capital investment in primary health care services remains high on the agenda, the budget also gave added weight to the training of medical professionals and research and development. Infrastructure is a key component of projected spending, with more than QR850m ($233m) earmarked for the construction of five new health centres: a cancer treatment hospital, a metabolic centre, a neurosciences facility, a diagnostic and treatment centre, and a hospital for tertiary care. Expansions to existing hospitals are also being funded. The projects come one year after Hamad Medical Corporation, Qatar’s main healthcare provider, unveiled its master plan for medical services provision which aims to more than double the number of specialist clinics operating under its system and increase operating theatre capacity by 100%. There has been progress across a raft of major projects, led by new facilities at Hamad Bin Khalifa Medical City. A new rehabilitation facility, a communicable disease hospital, an ambulatory care

ARAB-BRITISH CHAMBER OF COMMERCE 15

centre and a woman’s wellness and research centre are all expected to open in December. Increased funding has become available for work on the $7.9bn Sidra Medical and Research Centre, which is under development in Education City in Al Rayyan.

Maritime Transport Sector Qatar’s spending on infrastructure as well as its economic diversification plans continue to be a source of demand for imported materials to the advantage of the maritime transport sector. Companies that can provide an integrated supply chain – bringing a diversified maritime portfolio together with efficient and modern onshore facilities – are well placed to profit from the continued pace of construction in Qatar, helping to hedge against the negative impacts of lower energy prices in international shipping. With the boom in infrastructure requiring highly integrated supply chains to handle the increased import volumes, companies have been investing in temperature-controlled, environmentally friendly warehousing to satisfy demand for more modern storage facilities.

with infrastructure and diversification projects, signifying busy times ahead for Doha Port and the soon-to-be fully operational Hamad Port.

UK Engineer Amey Secures Key Registration Leading British engineering and public services provider Amey said its consulting team has achieved a major milestone in the region by securing a Grade A Civil Engineering Registration in Qatar. Amey’s team can now tender for a wide array of projects in Qatar that would not normally be open to international firms, said a statement from the company, 6 June 2016.

Key Contacts Qatar Investment Authority (QIA) Tel: +974 44995919 Email: contactus@qia.qa www.qia.qa Ashghal – Public Works Authority Tel: +974 44951111 Email: customerservice@ashghal.gov.qa www.ashghal.gov.qa Central Tenders Committee Tel: +974 4446 7159/180/153/632/639 www.ctc.gov.qa

The year ahead will likely see this trend continue, as Qatar pushes forward continued page 16

ECONOMIC FOCUS CHAMBER NEWS

from page 15

Kingdom of Saudi Arabia

The Kingdom has adopted an ambitious Vision 2030 strategy which aims to raise its non-oil revenue to $160 billion by 2020 from $43.5 billion last year. Vision 2030 heralds change Reforms aimed at opening up Saudi Arabia to investment and encouraging private sector participation are moving forward, even as further details of the Kingdom’s long-term National Transformation Plan (NTP) have yet to be released, Oxford Business Group, 28 May 2016. On April 25 Prince Mohammed bin Salman Al Saud, deputy crown prince and chairman of the Council of Economic and Development Affairs, unveiled the Kingdom’s Vision 2030 programme, a broad-based blueprint that will steer Saudi Arabia toward economic diversification. The NTP is set to provide an execution framework for the objectives laid out in the programme.

Private sector to move centre stage A strong private sector is a central component of the reforms outlined in Vision 2030. The programme envisages increasing the private sector’s contribution to GDP from its current rate of 40% to 65% by 2030. It also targets boosting small and medium-sized enterprises’ contribution to GDP from 20% to 35% while increasing women’s participation in the workforce from 22% to 30%. Saudi Arabia is also looking to increase foreign direct investment under the plan from 3.8% to 5.7% of GDP, while reducing

the role played by hydrocarbons as a foreign currency earner. Non-oil exports are expected to make up half of nonenergy GDP by 2030, more than three times present levels. The Kingdom’s plan to privatise a stake in the national energy producer Saudi Aramco, which is valued at between $2trn and $2.5trn, according to Prince Mohammed bin Salman, constitutes one of the core elements of the programme. Up to 5% of the corporation is expected to be floated on the Tadawul – the Saudi Stock Exchange – in what would be the world’s largest initial public offering. The listing, worth an estimated $100bn, will represent approximately 25% of the capitalisation on the Tadawul All-Shares Index (TASI), according to local media. The company may also reportedly be listed on international exchanges. The balance of Saudi Aramco’s shares will be transferred to the Kingdom’s Public Investment Fund, leading to the creation of the world’s largest sovereign wealth fund, according to regional media. Its assets will total at least $2trn, almost three times the value of those controlled by SAMA Foreign Holdings, Saudi Arabia’s current investment vehicle. Markets reacted positively to Saudi Arabia’s plans for reform, with the TASI gaining 2.5% on the day of the programme’s release to reach 6868 points at close – marking highs last seen in early January. Public assets will also be privatised, starting with King Khaled International

Airport (KKIA) in Riyadh, followed by other areas of the country’s aviation infrastructure, including air traffic control and IT. The new terminal at KKIA opened in late May and is being operated by the Dublin Airport Authority, and the Jeddah airport, once completed, will be privatised as well. The new Medina airport is already operated by a foreign company, Turkey’s TAV Holdings.

Reforms gathering pace In an additional move signalling Saudi Arabia’s drive to open its economy and broaden its investor base, the national stock exchange’s regulator announced plans in May to relax restrictions on qualified foreign investors (QFIs) looking to invest on the Tadawul, paving the way for greater capital inflows. Under the reforms, for example, institutions with at least SR3.75bn ($1bn) in assets under management will be able to qualify as QFIs, a decrease from SR18.75bn ($4.9bn) in 2015, when the exchange was first opened up to international investors. QFIs will also be allowed to buy up to 10% of a listed company’s shares, double the current level. In another significant development, Ibrahim Al Assaf, minister of finance, gave a planned timeline for the introduction of a value-added tax (VAT). He said that the government expected to implement the levy in 2018, as part of the broader GCC-wide agreement to introduce VAT.

ARAB-BRITISH CHAMBER OF COMMERCE 17

l Increase

investments in tourism from SR145 billion to SR171.5 billion

While several goods and services will be VAT exempt, the tax could have some impact on business costs and retail sales, especially in its first year of operation.

l Boost

Foreign Direct Investment (FDI) from SR30 billion to SR70 billion.

On the plus side, this measure is expected to broaden the tax base, which remains relatively narrow at present, and increase state revenue of up to $10bn per year, according to estimates from government officials.

l NTP

Saudi Arabia’s Minister of Finance Ibrahim Al-Assaf has emphasised the role of the Ministry of Finance in the National Transformation Programme, saying that its implementation will take the national economy to a new stage of growth and stability.

Timely moves Rising spending in Saudi Arabia and projected ceilings on hydrocarbons revenue have heightened the need to reform the Kingdom’s economy against a challenging economic backdrop. In its report on Vision 2030 released earlier this month, Riyadh-based investment firm Jadwa warned that Saudi Arabia’s fiscal buffers would be heavily eroded in coming years if action is not taken to reduce the country’s dependence on oil. Even with a recovery in energy prices and higher production levels, as modelled in the report, the Saudi budget would come under further pressure with increased deficits. According to the report’s findings, the reform programme comes at a critical juncture, offering an opportunity to shift the focus away from the government and toward the private sector for generating and maintaining economic growth. “It will not only help put the government’s finances on a sustainable path, but also lay the ground for a set of detailed programmes and initiatives that will address the very way the Saudi economy is structured,” the report noted.

Ambitious plan to diversify the Kingdom’s economy The NTP is an ambitious plan to diversify the Kingdom’s economy away from oil. Among its major goals is to generate 450,000 jobs, accelerate privatisation and sharply reduce the public sector wage bill, Saudi Gazette, 8 June 2016. The main objectives of the 112-page NTP 2020 are:

Minister of Labour and Social Development, Mufrej Al-Haqabani stressed that the most important initiatives submitted by the Ministry of Labor and Social Development for the NTP concern transforming labour and social development to become a productive sector that can contribute to the national domestic product. l Implement

more than 500 initiatives at a cost of SR270 billion ($72 billion), 40% of which would come from the private sector

l Raise

non-oil revenues from SR163.5 billion to SR530 billion

l Boost

public assets from three trillion to five trillion riyals, a 67% rise

Maintain oil production capacity at 12.5 million barrels per day, while raising gas production from 11 billion cubic feet to 17.8 billion cubic feet daily

l Raise

the number of annual Haj pilgrims from 1.5 million to 2.5 million, while increasing the number of Umrah (minor pilgrimage) visitors from seven million to 15 million per year

l Build

an international complex for marine industries that will provide 80,000 jobs and cut imports by $12 billion a year

l Continue

to cut subsidies, with reductions in water and electricity subsidies projected to save 200 billion riyals

l Raise

the value of non-oil exports from SR185 billion to SR330 billion

l Generate

l Reduce

l Raise

450,000 jobs in nongovernment sectors the wage bill from 45 to 40% of the state budget

to spur growth, bring stability

unemployment from 11.6% to nine percent the proportion of women in the job market from 23% to 28%

Minister of Transport Sulaiman AlHamdan pointed out that the first strategic objective of the Ministry of Transport within the programme is for the Kingdom to become a first class global logistics centre. The minister said that the Kingdom had spent much on infrastructure and had more than 64,000 km of roads and according to world rankings and as mentioned by the World Economic Forum in 2015, the Kingdom ranked 34th in a list of 140 countries.

NTP will bolster economy, health, housing and education sectors The Kingdom’s Minister of Economy and Planning Adel Fakeih said that the citizen is a partner in the government’s initiatives within the National Transformation Programme 2020. He stressed that there is an opportunity for citizens to comment objectively on everything that needs development or improvement, including levels of expected accomplishments and the completion of initiatives. The minister’s remarks came during his answers to reporters’ questions on in Jeddah along with the ministers of health, housing, and education, reported Arab News, 9 June 2016. He pointed out that the National Centre continued page 18

ECONOMIC FOCUS CHAMBER NEWS

from page 17

for Measuring Public Bodies chaired by Deputy Crown Prince Mohammed bin Salman, Second Deputy Prime Minister and Minister of Defence, as well as Chairman of the Council of Economic Affairs and Development, will be launched independently and separately as an implementation of the 2030 vision tools during the coming months.

Leading role for Economy and Planning Ministry The Ministry of Economy and Planning (MEP) will be treated as the “Mother of all Ministries” and play the most important role in achieving the goals of Vision 2030. According to the governance framework of the Council of Economic and Development Affairs (CEDA), the MEP will support other ministries and government bodies with executive and strategic planning. The ministry which is developing programmes for four sectors — human development, healthcare, community empowerment and labour force, local media reported. The MEP works to coordinate between sectoral and district plans of ministries as a central point to facilitate collective efforts to achieve social and economic goals and provide direct services to government employees and other government bodies that offer services to citizens.

Retail Sector The planning framework encourages financial institutions to support the retail sector during the next five years, and add a million job opportunities

in the modern retail sector with the participation of a number of modern local, regional and global trade marks. The framework aims to raise the rate of modern trade in the retail sector to 80% by attracting global and regional merchants and ease restrictions related to property and foreign investments, reported Arab News, 6 June 2016.

Tourism Industry

Taif’s airport, the Haramain Train, and the Makkah Metro, according to Arab News, 7 June 2016.

Saudi Arabian General Investment Authority The Saudi Arabian General Investment Authority (SAGIA) is a government body based in Riyadh. On its website, the agency lists the following sectors as offering significant investment potential:

Vision 2030 aims to double hotel sector opportunities as development of the tourism sector becomes one of the strategy’s major themes.

l Transport

The Kingdom has had plans in place to more than double its number of hotel rooms as part of its Vision 2030, said Muin Serhan, general manager of Riyadh Marriott Hotel, who commented: “Tourism will be an important component in boosting nonoil revenue.”

l Tourism

The hotelier said that the vision programme included plans to “create attractions that are of the highest international standards, improve Saudi visa issuance procedure, and develop rare historical and heritage sites.”

l Automobile

He said the Saudi Commission for Tourism and National Heritage (SCTNH) has also changed the people’s perception of tourism and heritage. In order to realise the vision, the SCTNH, is executing innovative ideas to further promote tourism in the Kingdom. An influx of more visitors will be supported by new transportation projects, including Jeddah’s new airport,

l Healthcare l Building

l Oil

Material

& Gas

l Agriculture l Mining l CIT l Housing

Manufacturing

l Downstream l Industrial l Power,

Chemicals

Equipment

Water & Electricity

l Engineering

Services

l Education l Renewable

Energy

Details of current opportunities for prospective investors in the Saudi market can be found here: https://sagia.gov.sa/en/ InvestorServices/CurrentOpportunities/ Pages/Home.aspx

continued page 20

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ECONOMIC FOCUS CHAMBER NEWS

from page 18

United Arab Emirates

Launch of Dubai Expo2020

H E Sultan bin Saeed Al Mansouri, the UAE Minister of Economy, has stated that the country has made great strides in achieving sustained economic growth as indicated by the decreasing dependence on oil exports as a source of revenue, pointing out that the oil sector’s contribution to GDP is now at only 30%. The UAE has made tireless efforts to lay the foundations for a knowledge-based economy and to encourage creativity and innovation. The UAE now boasts some of the world’s top branded companies. Four out of 10 top companies in the Arab world are from the UAE, namely Etisalat, Emirates NBD, National Bank of Abu Dhabi and First Gulf Bank, according to the latest Forbes Middle East ranking of 100 leading regional corporates, Khaleej Times 1 June 2016.

Business Confidence Research carried out for The National newspaper revealed that 72% of UAE respondents surveyed felt the region could survive the effects of a long period of oil prices at US$50 per barrel without slipping into a recession. A majority of companies in Ajman expect either stability in economic conditions or higher growth rates

with the construction sector sounding most upbeat, according to a business confidence index for the first quarter 2016 released by the Department of Economic Development in Ajman. This optimism among domestic UAE firms is matched by that of foreign operators active in the market, according to the report in Khaleej Times, 31 May 2016. Foreign companies operating in Ajman are optimistic about the growth of business with many stressing lower operating costs and the friendly legislative environment as the most important attractive factors.

Innovation in Retail Dubai has long been known for its shopping malls, but the shopping experience in the emirates is expected to undergo a transformation in coming years with the growing popularity in online purchases.

Online shopping is still comparatively little used among consumers in the UAE but is expected to drive wider growth in the retail sector in future. Digital retail is expected to account for 21.5% of global sales by 2018, according to data from the Centre of Retail Research, with Dubai on course to post some of the strongest e-commerce growth in the region. Currently, online shopping accounts for less than 2% of Dubai’s total retail sales by value, according to Dubai Chamber of Commerce. This is significantly lower than in US and European markets, where the figure is between 17% and 20%. High penetration rates for smartphones and tablets in Dubai, along with greater use of credit and debit cards, have laid the foundation for rapid expansion of online retail, according to a report issued by Dubai Chamber. Medium-term growth for internet retailing

ARAB-BRITISH CHAMBER OF COMMERCE 21

is forecast to increase at a compound annual growth rate (CAGR) of up to 34%.

FINA “Short Course” World Swimming Championships, OBG reports.

Dubai’s wider retail industry, meanwhile, is projected to expand by 7.7% this year, before growing at a CAGR of 8.1% from 2017 through to 2020. This should see sector turnover rise from an estimated $35.4bn in 2015 to more than $52bn by the end of the decade, according to Dubai Chamber, reported OBG, 17 May 2016.

Tourism is playing a big part in diversifying the economies of the emirates. Sharjah, for instance, boasts of success in this sector. “Sharjah has successfully diversified its tourism sector, providing tourists with unique options, such as cultural tourism, environmental tourism, agro-tourism, eco-tourism, leisure tourism and archaeological tourism,” H E Sheikh Fahim bin Sultan Al Qasimi, Chairman of the Department of Government Relations in Sharjah, has said, Sharjah Update, 29 May 2016.

Leisure and Tourism The UAE has numerous plans for new theme parks, resorts, hotels and leisure attractions which apart from driving economic growth and enhancing the tourism sector, offer opportunities for business. The multi-billion pound projects in new large-scale attractions, entertainment and cultural projects - including Expo 2020 Dubai - that are planned involve new transport links, hotels, retail developments and tourist and leisure attractions. According to UKTI, all these activities are expected to generate significant opportunities for companies which are capable of demonstrating their ability to offer specialist skills to the country’s developing visitor attractions sector. Abu Dhabi has been channelling investment into the development of its sports facilities and recreational tourism offering. The push to become a sports tourism destination has seen Abu Dhabi invest heavily in facilities for a wide range of sports, including motor racing, yachting and water sports, cricket, football, tennis, basketball, cycling and golf. Abu Dhabi is to host the 2019 Asian Cup, one of world football’s largest events, which brings together 24 leading Asian football clubs. The following year the country will stage the 2020

The exceptional forthcoming development project in this sector must be Expo 2020 Dubai whose importance extends beyond Dubai to all the emirates. The implementation of projects in preparation for the Expo is opening up many new opportunities for partners and investors.

Expo 2020 Dubai Offers Partnership Opportunities International companies from various sectors including aviation, technology, finance, logistics, telecommunications, travel and tourism have entered into discussions to explore how they can play a role in supporting the delivery of Expo 2020 Dubai. Expo 2020 Dubai takes as its theme, ‘Connecting Minds, Creating the Future’, which recognises that generating sustainable solutions to global problems demands collaboration across cultures, nations and regions. The theme is intended to be a reflection of the modern world, connected as never before, and changing at great speed.

Expo 2020 Dubai aims to host more than 180 countries and for the first time in the history of World Expos, each country will have an individual pavilion, enhancing the ability of each nation to showcase itself. Participant countries will directly engage with an estimated 25 million visitors at the event, generating a wide range of business opportunities and access to regional markets through the collaborative platform that the expo offers. The expo will contribute a lasting global legacy to the local and regional economy as the first mega-event in the region. In the run up to the start of infrastructure works on the expo site in July, over 4 million cubic metres of earth has been moved as the site was levelled in preparation for construction. Reem Ibrahim Al Hashemi, UAE Minister of State for International Cooperation and Director-General of Bureau Expo Dubai 2020, stated: “Global mega events offer significant opportunities to businesses, and the World Expo, in visitor terms, is the biggest of them all. Expo 2020 Dubai offers a unique proposition. It’s the first World Expo to be hosted in the Middle East, Africa or South Asia. Connections through Dubai have already made the world closer, and the connections that Expo 2020 Dubai will promote will allow global businesses to get closer to a dynamic region of almost three billion people.” Expo 2020 Dubai is looking to work with companies that have already demonstrated their commitment to social development, while facilitating innovation and human ingenuity, she said. Expected to be the most visited event in the world in 2020, the Expo has already continued page 22

from page 21

Highness Sheikh Mohammed bin Rashid Al Maktoum in January 2016. The Dubai Health Authority (DHA)’s Health Strategy 2021 is a five-year blueprint for improving the quality and cost effectiveness of health services in the emirate. It envisages closer collaboration between the public and private sectors. In particular, the DHA is looking to encourage private investment in medical tourism and related real estate development, along with key e-health services, OBG reported 24 March 2016. In an effort to build on growth in the local private healthcare market, one of Dubai Health Strategy 2021’s key objectives is to develop Dubai as a regional and international destination for medical tourism.

signed up Emirates Airline and Etisalat as its first Premier Partners, raising several hundred million US dollars. The partnership programme offers three tiers of partnerships: Premier Partners, Official Partners and Official Providers. 12 Premier Partners will have access to exclusive rights and benefits with Expo 2020 Dubai, including the ability to use the Expo 2020 Dubai logo, licensing and merchandising rights and the chance to be involved in Expo’s communication and promotional activities. Expo organisers are seeking to recruit up to 20 Official Partners over the next year, and the Official Providers programme will launch in 2018, which will include opportunities for up to 20 organisations. Participants in the Expo’s partnership programme stand to benefit significantly from global brand exposure, a chance to connect with the more than 25 million visitors that Expo 2020 Dubai is expected to attract, while enjoying direct access to more than 2 billion people in markets across the wider region. The partnership companies have a key role to play as Dubai prepares to host what will be one of the world’s largest events. Their contributions will extend to a legacy of skills and expertise across the whole of the UAE and further afield. Furthermore, this will contribute

considerably towards the UAE’s continuing economic diversification – which is part of the Expo’s planned legacy.

Improved Public Transport The push to upgrade both technological services and infrastructure has been galvanised by Dubai’s rising population, which has doubled in the decade to 2016 to nearly 2.5m, as well as preparations for hosting the six-month Dubai Expo 2020 which demands a smooth-flowing transport system to accommodate the millions of expected visitors. Ridership on the emirate’s public transport network rose by more than 8m passengers in 2015, according to Dubai’s Roads and Transport Authority (RTA), which is leading the drive to increase bus, taxi, rail and marine transit in Dubai. Public transport as a share of all travel in Dubai rose from 6% in 2006 to around 15% last year, the RTA said, putting the emirate on track to meet a target of 20% by 2020. The emirate is looking to boost the contribution further to 30% by 2030, reports OBG, 22 April 2016.

Healthcare A new health strategy aimed at helping Dubai become a regional medical hub was launched by the Dubai’s ruler His

The shift towards private health services is supported by the full implementation of compulsory medical insurance, which is gradually being extended to cover all nationals as well as expatriate residents and workers. Dubai officials estimate that medical tourism could generate up to Dh2.6bn ($708m) per annum by 2020. Recognising the potential for medical tourism revenues, investment in the sector has expanded, with 22 new health facilities – 18 private and four public – scheduled to open in the coming years. Private real estate developments targeting the medical tourism segment offer another avenue for investment. To realise its aims to become a regional medical hub Dubai will require the expertise and investment of reliable business partners.

Contact The Roads and Transport Authority website can be consulted for more information: https://www.rta.ae/ wpsv5/wps/portal/rta/ae/home See Expo 2020 Dubai’s official website https://expo2020dubai.ae For further information on the health strategy contact the DHA Dubai Health Authority www.dha.gov.ae/en

ECONOMIC FOCUS CHAMBER NEWS

Visa advice for investors and entrepreneurs By Arona Sarwar, Arona St James Solicitors Over the years there has been an increase in the number of applicants applying for UK visas under the investment and entrepreneur routes. Applications are monitored and assessed in numbers and their benefit to the UK is constantly being reviewed by the Home Office. From 6th November 2015 the Tier 1 (Investor) visa saw the financial threshold increase from 1 million to 2 million UK sterling. (The £5 million & £10 million options to accelerate settlement in the UK are still available). Other changes are: i) the removal of the “topping up” requirement which was mandatory under the previous rules if the investment’s market value fell below the required threshold; ii) the removal of the “loan route” option, which allowed applicants to use borrowed money to make their investment in the UK; iii) the requirement to invest full £2 million instead of investing 75% with remaining 25% invested in real estate (property); and iv) transitional arrangements so that the current Tier 1 (Investor) visa holders are not subject to these changes when they apply for extensions or for settlement (indefinite leave to remain). Other changes require that applicants be over the age of 18 when applying, and that monies be deposited in the UK prior to making an application. It is believed that due diligence was a key factor for asking monies to be deposited in UK banks prior to making the application.

Since these change was announced, the Home Office has noticed an 80% drop in new applicants applying under this route. This may because a number of clients applied pre-change and there is a natural drop that has followed. There are now concerns that monies coming into the UK that are and have been used for investment purposes under this route are taken from corrupt sources. See the report titled, “Gold rush: Investment visas and corrupt capital flows into the UK”. Entry Clearance Officers, UK Visas & Immigration case workers may refuse a Tier 1 (Investor) application if they have reasonable grounds to believe that: l the

applicant is not in control of the investment funds;

l the

funds were obtained unlawfully (or by means which would be considered unlawful if they happened in the UK); or

l the

character, conduct or associations of a party providing the investment funds - mean that approving the application is not conducive to the public good.

Recently Baroness Hamwee and Lord Paddick proposed that the Tier 1 (Investor) visa route be closed. From 1st January 2017, this visa route may be closed both to new applicants and to those switching their visas to the Tier 1 (Investor) route in the UK. What is clear is that the popularity of the Tier 1 Investor route has been badly affected by the increase in the minimum investment from £1 million to £2million in November 2014.

It is noteworthy that other countries offer an Investment visa option in order to acquire an EU passport. In most such instances, applicants must invest in property and/or bonds at much lesser amounts and are required to stay for shorter periods of residence than the UK. The US offers a regeneration option which leads to a green card, again at a lesser amount. It is evident as this market grows that high net worth individuals have a greater choice in where they choose to invest and settle. For some it may be a transient move and for others a permanent placement. Movement of people globally is quite a fluid affair and more people are at ease with travelling oversees for work and business and taking their families with them. As time passes, some individual will find themselves settling in a particular area and begin to identify that area as their home. Others will remain transient and return to their countries of origin. It is not uncommon for us to see clients, who are a national of one country, grow up in the middle east, be educated at some of the best universities around the world, work at leading companies internationally, and ultimately find themselves not being able to identify with the nationality they hold. We have seen some such individuals elect to stay in the UK and chose to make their applications through these Tier 1 routes. A recent change to the Tier 1 Entrepreneur route that is having adverse impact on applications is the introduction of the genuine entrepreneur test. This test is being applied by Home office caseworkers to both extension applications and permanent residence applications.

ARAB-BRITISH CHAMBER OF COMMERCE 25

Further changes are that a business plan is now mandatory for all initial applications, and again source of funds is required if the applicant has not held the £200,000 in investment monies for a 90 day period. A criminal record check is now also required for the past 10 years, for any country where the applicant has lived in the past 10 years for a period 12 months or more. The Migration and Advisory Committee (MAC), an independent, non-statutory, non-time limited, non-departmental public body that advises the government on migration issues, has made further recommendations. In respect of the Entrepreneur route, they recommended in September 2015 that the business plan should be assessed by outside experts This suggestions raises a potential problem with confidentiality, and safeguards may need to be put into place if business plans are going to be released into the same industry as that your client is applying to enter. Some of our clients have already stated they will want to ensure that details of who they trade with and some of their trademarks are not leaked within the industry. Other changes that were recommended were as follows: l Examination

of the applicant’s skills, qualifications and/or previous business history in respect of the proposed business venture,

l Exploration

of the possibility that the business can be scalable with some exceptions being retail/shops, import & export and restaurants industries.

l Ensuring

day to day involvement by the applicant within the business;

l Introduction

of an interim monitoring requirement;

l A

wider range of criteria being used by Home Office case workers during their assessment of the extension application – it is believed by us that this will allow officials to further apply the genuineness test.

l A

higher rate of refusals are being reported, thus making it essential that a well prepared business plan is provided to detail why the client is buying or setting up a bona fide business, and how the applicant will be involved in the venture.

In October 2015 the criteria used by Tech City UK for endorsing digital technology applicants was revised. Essentially this was to help identify those applicants who will add value to the UK digital technology sector. We are leading London law firm offering specialist UK law immigration advice. Arona Sarwar heads our team and has been a specialist for over 18 years. She has acted for clients from the Middle East throughout this time and her clients often remain her clients throughout their lifetime. Many of our clients have been known to Arona for many years including their children, it is our business acumen when it comes to middle eastern affairs that makes us stand out as being best placed to offer a holistic diagnosis to clients and their families. Often clients fly in for meetings to plan their move to the UK and this is considered a pragmatic and sensible approach. We have expertise handling

and managing client’s affairs up until they secure their permanent residence or British nationality. We offer a managed service up until the agreed end point; most clients just want to spend their time conducting business and leave us to advise them if anything adverse may affect them securing an extension or permanent stay. Forward planning is a key consideration for clients moving themselves and their family. Arona St James Solicitors can refer you to tax advisors and other professionals so all options are explored before you make the move. We are boutique London based law firm that now offers a monthly managed services for our clients up until they secure their permanent residence. UK Immigration changes rapidly and our clients often find themselves too busy to keep up with changes. If you need advice and assistance on UK visas or in country switches please do feel to email or call us. We offer a global solution and can explore alternative global golden visa routes in the alternative. Arona St James Solicitors is a member of the Arab British Chamber of Commerce.

Contact Arona Sarwar LLB (Hons) Tel: 020 3757 8670 Email: arona@aronastjames.co.uk

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

FOCUS ON LEGAL

Capturing the best ideas Dr Steven Pediani, Technical Assistant, Marks & Clerk

Patents and other intellectual property rights are of crucial importance to many companies, particularly technology companies. They can be used to prevent competitors from using key innovations, are assets which add value to a company, and can be used to save tax in patent box regimes. However, it can be difficult for companies to identify and capture new ideas being generated by their researchers or engineers. In some cases, researchers may not realise that they have invented something that could potentially be patented. In other cases, the true value of an invention may only become apparent after the invention has been on the market for some time, by which time it is too late to file a patent application. With this in mind, it is important for companies have a process in place to capture new ideas. As a first step, companies can assign responsibility for invention capture to an individual, so that one person has direct responsibility for ensuring that potentially patentable ideas generated by employees of the company are recorded. Everyone in the company should know who this person is. Researchers should contact them when they have an idea that they think is potentially patentable, and can then be guided through the process of recording that idea in a way that allows its patentability to be assessed. In larger companies, the invention capture role may be split between different people, for example for different business units. In order to record new ideas in an effective way, as a second step, companies can provide training to researchers to educate them as to what sorts of ideas are patentable. A useful way to help to identify patentable ideas is to think of them simply as

solutions to technical problems. If a researcher has solved a problem, they should ask themselves if they might have generated a patentable idea. This kind of training is available from Patent Attorneys. As a third step, researchers can be trained to record their new ideas in an invention disclosure form. A blank invention disclosure form should be accessible to all employees â&#x20AC;&#x201C; for example via the company intranet. An invention disclosure form should ideally be arranged to prompt researchers first to describe the technical problem that their idea overcomes, and then to describe their idea and the manner in which it solves the technical problem. This structure provides context for the idea and allows it to be understood more easily. Completed invention disclosure forms can be submitted to the person responsible for invention capture. The completed invention disclosure forms should be reviewed to identify commercially valuable and potentially patentable ideas to be filed as patent applications. In a smaller company, this review may be done by the technical director. The technical director will have a good understanding of what ideas are likely to have commercial value to the

Dr Peter Roberts, Partner and Patent Attorney (UK and European), Marks & Clerk

business, and over time will build up an understanding of what ideas are likely to be patentable. In a larger company, the review may be undertaken by a committee including senior researchers and people from other parts of the business (eg someone responsible for manufacturing the companyâ&#x20AC;&#x2122;s products). Patent Attorneys can be members of this committee to advise on whether ideas are likely to be patentable. In order to motivate researchers to record their inventions, companies may want to consider offering a reward scheme based around filing patents. This kind of scheme could reward a researcher when a patent application is first filed, and then reward them further if a patent is granted. Alternatively or additionally, events like annual awards can be held to recognise researchers/ groups who generate the best patentable ideas. The number of invention disclosure forms received, or patent applications filed, can also be a metric that can be used when appraising researchers or research groups. By taking steps to identify and protect ideas effectively, companies can ensure that they capture value from the work undertaken by their workforce. These steps have a relatively low cost to implement, but provide considerable reward in terms of the number, and value of, patents generated.

Your intellectual property life cycle protected It is important that right from the word ‘go’ you have an intellectual property strategy in place ensuring you make the most out of your innovation – from the capture of the invention, to its protection; from the policing and enforcement of your rights, right through to their commercialisation.

Get in touch to find out how we can help.

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Good advice matters. Welcome to H&S Solicitors, immigration solicitors in London. We are a London based professional firm of immigration solicitors who are dedicated to providing both private and business clients with the highest quality legal advice and representation. With our competitive fees and our friendly personable approach, we hope that you will come to us for all your immigration needs.

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We assist our clients with a specialist service in obtaining UK Business and Investment Visas and achieving UK nationality status

ARAB-BRITISH CHAMBER OF COMMERCE 29

ADVERTORIAL

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Specialist legal services to professionals, businesses and individuals Faris J Dean FCCA, Consultant Solicitor at Richard Nelson LLP Director of Faroosi Legal Limited Richard Nelson LLP is a national firm of solicitors providing a range of specialist legal services to professionals, businesses and individuals throughout England and Wales and internationally. We were established by our senior partner Richard Nelson in 2003, himself a leading crime and fraud lawyer, and have grown to count a number of the country’s leading lawyers, solicitors and consultants among our team of specialists. Our corporate, commercial and criminal lawyers have been mentioned in the Legal 500 and other publications. Our professional corporate, commercial and regulatory lawyers have experience acting for a variety of businesses and individuals. We work with you to understand your business aims and objective so we can provide relevant legal advice. Some of our lawyers in the team are dual qualified Chartered Certified Accountants as well as lawyers. This means they are knowledgeable on finance and business which allows them to provide legal advice which is up to date, commercially relevant and business focused.

Our lawyers have acted for a variety of businesses ranging from manufacturing, pharmaceuticals, care homes, dental practices, hotels, cybersecurity firms, to name a few. Our clients are national as well as internationally based and we have particular specialism in advising clients who are dealing with the Gulf States and the wider Middle East region. We are able to service our clients’ needs from our offices situated throughout England and Wales. We have the capability of offering our services in Arabic to clients which often helps when advising our clients who deal with the GCC countries and the wide Arab countries. We will offer ABCC members the first £500 (inclusive of VAT) of legal advice free of charge. Some of the services we offer are listed below.

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ECONOMIC FOCUS CHAMBER NEWS

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Notarial Services in London Notable Notaries is a well-established boutique practice specialising in Notarial services, Apostille, Consular Legalisation.

We arrange for private and corporate documents to be certified by our Notaries Public and have a solid experience and knowledge in dealing amongst other jurisdictions with documents to be used in the Middle East. We can assist you with the legalisation of your documents, whether by way of Apostille, Consular Legalisation or both.

With our same day service we can arrange for documents to be legalised within 12 hours. We have dedicated and specialised couriers that go to the standard services in Milton Keynes on a daily basis reducing sensibly the cost of legalisation for our clients. Our multilingual team can also assist

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notary simplified… We provide all aspects of Commercial notary public services: • Office and site visits • Legalisation of documents at all London Embassies and Consulates • Obtaining the UK Government Apostille on the same day • Notary Public - personal and company documents

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ECONOMIC FOCUS

MAGAZINE OF THE

ENGLISH AND ARABIC > REPORTS IN JORDAN > INVESTING IN N UK AND DUBAI > LINKS BETWEE COMMERCIAL COURTS

2013 ISSUE 3 VOL 8 WINTER CE R OF COMMER

ARAB-BRITISH CHAMBE

SURVEY > UK ECONOMIC ARE IN THE ARAB > EXPATRIATE HEALTHC WORLD TAX TIAL PROPERTY > UK RESIDEN

ECONOMIC FOCUS MAGAZINE OF THE

WS > FOCUS INTERVIE > REPORTS IN ENGLISH S AND ARABIC > CHAMBER ACTIVITIE > DUBAI WORLD EXPO 2020 > INVESTING IN LEBANON

> PPP PROJECT S IN EGYPT > SAUDI ARABIA INDUSTRIAL SECTOR

> SETTING UP A

TRAINING FIRM IN THE UAE

ISSUE 2 VOL ARAB-BRITISH CHAMBE 9 SUMMER 2014 R OF COMMERCE

> SCOTTISH REFEREN DUM AND BUSINES S > FOCUS INTERVIE W > CHAMBER ACTIVITI ES

ECONOMIC FOCUS

MAGAZINE OF THE

ENGLISH AND ARABIC > REPORTS IN IES EXCHANGE > PALESTINE SECURIT ES OF OMAN > HIDDEN TREASUR

2014 ISSUE 1 VOL 9 SPRING CE R OF COMMER

ARAB-BRITISH CHAMBE

PROPERTY TAX UPDATE > UK BUDGET AND DAVOS > DEBATES AT AND BUSINESS > INNOVATION

MAGAZINE OF THE

ICATIONS > IT AND COMMUN > REPORTS IN ENGLISH WS AND ARABIC > FOCUS INTERVIE > DEVELOPING S MENA TALENT > CHAMBER ACTIVITIE > IT SECURITY FOR BUSINESS

Advertise your business in Economic Focus Magazine of the Arab-British Chamber of Commerce Contact John Neilson on t: 07813 874 970 e: john.neilson@distinctivegroup.co.uk

ECONOMIC FOCUS

> PHARMACEUTICA LS SECTOR > STOCK EXCHAN GE > ARBITRATION

ISSUE 1 VOL ARAB-BRITISH CHAMBE 10 WINTER 2015 R OF COMMERCE

> BRITISH ECONOM Y > FOCUS INTERVIE W > CHAMBER ACTIVITI ES

ECONOMIC FOCUS CHAMBER NEWS

There is a world of opportunity out there for UK business Archana Singh, UK Export Finance’s Export Finance Adviser for London, explains why, when the world needs your expertise, you may need the expertise of UKEF. There is a world of opportunity for businesses in the UK. Even a cursory search using the Exporting is GREAT website will illustrate the scale of the demand that is out there. Finding customers outside the UK is the key to growth for many British firms as they seek to thrive in a global market place. Companies in the UK looking to expand their businesses overseas have long looked to the Middle East for trading partners. The Gulf States in particular are rich in natural resources and are linked to the UK by long historical trade relationships. Moreover, they have governments seeking investment in infrastructure – recent estimates from ratings agency Standard & Poor’s indicate that the six Gulf States will have a combined capital spending of $480 billion between 2016 and 2019. Even recent reductions in oil and gas prices have created opportunities for international companies to invest, despite cutbacks in government spending in the region. Countries in the Middle East are increasingly diversifying their economies, decreasing their dependence on oil and reinvigorating their private sectors. As countries in the region cultivate new industries, they will need to develop infrastructure to support them and import the capital goods and expertise needed to do so. And Qatar, one of the Middle East’s richest nations, will also host the World Cup in 2022; with this will come a requirement for stadiums, transport, hotels, and more. This all presents huge opportunities to businesses in the UK who can provide these goods and services.

UK Export Finance When a company is ready to sell overseas, it may find it needs specialist finance and insurance. For a growing number of UK businesses, help is provided by UK Export Finance (UKEF), a government department and the UK’s export credit agency. Our aim is to makes sure that no viable export should fail for want of finance or insurance, complementing what is available from the private market. We help companies of all sizes to access finance and export-related risk insurance, whether that’s directly from banks and credit insurance brokers, or with a little help from the UK Government. UKEF offers guidance and financial solutions to help in cases where exporters may need support. We can help companies win export contracts by providing attractive financing terms, fulfil orders by supporting their working capital, and make sure that they get paid

with export insurance. Over the past five years, we have provided over £15 billion worth of support for exports across the UK – to more than 300 businesses directly and many thousands more indirectly via their supply chains. UKEF is able to support UK companies exporting to over 200 countries across all sectors. There is huge global demand for goods and services in which the UK has significant expertise – including aerospace, manufacturing, technology, food and drink, automotive and energy. Last year, UKEF helped hundreds of exporters sell to 69 countries around the world.

Helping UK companies export When working with overseas customers, it is common to be asked for a performance bond in return for an advance payment. In turn, an exporter’s

ARAB-BRITISH CHAMBER OF COMMERCE 33

UKEF Support UK Export Finance (UKEF) is the UK’s export credit agency with a mission is to ensure no viable UK export fails for want of finance or insurance.

bank will often require a deposit from the exporter in order to issue a performance bond to the buyer; this, however, can significantly impact a company’s working capital, leaving it unable to fulfil the contract. Under our bond support scheme, UKEF can provide a guarantee to the bank to cover up to 80% of the bond, thus enabling the bank to release cash back to the exporter to use as working capital. This does not cost the company extra, as UKEF takes a share of the bank fees rather than charging the exporter for this type of support. In 2013, Manchester-based AFL Architects bid for the role of lead designer on a new ambulance centre in Doha, Qatar’s capital. With major international projects such as the Mokaba Statium for the 2010 World Cup in South Africa under its belt, this was a significant opportunity for the firm to establish its reputation in the Middle East. However, the client, the country’s leading healthcare provider, asked for a tender bond as proof of intent. With a potential £150,000 hit to AFL Architects’ working capital, the firm was unsure as to whether it could afford to bid for the business. UKEF, working with AFL Architects’ bank, was able to guarantee 50% of the bond, freeing up working capital for the company. We are also able to support overseas buyers of UK goods with competitive financing terms, helping UK exporters win those contracts. For example, we supported finance for the Dubai World Trade Centre District development with a $55 million direct loan, combined with a $55 million buyer credit facility, to source construction services from Carillion, the leading UK construction firm.

And we achieved a triple world first for our $913 million Sharia-compliant asset financing for four A380 aircraft for Emirates: the first sukuk certificate issuance guaranteed by an ECA; the largest ever debt capital markets offering in the aviation sector with an ECA guarantee; and the first time a sukuk has been issued to raise finance for aircraft prior to their delivery. Our flexibility and innovation in Islamic finance makes us an attractive partner for buyers in the region. These are just three examples of many. Research shows that companies that start exporting on average grow by a third in just two years. Exporters achieve levels of growth that might not be possible domestically, spread business risk, achieve economies of scale not always possible in their home market, increase revenues and profits and extend the commercial lifespan of their products and services. Overseas markets like those in the Middle East present attractive opportunities for revenue growth and diversification. However, these companies might need additional help to finance this activity, beyond what is available from their bank. UKEF can help many more UK businesses to realise the huge opportunities of selling overseas. So why not get in touch and realise the opportunities out there for you?

Contact Email: Contact-us@ukexportfinance. gov.uk Tel: 020 7271 8000

We provide insurance to exporters and guarantees to banks to increase access to export finance. In addition, we can make loans to overseas buyers of goods and services from the UK. We can support the supply of products and services from UKbased companies to more than 200 countries worldwide. As a UK government department all our guarantees carry the full credit and standing of HM Government. UKEF is the operating name of the Export Credits Guarantee Department (ECGD). We reduce the financial risks of exporting, where banks or insurers are unable to help. In particular: l

We provide guidance – to help companies access finance and to identify, manage and minimise the financial risks of exporting.

We guarantee or provide loans to overseas buyers – to finance the purchase of goods or services from UK exporters.

We protect exporters – with insurance against nonpayment by overseas buyers and against contract bonds being called unfairly, or for political reasons.

We facilitate finance and bonds – with guarantees to banks to reduce the risk of providing working capital loans and contract bonds for their exporter customers.

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL FINANCE

Jersey - a gateway to Islamic investment into the UK Trevor Norman, Director of Islamic Finance and Funds at Volaw Group in Jersey, looks at the expertise and experience that Jersey can offer to Muslims and Islamic Finance Institutions in establishing structures for investing into the UK. TheCityUK, an institution that represents the UK-based financial and related professional services industry has made the bold statement that the UK is the leading Western centre for Islamic finance. The strong links between the financial services sector in Jersey and those in the City of London, as well as elsewhere in the UK, are well documented and Islamic finance is an important part of these links, and whilst client confidentiality and other factors make it difficult to obtain exact figures all the indications are that activity in this area continues to grow. A report was commissioned by Jersey Finance (the promotional body of Jersey’s finance industry) from Capital Economics Limited in 2013 to assess the value of Jersey to the UK and the findings argue that Jersey provides vital liquidity to the UK economy, in particular through international banking services, and facilitates inward investment from around the world. The report estimates some GB£560 billion of foreign direct investment (FDI) in UK assets through Jersey, and whilst it identifies the major sources of the underlying wealth as being from North America, Asia Pacific and the Middle East, it is not possible to readily identify the amount from the Middle East, nor the amount that has been invested via a Shari’a-compliant structure. In recent months there has been a lot of commentary regarding the amount of real estate, both commercial and residential in the UK that is owned through offshore companies, and much of this activity is said to arise from investment activity by individuals and corporations resident in the Middle East, Asia and Russia. The now infamous Private Eye article “Selling England by the offshore pound” identified in excess of 100,000 properties in the UK acquired by offshore companies between 1999 and 2014. Over 20% of these were acquired using Jersey companies, and many others will have been acquired using companies established in other offshore jurisdictions, such as the British Virgin Islands, where that company is actually managed and controlled in Jersey. In spite of all the rhetoric and innuendo

linking this activity to money laundering and tax evasion, the simple fact is that much of this activity is not tax driven and a Jersey company has been used as a tax neutral vehicle that offers other advantages to the purchaser such as confidentiality, ease of succession planning and continuity of ownership to minimise probate problems in the event of the death of a foreign owner. Jersey has been providing services to Muslim clients, and in particular those resident in the GCC, for many years. Unlike some other western countries, Jersey has not had to make any changes to its Laws to permit Islamic financial transactions or investment, thereby ensuring that conventional and Islamic financial products are governed, regulated and administered on the same basis. The two primary areas of Shari’a-compliant service in Jersey are those offered to: a) Individuals, through private wealth management services such as the establishment and administration of trusts, foundations and private companies, and b) Institutions, by way of establishment and administration of collective investment funds, and other vehicles for raising finance or the investment of capital. It will come as no surprise to the reader that a major asset class for such vehicles investing in the UK has been real estate, with examples spread across the full spectrum of that sector, starting at private residential through to commercial real estate investment, from development to commercial letting, offices to distribution centres, and with student accommodation a popular sub-sector in recent years. In addition, many Jersey vehicles have been established to own trading businesses in the UK, either through passive investment via the stock exchanges or through more direct investment. As mentioned above, the Jersey Financial Services Commission (JFSC) as regulator of financial services in Jersey, does not impose any additional or different regulatory criteria on a vehicle established to issue securities be they

either ‘conventional’ or Shari’a-compliant; nor does it impose any requirements over the establishment of the Shari’a Supervisory Board that will issue the fatwa and monitor the Shari’a compliance of the vehicle and its investments. The JFSC have established close links with regulators throughout the GCC, and have Memoranda of Understanding with many of these, the one with Bahrain having been signed in 2002 and more recently with the Emirates Securities and Commodities Authority.

Conclusion The reason for the use of Jersey based structures by Muslims and Islamic Finance Institutions, for either private wealth structures or the issuance of securities, are very similar to those for any other group. For over a decade, Jersey Finance has led delegations of representatives from member firms, often accompanied by local politicians and ministers on visits to the GCC. They have established an Islamic Finance Community of Interest group, which draws on the knowledge and experience of practitioners based in Jersey and the GCC to promote these services and to share knowledge and expertise to ensure that Jersey maintains its position as the preeminent offshore centre for Islamic finance. These factors set Jersey apart from some of our competitor jurisdictions in our ability to service the needs of regional investors seeking to invest in the UK, be that in real estate or other assets, and in particular in establishing these structures in a Shari’acompliant context.

Contact Volaw has over 30 years’ experience in assisting Islamic clients by creating and managing structures that fulfil their requirements for investment into the UK and other countries. For more information about our services, please contact: Trevor Norman, Director of Funds and Middle East Group, Volaw Group E: tnorman@volaw.com Tel: 01534 500418 www.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’acompliant vehicles for the preservation and enhancement of family wealth. 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. To see how over 30 years of experience and award-winning expertise in Islamic finance can make all the difference, contact one of our experts today:

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

VOLAW GROUP Trevor Norman – tnorman@volaw.com or Richard Fagan – rfagan@volaw.com

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

ECONOMIC FOCUS CHAMBER NEWS

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www.gg.butterfieldgroup.com The Bahamas | Bermuda | Cayman Islands | Guernsey | new Zealand | swITZerland This advertisement is for general information purposes only. It does not purport to give specific legal, tax, or investment advice, and before acting further advice should always be sought, especially in relation to specific tax and jurisdictional circumstances. Butterfield’s products and services are available only in those jurisdictions where they may be legally offered or obtained. Guernsey: Butterfield Trust (Guernsey) Limited is licensed and regulated by the Guernsey Financial Services Commission under the Regulation of Fiduciaries, Administration Businesses and Company Directors, etc (Bailiwick of Guernsey) Law, 2000, as amended. Company registration No 31645 Registered Office address: Regency Court, Glategny Esplanade, St Peter Port, Guernsey GY1 3AP.

ECONOMIC FOCUS CHAMBER NEWS

Company urges businesses to embrace international trade opportunities Leading foreign exchange experts Infinity International are urging companies to take advantage of international trade opportunities despite the uncertainty following the Brexit vote. The company says that Europe remains a major market for UK companies and always will be but there are huge opportunities in other markets around the world as well. Indeed, Britain has benefitted from record-breaking inward investment by foreign companies. Across the country, 2,213 inward investment projects were secured in 2015 to 2016, an 11% increase on the previous year. This lead to 116,000 jobs being created or safeguarded, the second highest number on record. According to UK Trade & Investment, now part of the Department for International Trade, the USA remained the UK’s largest source of inward

investment followed by China (including Hong Kong) and India. Investments originated from a record 79 countries and the UK became the top European destination for projects from emerging markets. Projects from Latin America rose by 240% and those from Central and Eastern Europe by 131%. In addition, The UK Government recently launched its Exporting is GREATcampaign to encourage more British businesses to export their goods and services overseas. Infinity International analyst Perry Asforis said: “There is understandable uncertainty surrounding international trade following the Referendum vote but what is becoming clear is that

nothing is going to change in the short term and that any impact of the vote will take years to be felt. “However, business continues and there are some excellent opportunities available right now, both in securing export trade and attracting inward investment. “The world still wants to trade with the UK and our advice to companies that feel uneasy is to overcome that anxiety and grasp the opportunities. “Not only will they be helping themselves but they will helping the UK economy to grow, which is absolutely vital at a time like this.” For more information www.iifx.co.uk

ARAB-BRITISH CHAMBER OF COMMERCE 39

ADVERTORIAL FINANCE

EAB: Changing the Landscape in MENA Since Arab Bank was founded in 1930, its primary objective has been to act as a leading and active partner in the socio-economic development of the MENA region. As a proud member of the Arab Bank Group, Europe Arab Bank plc (EAB) has adopted this legacy which is now perhaps more relevant than ever. With MEED Projects (the Middle East business insight service) reporting last year that 80 per cent of investment in MENA projects is for infrastructure schemes, EAB’s financial support is contributing to rapid development which looks set to improve lives in the region for future generations. The transport projects planned and in progress throughout the MENA, including metro, light rail and long distance railway projects, as well as airport schemes, have been particularly key to development in the region. Better transportation for both goods and people has been a catalyst for both inter-MENA and international business activity and has expanded the opportunity for new projects to emerge. The construction sector in MENA has benefitted from billions of pounds of investment in the past few years. Saudi Arabia, the largest economy, with the biggest project market in the region, has reacted to its rapid growing population (2-3 per cent per year) and increase in pilgrim visitors with an estimated $155bn investment in construction awards granted in the past decade. The King Abdul Aziz Road (KAAR) project in Mecca, the design contract of which was awarded to a European company, includes 100,000 residential units, 28,000 hotel rooms, two giant metro stations, metro tunnels, four car parks and a mosque which will be amongst

the largest in the world. Projects like this are estimated to have a significant impact on the lives of Mecca residents by improving living standards and ultimately boosting the country’s non-oil generated income. Based on the political will to diversify somewhat away from oil as a main energy source, it is unsurprising that there have also been some pioneering power projects planned in the region. Dubai’s Mohammed bin Rashid alMaktoum solar park, for example, is set to produce 1,000MW of renewable energy and will eventually span 40 square kilometres. Such projects are not, however, just limited to the GCC; in North Africa Egypt has plans for sizeable wind farms and Morocco has been awarding contracts for major wind and solar projects. The value of contracts for renewable energy generation in the MENA region was up 450 percent in 2015 from the previous year. The rise in population has also resulted in increased investment in residential power and water schemes. With added pressure on the scarce water supply and depleting natural resources, governments have had to develop more

sustainable schemes, which are fully paid for by the residents themselves rather than being subsidised by the government. Major wastewater projects emerging in the GCC, in particular, should transform the lives of those living there by providing the safe and environmentally friendly disposal of sewage. The treatment of the water will also mean it can be recycled for other uses such as power. These kind of life-changing projects denote the drive for progression and sustainability in the MENA region. Whilst the political turmoil in some countries continues to impede progression, the extensive development plans in others is still attracting overseas investment. By providing a Financial Bridge for European and North American corporates, doing business in MENA, Europe Arab Bank is proud to be able to be a part of these type of projects, which are shaping the future of the region.

PART OF THE ARAB BANK GROUP

ECONOMIC FOCUS CHAMBER NEWS

Investing in Iraq By H E Dr Salih Husain Ali Al-Tamimi, Ambassador of the Republic of Iraq to the UK. Iraq has many factors that should attract capital investments. The availability of natural resources like oil, gas and land, human resources, and its sizeable market and geographical position, create opportunities for production, imports and exports.

Exempting the assets imported for projects from duties for three years starting from the date of granting the license (article 17/ first of the Investment Law no 13) for the year

Granting hotels, tourism institutions, hospitals, health institutions, 5rehabilitation centres, educational and scientific institutions additional exemptions from duties paid on furniture and material needed for modernization and renewal purposes, at least once every four years

These attractive factors reflect the diversity of investment opportunities in different economic sectors. Iraq’s Investment Law (no. 13 for the year 2006, amended) contributes to attracting foreign investment, due to the following privileges and exemptions it offers: l

Acquiring land and real-estate for the sole purpose of holding housing projects Leasing land and real estate in order to establish investment projects with a lease term up to 50 years that can be renewed depending on the project's size and type Crediting and withdrawing the capital allotted to the project, as well as its profits and revenues in accordance with the provisions of the aforementioned law and Iraqi Central Bank regulations Circulating shares and bonds in the Iraqi Stock Market and acquiring membership in joint stock companies

Exempting the investment project from taxes for ten years starting from the commercial operation date, and extending this to fifteen years when the Iraqi investor's share exceeds 50%

Investors must provide details of the investment project, including an economic and technical feasibility study

Investors must provide a timetable for executing the project.

Once this information is received, the NIC shall execute the investment license in a period of time not exceeding 45 days from the date of submission.

Local Partnerships The recommended ‘entry strategy’ for many investment projects is through a local Iraqi partner.

Covering strategic partnerships with public sector projects by the advantages of the Investment Law

As the country continues to refine its investment laws and bring stability to its political and economic activities, local partners serve as a good option to expedite and navigate the legal, regulatory and physical landscapes of Iraq.

Providing financial and administrational autonomy to the Iraqi Provincial Investment Commissions.

Regarding Intellectual Property, Iraq is committed to protecting "Trademark, Patent, and Copyright" in the country according to the law.

Investment Licensing Procedures The Iraqi National Investment Commission (NIC) has established a One Stop Shop department to help investors obtain investment licenses through the procedure shown below:

Creating investment portfolios in shares and bonds

Insuring projects with any Iraqi or foreign insurance company

Opening accounts in Iraqi or foreign currency or both in any bank inside or outside Iraq

Employing foreign labour in projects alongside local labour

Providing foreign investors and workers the right of residency in Iraq and facilitating the process of entering and leaving the country

Investors submit a request to the National Investment Commission indicating a desire to invest, including the proposed investment sector and geographical area. This request shall be made via a standard form which is available from the NIC directly or on the NIC website (www.investpromo.gov.iq) Foreign investors must include a ‘Certificate of Good Standing’ from a certified bank Investors may include a list of projects completed both inside and outside Iraq

Population and Manpower l Population

growth has maintained a percentage which achieved stability at almost 2.6% annually, according to the available statistics until 2014.

l The

"Under 15" age category decreased from 41% in 2009 to 40% in 2012 while the "15-64" age category increased from 56% in 2009 to 56.9 in 2012. This indicated an increase in 'pushing power' of the economy.

l Youth

percentage i.e. the "15-24" age group was 20% in 2009 and increased to 20.2% in 2013. This requires policies aimed at enhancing learning and job opportunities for the youth.

l The

increase of the population percentage in the urban areas to the amount of 69%, while country inhabitants' percentage has been only 31% for 2014.

ARAB-BRITISH CHAMBER OF COMMERCE 41

Major Sectors The major sectors for investment in Iraq are: Oil and gas, housing and infrastructure, transport, health, industry, agriculture, communication services, education and tourism.

Oil and Gas The importance of oil is not only limited to its role in developing Iraq, but extends to the role which it can play in the international oil market. Iraq has a vast number of large reserves which make it one of the most responsive countries to the increasing demand of energy. Iraq is actively seeking international investment and expertise to help in the development of its oil and gas sectors. Despite the challenges, international oil companies consider Iraq a key market. Owing to its high production capacity potential and low operating cost environment, significant opportunities remain in the Iraq oil industry; not least in the petrochemical sector, where SHELL, for example, signed in January 2015, an agreement to build one of the largest petrochemical plants in the region. BP, SHELL, and British engineering and construction companies such as Petrofac and Amec Foster Wheeler have led the way in developing Iraqâ&#x20AC;&#x2122;s hydrocarbon infrastructure and production potential. I expect and hope this trajectory to continue, as Iraq moves towards its production potential of 6 million barrels per day by 2022. This is in arrangement with OPEC, taking into consideration that Iraq was not producing oil for many years and the recognised right of Iraq to increase its production and exports of oil, especially in light of the current strains on the national budget.

Oil l Despite

security and financial troubles, Iraqâ&#x20AC;&#x2122;s crude oil production has grown significantly over the last five years, to reach a record of 4.43 million barrels per day in January 2016.

l This

dipped to 4.31 million barrels per day last month.

l There

are 144 billion barrels of fixed reserves in Iraq, discovered in 71 fields, 27 of which are developed.

l 75%

of the fixed reserves are concentrated in major fields in the south east of the country, near the Iraqi border with Kuwait and Iran.

l An

additional 20% is located in the northern part of the country near Kirkuk.

Gas Iraq is similarly rich in natural gas, with 98 Trillion Cubic Feet (TCF) in proven reserves, and an estimated 31 TCF in probable reserves.

Oil and Gas Export and Distribution Pipelines Iraq has a wide pipeline infrastructure totaling 4,350 miles. There are three main pipelines that connect Iraq to Saudi Arabia, Turkey and Syria. In addition, there is a fourth - the strategic line - that starts from Basra in the south and runs to Kirkuk in the north. This line exports three quarters of the daily production from Basra oil port in the south, and the rest from the north pipeline, from Kirkuk to Jihan port in Turkey.

Production, Distribution and Export Iraq is developing its infrastructure at the present time, and heading towards expanding its productive operations in oil fields. This serves to attract investments in production, distribution and export and by so doing it will help to attract investments in other areas such as export pipelines - particularly in Basra Port and the pipelines from Kirkuk Province to Jihan Turkish Port. There are a wide range of needs in the south of Iraq which include the need to establish a new pipeline to link the resources extracted from oil wells to refineries, and to establish storage facilities in addition to expanding the ports. A number of studies were conducted to develop the necessary infrastructure which would enable Iraq to gain its position as a source for natural gas. This requires constructing an expanded infrastructure for the gas sector, in order to enable Iraq to supply the gas pipelines heading to Turkey, and therefore supplying major European markets. continued page 42

ECONOMIC FOCUS

from page 41

Dr Salih Husain Ali Al-Tamimi speaking at the Chamber

Sanctions imposed on Iraq in the 1990s led to deterioration in healthcare. Today, the Iraqi government is working to change the healthcare system, to make a better one through investment in teaching, training and infrastructure. The government is committed to returning the healthcare system to one that surpasses the quality of its predecessor, by increasing the healthcare budget. There are 360 hospital and 1,609 healthcare clinics located in the provinces and tens of thousands private medical clinics. Health indicators are of great importance to growth, standard of living and human capacity building. It is widely appreciated that the health status of the people in any country is considered as the main factor in the economic growth of the country.

Electricity Sector

Communications

The electricity sector in Iraq presents a number of attractive investment opportunities to local and foreign investors.

Mobile Phones: In addition to the three national mobile phone licenses, the Ministry of Communication intends on issuing a fourth license to open the door for all companies that specialize companies in mobile phone services.

The government has ambitious plans aimed at raising the sector's capacity through motivating investors in the areas of building, operating and supplying. The Ministry of Electricity (MoE) has sought to activate the role of the private sector in several areas such as: finance, quick construction and contributing to raising the additional generation capacity to cover the countryâ&#x20AC;&#x2122;s need. The demand has grown furiously mainly by the essential consumers of electricity, i.e. families, in the recent years. Since the national power grid does not meet the needs of Iraqi families, they are forced to pay large amounts of money to be provided with electricity from the private sector. The MoE realizes that the current lack of electricity is the main obstacle for investments in all sectors since it is essential for the diversification of economy in the country. This sector has shared 2.7% of the overall local production at consistent prices for the year 2014.

Internet System: Due to recent developments in the field of communication services, Iraq needs to improve its internet infrastructure. Therefore, investors have an opportunity to establish projects that provide internet services. Stationary Phone Line and Fibers: The investment opportunities in this field cover fixing and expanding the existing network, and supplying and establishing new phone stations, as well as large improvements in fiber optic networks Local Wireless Stationary Ring: Investment in this field offers significant advantages in Iraq through WLL which provides the ability to supply wireless services without the need to build a large network.

Health Sector During the 1970s and 80s of the last century, the Republic of Iraq was one of the leading nations for healthcare in the Middle East and North Africa.

In Iraq, the Ministry of Health is in charge of determining the health level within a large system of hospitals and different medical clinics. This is in addition to the private health sector represented by private hospitals and private medical clinics. Health Indicators Reflecting the Sector's Status and Development: l Number

of hospitals in Iraq (public and private) up till 2013: 360 hospitals and 1,609 healthcare centres (except the KRG).

l Number

of doctors in hospitals and medical centres (in private and public sectors) in 2011: 20,480 doctors of both genders while it was 19,738 doctors in 2010 (except the KRG).

Housing and Infrastructure In economic terms, housing is an extremely vital sector due to the important role it plays in the formation of fixed capital, generating incomes and creating job opportunities. By encouraging and enabling the private sector and foreign investors, the Government of Iraq may achieve tangible results in housing production by providing the land suitable for housing purposes. The National Investment Commission announced the national housing project to build 1 million housing units in all

provinces of Iraq. They have already started the implementation of the first stage of this huge project, through constructing 100 thousand units in Baghdad (Bismaiya New Housing City Project) implemented by Hanawah South Korean Company for Engineering & Construction. These 100 thousand units are part of Baghdad's total housing quota of 224 thousand units.

Industry and Minerals The industrial sector is seen as one of the most prominent components of the non-oil economy. The Ministry of Industry and Minerals (MIM) encourages investment according to investment law for the year 2006 as amended. The MIM runs the state-owned enterprises (SOEs) and seeks to develop the SOEs in cooperation with those willing to invest to raise efficiency. The MIM also specified a number of projects through which it aims to attract foreign investments. Law No.22 for the year 1997 (regarding state owned companies) focuses on rehabilitating those operating plants which employ capital and special expertise, and it allows the SOEs to conclude agreements with foreign investors. Such investors will also be covered by the incentives and privileges provided by the investment law No. 13 for the year 2006, that encourages investment and provides protection to foreign investments. The contribution of this sector to GDP in fixed price has reached 3.1% for the year 2014. MIM launched an ambitious programme in 2005 for granting licenses to establish joint ventures and production sharing agreements, for the purpose of promoting investment in this sector. Where the investor should undertake all the rehabilitation processes, management and operation of the plant on his own, within the framework of the investment concept announced by the Ministry, against a share of the production, within a pre-specified duration of 15-20 years, the investor is free to suggest rehabilitation through reconditioning the existing machines and equipment or substituting all with new machinery. In all cases, the Ministry will be an active partner and ready to provide the investor with all available data in addition

ARAB-BRITISH CHAMBER OF COMMERCE 43

to help in issuing the necessary entry visas for the respective technical teams. Developments in this sector include evaluating the suggestions to reduce the import volumes, to reinforce domestic products and ensure a package of comprehensive reforms which guarantee protection of investors' benefits and help to maintain a framework for the sustainable investment in SOEs. It is expected that the reforms package will not only rehabilitate this sector, but will result in producing new proactive energies and enforcing the available laws. Iraq currently has diversified light and heavy industries such as carpets, automobile assembly, pharmaceuticals, petrochemicals, fertilizers and others. It is hoped that SOEs can play an important role in supplying both the state and private industries with the required products and services, in light of applying a series of technical and management reforms and the investment directions to improve the quality of performance and production.

Education Sector Iraq is in need for many educational institutions to meet increasing demand as a result of population growth – a reality that provides investors with great opportunities.

Tourism Sector Tourism is regarded as an important factor of the economic and social development in the various countries. It represents a main resource of national income as well as job opportunities through the implementation of the projects and activities that it beholds. The government is committed to laying down plans to invest the country's cultural and tourism assets.

Agricultural Sector This sector is considered promising in the investment field due to the large number of opportunities which it offers. And, in light of the availability of elements of success, this sector provides diversity of the food basket and relative food security through agricultural investments in all its types.

Conclusion Finally, I would like to say that the need for Iraq to stimulate investment in various sectors is part of the reforms which are already underway. The Iraqi government is working towards combating corruption and implementing reforms - such as restructuring banks, diversifying the economy and developing the private sector – indicating important steps already being taken in this direction. This needs the efforts of our friends who are experts and leaders in this field. We are looking to improve the trade balance between Iraq and UK to reach billions of dollars rather than millions. UK exports to Iraq in 2015 were £264,516,975 while UK imports from Iraq were £53,218,521 (£53.2 million), and the total trade exchange for the year 2015 was £317,735,496 (£317.7 million). UK exports to Iraq for the first quarter 2016 were £50,595,253 (£50.59 million), and the UK imports from Iraq for the same period is £5,369,412 £5.36 million), which makes the total trade exchange for the first quarter 2016 £55,964,665 (£55.96 million). The highest value commodities exported to Iraq were boilers, machinery and mechanical appliances, vehicles, optical, medical and surgical instruments, electrical machinery and equipment. While the main commodities imported into the UK from Iraq were mineral fuels and mineral oils. The Arab British Chamber of Commerce can play an important role in introducing British businessmen and investors to the Iraqi market, who can promote the available investment opportunities in Iraq in different aspects, through taking an advantage of the Iraqi investment law no. (13) 2006. The above article is an edited version of a presentation delivered by the Ambassador to a business roundtable at the Arab British Chamber of Commerce on 27 May 2016. The roundtable was opened by Dr Afnan Al-Shuaiby, Secretary General & CEO, ABCC, and chaired by the Rt Hon Lord Trefgarne.

ECONOMIC FOCUS CHAMBER NEWS

Welcome Translations – speaking your language In an increasingly global business world, there has never been a greater need to speak your clients’ language and that means bringing in a specialist translation service. Mastering clients’ native tongues is crucial which is why it makes good sense to turn to London-based Welcome Translations. Established in 2004, Welcome Translations have been delivering outstanding quality services for more than a decade to a variety of clients across different industries. The fact that more than 300 regular clients – including UK and international logistics firms, solicitors, local authorities and major corporations – trust the company time and time again is testimony to the team’s absolute dedication to customer care. The company has a team of in-house staff who co-ordinate 4,000 highly skilled translators working in the fields of Language Mediation, Interpreting and Translation to offer professional bespoke language services to clients. This is not one-size-fits all. Every case is different and the Welcome Translations team know that. Not only do they work in the world’s most popular languages, including Portuguese, French and Arabic on a daily basis, they also translate many of the lesser known tongues, including the ability to work in local dialects from North Africa to the Middle East. Indeed, an increasing number of the company’s clients are from the Arab world, using the skills of Welcome Translations to overcome language barriers. Each and every member of the team loves to work with languages and people

– that is their strength and it shows in the quality of their work. They work across a broad spectrum of business sectors, with a particular emphasis on legal and technical translations. The tasks undertaken cover a wide range of activities. For example, many clients use Welcome Translations to prepare documentation for items being shipped through ports and airports so that security and customs officials understand the contents of containers. The team also translates a lot of medical information into different languages, making sure that medical practitioners in different countries understand precisely how to use the products effectively and safely. Welcome Translations is increasingly being used to translate documents for Britons purchasing property abroad, including in Spain, and for Russians buying houses in this country, ensuring that nothing of the legal complexities of property negotiations is lost in translation.

The team also works on many personal legal documents, including translating divorce papers and other legal documents for civil proceedings. So, whether you are a firm of solicitors, a local authority, a social service, a probation office, a prison, a blue-chip business or an individual, the team is here to assist you in all your translation needs. Their rates are tailored just for you. No project is too small or too big. Whether you want to have your marriage certificate translated or have a 1,000page brochure turned into multiple languages, you will find the company’s services extremely competitive and reliable. When it comes to language-related matters Welcome Translations offers a unique service. Indeed, it is the only translation company in the UK that is willing to tailor its terms and services to meet your requirements. For more information, ring 020 7091 0491 or email info@ welcometranslation.com

W e lco m e T r a n s l at i o n s Lt d t r a n s l a t i o n

e x p e r t

www.welcometranslations.com

TRANSLATION

TRANSCRIPTION

We provide a wide range of translation services to cater to your specific needs. From legal documents to technical translation, from marketing brochures to medical reports, we work with any type and size of documents. We only rely on a network of qualified and experienced translators who combine their language fluency with excellent writing skills, cultural understanding and the technical expertise required to help you convey your message with accuracy – and timeliness.

We offer transcription services of audio/video files in English as well as foreign languages. We accept a variety of formats – including DVD and USB – that will be converted by our team of experts into consistent text. Over the years we have provided time-coded transcriptions of police interviews, immigration tapes, court hearings, documentaries, just to name a few and comparisons of audio and video materials. Our transcription process is meticulous, fast and certified for use in courts.

INTERPRETING

NOTARISATION

Professional interpreting is a critical component in ensuring the success of any business working across different languages. We have the capacity to guarantee professional, personalised language service for any setting and all venues, including courts and prisons.

We understand that certain translations have to be formally verified for official uses. We can guide you through the process of certifying your documents, and offer notary translation services according to the nature of each document and their uses.

Whether you require to facilitate multilingual communication simultaneously or consecutively, face-to-face or over the phone, our team will assist you in determining how to best meet your needs.

Should you require a sworn certification, an Apostille legalisation or any other notarisation services please do not hesitate to contact us!

Welcome Translations Unit 3 Lincoln House 1-3 Brixton Road London SW9 6DE Tel: 020 7091 0491 Fax: 020 7735 5390

ECONOMIC FOCUS CHAMBER NEWS

Economic and investment opportunities in Mauritania By Mr Mohamed Yahya Ould Sidi Haiba, ChargĂŠ dâ&#x20AC;&#x2122;Affaires, Embassy of the Islamic Republic of Mauritania Market Overview

l Gold:

Mauritania is:

l Copper:

A vast territorial area of 1030,000 km2

A Muslim, Arab and African country

Belongs to the following alliances: the AMU, AU, the Arab League and the OIC

It also has a sub-Saharan heritage: G5 Sahel, observer status, Ecowas, Cilss, OMVS and other sub-regional projects A close proximity to Europe; less than an hour and just under 48hrs navigation from Spain, 4 days navigation from the rest of Europe and 14 days from North America. Population 3. 7 million

l Enjoys l

about 28 million tonnes of ore at 1.14% of copper

l Phosphate: l Quartz: l Salt:

operators both national & foreign are present

l Number

gypsum)

Proven Reserves l Iron

ore: more than 1.5 billion tonnes

9,708 tonnes (MCM, First Quantum) mining sector employs more than 15 000 people & contributes 30% to GDP.

basins split into several blocs

The coastal basin includes 56 blocks, 7 blocks of which are ultra-deep, 8 blocks deep off-shore and 4 coastal blocks

l The

Taoudenni Basin encompasses 75 blocks

On shore: important potential: +500 000 km2 unexplored area with a confirmed oil system (Taoudenni basin)

l Offshore:

7 discoveries in the coastal basin (success rate of over 35 %)

l Several

prospects including 8 which undergone drilling in 2013

l Since

2006 the Chenguetty field is operated with an average production of 204,565 barrels per month in 2013

& metal: 37 000 tonnes (Kinross, MCM)

l Proved

and likely reserves of oil in Mauritania are estimated at about 600 million barrels.

l The

Main operators in Mauritania l (Exploration

& production): Chariot, Dana, IPG, Kosmos, Petronas, Repsol, Sonatrach, Total, Tullow Oil

Prospects l

The largest national mining operator (SNIM) plans to increase its iron ore production from 13 million tonnes to 40 million tonnes by 2025

Exploitation of an iron deposit situated in the north by Glencore Xtrata (underway): 7 million tonnes/year

Extension of the gold mine of Tasiast (by Kinross Gold) to reach a production of 900,000 ounces/year (from 10 to 25, 5 tonnes/year)

Potential

Despite this huge potential, the country remains under explored

2013:

13,04 million of tonnes (SNIM)

l Gold:

of mines: 80 (gravel,

l Production

Unique geographical location overlooking the Atlantic Ocean and nestled between North Africa & SubSaharan Africa

900 mining & mineral indicators (iron ore, copper, gold; phosphates, quartz, chrome, rare soils, salt etc.)

of exploration licences: 250

of extraction licences: 11 (iron, gold, copper, salt & quartz)

l Two

l Number

l Copper

Mining Sector

more than 11 million tonnes

l 90

l Fer:

New mining projects are in the process of being finalised (phosphate, salt).

Oil, Gas & Energy Sector

Current situation

Adherence to lEITI (transparency in the extractive industries)

Good economic performance with sustained growth since 2009, over 6.7 % in 2013.

Oil Sector

more than 245 million tonnes.

more than 140 million

tonnes

great stability and security

Democracy and Good Governance (Elections under universal suffrage)

more than 25 million ounces

In the coastal basin more than 20 sharing contracts have been signed with a dozen operators

In the on-shore basin more than thirty sharing contracts have been signed with a dozen operators. Gas

Gas l

Discoveries of natural gas offshore and prospect for operation by the company Tullow Oil (UK) & Cosmos Energy (US)

ARAB-BRITISH CHAMBER OF COMMERCE 47

84 billion m3 of proven reserves

Goal: to produce electricity from gas

A dual power plant (fuel/gas) of 180 MW is under construction. The shift to natural gas will take place by end of 2015.

Electricity l

Existent: thermal, hydro-electric, solar & wind power plants (urban & neighbouring electrification at 50% while rural is at 5%)

Current available offer: 76MW (thermal power plant). There is a deficit but extension projects are underway

l Currently

the installed capacity uses 4% photovoltaic, fleet represented mainly by deep freezer trawlers, freezer pelagic trawlers, deep glaciers trawlers, langoustines & shrimp boats.

l 1%

wind, 11% hydroelectric 11% , 8% light fuel & 76% heavy fuel

Goal: satisfying an increasing demand

Renewable Energies l

Thanks to its all year round sunshine, there is a huge potential in renewables

Wind potential 7-9 mile/second on the coast

Solar potential from 3,5 â&#x20AC;&#x201C; 6 kWh/mÂ˛/ day for 8 hours /day.

Fisheries Sector l

Exclusive Economic Zone (EEZ): 234 000 km2

Catches: 1101 805 tonnes (2011)

Artisanal fleet: 3,640

Employs: 36,000 people

Consumption: 4,3 kg/habitant/year

Exports: $190 million

The Mauritanian EEZ is one of the richest in the world and an important zone for fish production

Two big oceanic systems, currents of the Canaries (cold waters) and the currents of Guinea (warm waters). Cold waters are rich in nutritive salts.

The catch potential in Mauritania is 1,511,000 tonnes.Â

The species with important market value in particular are cephalopods, shellfish and demersal fish which represent 20% of the potential, while the rest consist of pelagic species.

Industrial fishing: a very diversified

Mauritania has signed several fishing agreements with fleets representing more than 25 different nationalities allowing different access systems (fishing agreement, loading contacts, free licences) A current fishing agreement with the EU (valid until Nov 2018) against a financial compensation worth 110 million Euros, with a hundred fishing licenses for European vessels

l There

is still a problem in controlling and managing flood waters

l Increase

in imports of basic commodities like wheat, rice, sugar and milk

l The

main agricultural products exported remain leather, animal skins & Arabic gum

l 71%

of the potential consists of the usable land in conventional production systems which depend heavily rainfall, water irrigation systems and therefore on quality of existing water infrastructures.

No access to certain species such as cephalopods (octopus) which are exclusively reserved for Mauritanian fleet

l The

More than 300 species counted in the catches and nearly 170 tradable species.

l The

Mauritanian herd is estimated at 1.6 million of cattle, 16 million sheep and goats, 1.4 million camels. private sector involved in the irrigated land with about 20.000 managed hectares and at breeding level there are currently four milk producing plants.

Agriculture & Livestock l 14.8%

contribution from agriculture & livestock to GDP of which ~ 80 % is from livestock solely

Arable land is estimated at 513.000 hectares including all types of growing systems

60 % of the rural population live off agriculture & livestock

Prospects: l

Developing an agriculture that is commercially competitive with high productivity / added value by promoting medium & large land exploitations

Optimisation and support to the farming of basic products by developing small irrigation systems.

Reinforcing vital services for the development of enterprises

l 6.6

% contribution to economic growth

l Important

efforts are being deployed in hydro farming development

l However,

a huge potential remains largely untapped, for instance, only 24% of the irrigated lands are exploited, with irregular & overall weak yields

continued page 48

ECONOMIC FOCUS CHAMBER NEWS

from page 47 l

Agricultural support (input supply, maintenance, reparation of materials and equipment, farming jobs, bank, insurance, technical and management advice, etc.)

Development of an intensive livestock

Development of animal feeds and strengthening the capacity of cattle grazing

Optimisation of intensive animal breeding and the management of grazing resources Prevention and management of the adverse effects of droughts on agriculture.

Tourism l

Diversified scenery (exceptional landscapes with historical and cultural sites including some classified as universal heritage by UNESCO) Tourism in Mauritania currently revolves around desert trips (October - April) with 47% of trekking or desert walking, 31% of camelriding & trips through the desert, 22% of 4x4 adventure circuits and discoveries Themed holidays such as fishing for sport, hunting in the south Sahel or taking the desert train by tourists wishing to discover the North of Mauritania along the 850km of the railway track. Great potential with a long Atlantic coast of 750km with sand and sunshine throughout the year.

Infrastructure Road network l

The Mauritanian road network consists of 10,628km of roads (2010)

l Existence

of a good national road network and regional link (Morocco, Senegal and Mali)

l This

position allows the targeting of European, North African and West African markets for export activities.

l Construction

of a road to the north linking Algeria and a bridge on the Senegal river linking Rosso in the Senegalese shore are expected

Port infrastructure l

Autonomous port of Nouakchott

l Autonomous l Mineral

port of Nouadhibou

l Signatory

to the Multilateral Investment Guarantee Agency (MIGA)

l Signatory

to the ICSID ( International Convention on the settlement of Investment Disputes)

l One

l Signatory

l Ongoing

l Simple

port for artisanal fishing (Nouadhibou) construction of a new port for artisanal fishing (Tanit)

Airport Infrastructure l Two

international airports (Nouakchott and Nouadhibou)

l Eight

secondary airports (Aioun, Atar, Kaédi, Kiffa, Néma, Selibaby, Tidjkja et Zoueiratt)

l A

new international airport in Nouakchott (2 million passengers) currently under construction

Railway network l 850km

of railway track to the north (transportation of iron ore and passengers)

l projects

for construction of a road (connection and regional integration)

l Total

of 1,300km of roads (under construction)

l Railway

projects in the medium term

l Nouakchott

- Bofal - Kaedi (430km)

l Nouakchott

- Akjoujt (270km)

l Akjoujt l

- Choum (300km)

Kaedi - Selibaby-Frontiere of Mali (290km)

l Total

cost estimated at $1.38 billion.

Investment Code & Incentives l Offers

protection of possessions

l Guarantees

stability of legal framework, tax and customs during a period of 20 years

l Guarantees

availability of foreign currency for the needs of investors

l Guarantees l Equal l At

transfer of foreign capital

treatment of investors

the international level:

l Signatory

to the 1958 New York Convention on the recognition & enforcement of foreign arbitral awards since 1997

to the Marrakesh Agreement establishing the WTO administrative procedures

l Declarative

system of investments

l Legal

setup of companies in one stop-shop

l Completion

of formalities related to consent within 10 days

l A

dedicated legal framework for mining: mining code & convention guaranteeing legal & fiscal stability

l Simplified

procedures for mining designations (first come, first served)

l VAT

exemption for products related to mining activities (list of exempted mining products)

l Imported

equipment for temporary entrance, with 5% single duty on certain products (such as cars)

l Tax

relief during the first 3 years of production

l Variable

royalties according to price fixing ( 2 to 4 % for iron, 3 to 5 % for copper, etc.)

Nouadhibou Free Zone As the economic capital of Mauritania, Nouadhibou and its surroundings have long been exclusively oriented towards the sea and fish resources. It continues to be so, but today with the export of minerals to the world, sea produce and new emerging activities, growth has become an integral part of the local economy. The government’s strong commitment to Nouadhibou as a major economic hub, with an international dimension and its implementation through the construction of an attractive legal, administrative and technical framework encouraging free enterprises, strengthens the dynamic development of the region. The law establishing the Free Zone created an excellent package of fiscal, monetary and customs facilities and created a One-Stop Shop Desk in order to centralise all formalities for set up, registration and authorisation.

ARAB-BRITISH CHAMBER OF COMMERCE 49

Small change, big impact: Get ready for the SOLAS container weight verification Clyde & Co's Shipping & International Trade team looks at the obligations placed on shippers, carriers and port terminals and how the industry is preparing for the change. securing material to be packed in the container) and adding the tare mass, as well as using a certified method approved by a competent state authority for packing the container. Whether method 1 or 2 will be used will very much depend on the type of cargo being transported and the type of facilities available to the shipper. For example, method 2 cannot be used for certain commodities which due to their nature cannot be weighed individually, such as scrap metal, unbagged grain and other bulk cargo. To obtain the VGM and the necessary certification, the shipper will need to check the requirements adopted by the SOLAS contracting state where the packing and weighing take place. For example, the UK authority (the Maritime and Coastguard Agency) has published a Marine Guidance Note (MGN 534), clarifying that the UK is utilising existing auditable accreditation systems (such as Authorised Economic Operator, ISO 9000 and Enterprise Resource Planning systems) to manage certification of method 2, whereas calibration and certification for method 1 is accommodated by existing weights and measures regulations.

The International Maritime Organization (IMO) has amended the Safety of Life at Sea (SOLAS) Convention to require that a packed containerâ&#x20AC;&#x2122;s gross weight be verified before the container can be loaded on board a ship.

The Implications for Shippers The new rule will come into force on 1 July 2016 and will apply globally. Background With its 50-plus years of history, it is perhaps surprising that it is only this year that the container shipping industry will have a mandatory rule requiring the gross mass of a container to be verified before the container can be put on board a ship. Inaccurately declared container weight can cause container stacks to collapse, presenting a risk of injury to personnel, damage to equipment and to the cargo. It has also been considered an aggravating factor in significant casualties. The amendment to SOLAS Chapter VI requiring such verification, which will come into force on 1 July, was adopted in November 2014 after careful industry consultation by the maritime safety committee of the International Maritime Organisation (IMO) and years of campaigning by a number of groups. With the new amendment, it is hoped that accurate gross weight of packed containers will help vessel operators make safe stowage decisions. The new rule will affect all the parties involved in the supply chain, but it places the primary responsibility for obtaining the verified gross mass (VGM) of a packed container on the shipper. In the guidelines published by the IMO, the shipper is defined as "a legal entity or person named on the bill of lading or sea waybill or equivalent multimodal transport document (eg â&#x20AC;&#x2DC;throughâ&#x20AC;&#x2122; bill

of lading) as shipper and/ or who (or in whose name or on whose behalf) a contract of carriage has been concluded with a shipping company". In practice, the shipper may be any of the following: l The

beneficial cargo owner (i.e. the owner of the goods or the exporter);

l The

non-vessel-operating common carrier; or

l Where

cargo from various shippers is consolidated into a single container, the entity that consolidates the cargo (i.e. the "master loader").

The requirements i. With less than 3 months to go, the first thing that a shipper will have to decide is which method will be used to obtain the VGM. The SOLAS amendment provides that either of the following can be used: l weighing

the packed container using calibrated and certified equipment (after packing and sealing the container); or

l weighing

all packages and cargo items (including the mass of pallets, dunnage and other packing and

ii. The shipper will then need to ensure that the certification of VGM for his container is: l

signed by a person duly authorised by the shipper; and

submitted to the master or his representative and to the terminal representative sufficiently in advance, as required by the master or his representative, to be used in the preparation of the stowage plan.

The shipper may communicate the verified gross mass in a shipping document. This can be part of the shipping instructions to the carrier or a separate communication. What continued page 50

ECONOMIC FOCUS CHAMBER NEWS

from page 49

arrangements. The IMO Guidelines provide that "[t]he master or his representative and the terminal representative should enter into arrangements to ensure the prompt sharing of verified container gross mass information provided by shippers. Existing communication systems may be used for the transmission and sharing of such verified container gross mass information." The World Shipping Council has published Guidelines on the SOLAS weight verification amendment. They specifically advise carriers to provide shippers with "cut-off times" within which the carrier must receive the required container weight certification from the shipper for ship stowage planning. This is in line with the IMO Guidelines which provide that "it is the responsibility of the shipping company with whom the shipper enters into a contract of carriage to inform the shipper, following prior discussions with the port terminal, of any specific time deadline for submitting the information."

is important is that it should indicate that the gross mass is a "verified gross mass". The document may be presented by means of EDP or EDI transmission techniques. The signature may be an electronic signature or may be replaced by the name, in capitals, of the person authorized to sign. It is important to note that, although the SOLAS amendment provides that the VGM has to be submitted to the master and to the terminal, the IMO guidelines clarify that the shipper will meet its obligations under SOLAS if it submits the verified gross mass to the master only, who will then need to notify the terminal operator. However, the shipper may also submit a weight verification to the terminal operator upon delivery of the container to the terminal facility. The new rule does not state when the information must be supplied, only that it will have to be in advance of the preparation of the stowage plan. Shippers must therefore liaise with carriers and terminal operators to establish the timing of submission of the VGM. In case of noncompliance, the severity of penalties and fines shippers could face will

vary depending on the SOLAS contracting state and shippers should ascertain what these are in the relevant state. Contractual terms need to be evaluated to take into account the new obligations and the allocation of costs and liabilities.

The implications for carriers The SOLAS amendment makes it clear that a packed container without a verified gross mass (VGM) cannot be loaded on board a ship. Although the obligation to obtain the VGM rests with the shipper, the carrier has the obligation to use a VGM to prepare a stowage plan and to refuse a container that has been provided without a VGM.

Issues for consideration As a result, ahead of 1 July 2016, when the amendment comes into force, there are a number of issues that a carrier needs to consider. The SOLAS amendment and the IMO Guidelines do not lay out specific deadlines for the shipper to submit a weight certification, leaving it to the parties in the supply chain to make their own

Carriers may also wish to take other steps to facilitate compliance, such as providing an online database of tare weights for their container fleets to assist those shippers using method 2, ie weighing all packages and cargo items and adding the tare mass (see "Part 1 â&#x20AC;&#x201C; Shippers" for an explanation of the two methods). If a signed weight certification is not provided by the shipper, the carrier can refuse to load the container or, alternatively, he can weigh the container. How the costs will be apportioned will depend on commercial considerations. However, as the shipper is ultimately responsible for verifying the container weight, the carrier may be able to pass on any costs it may have incurred in determining the container weight to the shipper. When a certification is provided by the shipper, the carrier may rely on it and is not required to double check the VGM. Nevertheless, if the carrier has reason to believe that the VGM is incorrect, he may choose to take steps to determine the accurate weight. As above, given that the shipper bears the responsibility for providing an accurate weight certification, it is likely that any costs incurred can be passed on to the shipper.

Even when a shipper provides what appears to be an accurate weight certification, the shipâ&#x20AC;&#x2122;s master retains the discretion in deciding whether to load a container. The master can therefore refuse to load a container if he/she has reasons to believe that it cannot be safely transported, despite the provision of a VGM.

Recommendations Carriers should evaluate their current service agreements, terms and conditions, bills of lading and tariffs to protect themselves against delayed shipments and additional costs associated with shippers not providing the weight verification on time or providing the wrong weight verification. In addition, carriers should have sufficient documented procedures and record keeping in place in case of incidents. For example, the UK Maritime and Coastguard Agencyâ&#x20AC;&#x2122;s Guidance Note (MGN 534) provides that in the event of an incident or an issue with a container stowed aboard a ship, the carrier and/ or the terminal representative should be able to demonstrate that they have systems in place to ensure prior to the loading of packed containers that they have the verified gross mass for each container and that any changes in the container gross mass notified between pre-booking and loading aboard a ship are managed.

The impact on port terminals No VGM, no loading The SOLAS amendment provides that no container without a verified gross mass (VGM) can be loaded on board a ship. Terminals will, therefore, have the responsibility to make sure this is complied with at all times. Before the container arrives at the terminal, communication between the parties will be key to ensuring compliance. As the shipper is able to meet its obligation under SOLAS by submitting the VGM to the shipping line, terminal operators should make sure their contracts with shipping lines include a clause which makes certain that this information is provided before or by the time the container is delivered to the terminal.

ARAB-BRITISH CHAMBER OF COMMERCE 51

Many terminals around the world have started putting procedures in place. The port of Barcelona, for example, which receives on average 1,700 packed containers daily, was the first in Spain to develop a documentary package establishing the procedure for electronic communication of VGMs. This includes the documentary forms necessary to transmit the VGM from the shipper to the consignee, and from there on to the terminal. Most importantly, terminal operators will need to consider procedures for when a container arrives at the terminal without a VGM.

Weighing facilities Despite the fact that the responsibility for providing a VGM is placed on the shipper, the message given by the IMO is that all parties involved should work together towards compliance. This is clear from the wording of the IMO Guidelines: "Notwithstanding that the shipper is responsible for obtaining and documenting the verified gross mass of a packed container, situations may occur where a packed container is delivered to a port terminal facility without the shipper having provided the required verified mass of the container. Such a container should not be loaded onto the ship until its verified gross mass is obtained. In order to allow the continued efficient onward movement of such containers, the master or his representative and the terminal representative may obtain the verified gross mass of the packed container on behalf of the shipper. This may be done by weighing the packed container in the terminal or elsewhere. The verified gross mass so obtained should be used in the preparation of the ship loading plan. Whether and how to do this should be agreed between the commercial parties, including the apportionment of the costs involved." If there are no weighing facilities at the terminal, there are likely to be additional costs for the terminal operator should the containers and their cargo remain at the terminal. Any contracts that terminal operators have with shippers or, most likely, shipping lines, should determine who is responsible for these costs.

Many terminal operators are considering or have now decided to offer a weighing service. The UK's two biggest container ports, Felixstowe and Southampton, have indicated that they would offer weighing facilities. APM Terminals, which operates over 70 port facilities around the world, is working to determine which of its terminals are suitable for offering container-weighing services. This requires an assessment of the available technologies, the practicalities of providing such a service and the commercial and legal considerations. Where the VGM has been provided by the shipper or passed on to the terminal by the carrier, the terminal operator may rely on it and is not obliged to check the shipper's VGM. However, if the terminal operator establishes a VGM which differs from that declared by the shipper, the terminal operator's VGM should prevail. Whether a terminal decides to offer new services or just put in place procedures that will enable compliance with the regulation, it will require reviewing the adequacy of existing terminal service agreements, haulage agreements and standard terms of business. Overall, the amount of preparation already carried out by all the parties in the supply chain, both in terms of logistical arrangements and of review of operating terms, which should be finalised in the next few weeks, will determine how successful or how disruptive the implementation of the new SOLAS amendment will be.

Contacts Authors Elizabeth Turnbull and Marcia Perucca can be contacted below: elizabeth.turnbull@clydeco.com marcia.perucca@clydeco.com Clyde & Co, May 2016

Sun Mark Ltd established in 1995 to provide and distribute famous supermarket products all over the world. In particular we service and distribute in the emerging of the world. Wetobelieve thatfamous we should do all that we canall in over helping to succeed ever-competitive business Sun Mark markets Ltd established in 1995 providevery andstrongly distribute supermarket products the customers world. In particular we inservice and distribute in the environments. top Britishtoand international companies business including emerging markets of the world. We believe very strongly that we should do allAs thatwell weas canrepresenting in helping customers succeed in ever-competitive Unilever, Nestle, Heinz, Premier, Fox’s, PepsiCocompanies and Kraft and many environments. 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Order ofpopularly Commander British Empire (CBE)oftoSun Raminder nised manycustomers, other business trade you bodies of Like ourbyother I canand assure thatincluding you toothe willInstitute find satisfaction Air & Land Forwarding Ltdasand Bulldog Energy Drink of LtdSun in the New Year’s Ranger popularly known Rami Ranger, Chairman Mark Ltd, Sea Export, The Sunday Times, Ernst &and Young and KPMG tothat name but promise. a few of Her2016 Majesty Queen is graciously pleased to conferand the community Most Excellent and success through our service strength and iswill my Honours forthe outstanding service to Drink business Like our other customers, I can assure you that you too find satisfaction Air & LandList Forwarding Ltd and Bulldog Energy Ltd in the New Year’s the many. of Commander of the British Empire (CBE) to Raminder Singh cohesion inOrder the2016 UK. 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ECONOMIC FOCUS

British Economic Survey KEY FINDINGS Q1 2016

BRITISH CHAMBERS OF COMMERCE QUARTERLY ECONOMIC SURVEY

Key Findings Q1 2016

The British Chambers of Commerce (BCC) Quarterly Economic Survey – Britain’s largest and most authoritative private sector business survey, based on more than 8,500 responses from firms in Q1 2016 – suggests that growth in the UK economy continued to soften in the first quarter, with most key survey indicators either static or decreasing. Our latest survey results suggest that the UK economy is in a holding pattern. While the picture is static overall, there are clear indications that economic growth is continuing to soften. From sales and orders to confidence and investment intentions, many of the business indicators we track are at a low ebb.

“

Although GDP growth for the previous quarter was upgraded slightly, our survey points to a slowdown in Q1 2016. This is the inevitable consequence of mounting global and domestic uncertainties, but it is nevertheless concerning that the vibrant and dominant services sector is likely to face mounting challenges in the next few years.

“

Dr Adam Marshall

David Kern

Acting Director General, British Chambers of Commerce

Chief Economist, British Chambers of Commerce

Domestic Sales

AT A GLANCE

Positive balance (+) = growth | Negative balance (-) = contraction

0% +25%

-25%

+50%

+11%

+75%

-50%

+50%

+100%

-100%

1.0% 0.5%

20% 0%

+75%

+100%

-100%

...of manufacturers reported improved domestic sales in Q1 2016, down from +13% in Q4 2015

...of service firms reported improved domestic sales in Q1 2016, down from +32% in Q4 2015

Export Sales

1.5%

0.0%

+26%

-75%

60%

40%

-0.5% -20%

-1.0%

-40%

-1.5%

GDP % Growth (ONS) 2008

2010

2012

Service Sector QES

2014

-2.0%

2016

Manufacturing QES

Balance of firms that increased export sales 50%

+25%

-25%

QES % Balance -60% 2004 2006 GDP Growth

0% +25%

-25%

Employment Growth

UK GDP Growth vs. QES Domestic Sales +25%

-25%

-50%

-75%

“

40% -50%

+50%

-50%

+50%

30% 20%

+8%

-75%

+75%

+13%

-75%

10% +75%

0% -10%

+100%

-100%

+100%

-100%

...of manufacturers reported improved export sales in Q1 2016, up from +1% in Q4 2015

...of service firms reported improved export sales in Q1 2016, down from +15% in Q4 2015

2016

40%

+25%

-25%

2012 2014 Service Sector QES

Balance of firms that grew their workforce

0% +25%

-25%

-20% QES % Balance -30% 2004 2006 2008 2010 Manufacturing Sector QES

30% 20%

-50%

+50%

+13%

-75%

+75%

-50%

+50%

+16%

-75%

10%

-10% +75%

-20% -30%

-100%

+100%

...of manufacturers reported an increase in their workforce in Q1 2016, down from +20% in Q4 2015

-100%

+100%

...of service firms reported an increase in their workforce in Q1 2016, down from +23% in Q4 2015

QES % Balance -50% 2004 2006 2008 2010 Manufacturing Sector QES

-40%

2012 2014 Service Sector QES

2016

ARAB-BRITISH CHAMBER OF COMMERCE 55

BRITISH CHAMBERS OF COMMERCE QUARTERLY ECONOMIC SURVEY

LOOKING AHEAD

The Quarterly Economic Survey (QES) examines business sentiment on a range of forward looking indicators, including investment intentions, turnover confidence, and prices. In Q1 2016, the forward looking indicators point to a dampening of investment intentions and business confidence, while expectations over prices begin to diverge between the services and manufacturing sectors.

0% +25%

-25%

Firms facing pressures to raise prices from the following factors

-50%

+25%

-25%

+50%

-50%

+50%

40%

Manufacturing Sector QES

35%

Service Sector QES

30% 25%

+8%

Prices

-75%

+75%

+27%

-75%

20% +75%

15% 10%

+100%

-100%

+100%

-100%

...of manufacturers expect their prices to increase, down from +19% in Q4 2015

...of service firms expect their prices to increase, up from +21% in Q4 2015

Pay settlements

Other overheads

50%

+25%

-25%

Raw materials Financial costs

Balance of firms increasing investment in training

0% +25%

-25%

5% 0%

Employment Expectations

Investment

40% -50%

+50%

30%

-50%

+50%

20%

+20%

-75%

+75%

+18%

-75%

0% -10%

+100%

-100%

...of manufacturers intend to increase investment in plant & machinery, down from +24% in Q4 2015

+100%

-100%

...of service firms intend to increase investment in training, down from +26% in Q4 2015

2012 2014 Service Sector QES

2016

50%

+25%

-25%

-20% QES % Balance -30% 2004 2006 2008 2010 Manufacturing Sector QES

Balance of firms expecting to grow their workforce

0% +25%

-25%

40% 30% -50%

+50%

-50%

+50%

20% 10%

+13%

-75%

+75%

+27%

-75%

0% +75%

-10% -20% -30%

+100%

-100%

...of manufacturers expect to grow their workforce over the next three months, down from +17% in Q4 2015

+100%

-100%

...of service firms expect to grow their workforce over the next three months, up from +21% in Q4 2015

0% +25%

-25%

Confidence

10% +75%

-50%

+50%

+44%

-75%

+25%

-25%

+75%

-50%

-75%

+50%

+44%

+75%

-40% QES % Balance -50% 2004 2006 2008 2010 Manufacturing Sector QES

2012 2014 Service Sector QES

UK GDP Growth vs. balance of firms confident 80% turnover will increase

1.5%

60%

1.0%

40%

0.5%

20%

0.0%

-0.5%

-20%

-1.0%

-40% -100%

+100%

...of manufacturers are confident turnover will increase in the next 12 months, up from +42% in Q4 2015

-100%

+100%

...of service firms are confident turnover will increase in the next 12 months, down from +45% in Q4 2015

2016

QES % Balance -60% 2004 2006 GDP Growth

GDP % Growth (ONS) 2008

2010

Service Sector QES

2012

2014

-1.5% -2.0%

2016

Manufacturing QES

www.britishchambers.org.uk | @britishchambers continued page 56

ECONOMIC FOCUS CHAMBER NEWS

from page 55CHAMBERS OF COMMERCE QUARTERLY ECONOMIC SURVEY BRITISH

IN FOCUS MANUFACTURING This heat map shows the percentage balance of manufacturers reporting improved domestic sales in Q1 2016 by region:

Scotland

-9%

North East

+1%

Yorks & Humber

North West

+7%

+25%

Northern Ire

East Midlands

+15%

+22% East of England

Wales

+24%

-6%

London

+30%

West Midlands

+27%

South West

+12%

South East

-19%

The Q1 2016 manufacturing balances for domestic sales were in positive territory in nine regions and nations, while three balances were negative. Comparing the manufacturing sectorâ&#x20AC;&#x2122;s performance across the various regions and nations, the strongest Q4 2015 domestic sales balances were in London at +30%, followed by the West Midlands at +27%, and the North West at +25%. By contrast, the weakest manufacturing domestic sales balances were in the South East at -19%, Scotland at -9%, and East of England at -6%.

www.britishchambers.org.uk | @britishchambers

ARAB-BRITISH CHAMBER OF COMMERCE 57

BRITISH CHAMBERS OF COMMERCE QUARTERLY ECONOMIC SURVEY

ABOUT THE QES The Quarterly Economic Survey is the flagship economic survey of the British Chambers of Commerce. It is a prominent tool used to measure the state of business sentiment and is monitored by a range of national and international organisations, such as the Bank of England, HM Treasury, European Commission, and IMF. The BCC Q1 2016 QES is made up of responses from 8,542 businesses across the UK. Firms were questioned between February 22 and March 14. In the manufacturing sector, 2,112 firms, employing approximately 317,000 people, responded. 1,451 (68%) of manufacturing respondents were exporters. In the services sector, 6,430 businesses with approximately 889,000 employees responded. Of the services sector participants, 2,556 (40%) were exporters.

Methodology QES results are generally presented as balance figures the percentage of firms that reported an increase minus the percentage that reported a decrease. If the figure is a plus it indicates expansion of activity and if the figure is a minus it indicates contraction of activity. A figure above 0 indicates growth, while a figure below 0 indicates contraction. For example if 50% of firms told us their sales grew and 18% said they decreased the balance for the quarter is +32% (an expansion). If 32% told us their sales grew and 33% said they fell the balance is -1% (a contraction).

This report has been prepared by the British Chambers of Commerce. Further information about any of the region and nation surveys may be obtained from the following:

National Coordinator: David Bharier d.bharier@britishchambers.org.uk British Chambers of Commerce, 65 Petty France, London SW1H 9EU (020 7654 5800) Scotland Coordinator: Roisin Milligan rmilligan@scottishchambers.org.uk Scottish Chambers of Commerce (0141 204 8366) North East Coordinator: Ross Smith Ross.Smith@necc.co.uk North East Chamber of Commerce (0191 3861133) North West Coordinator: Christian Spence Christian.Spence@gmchamber.co.uk Greater Manchester Chamber of Commerce (0161 237 4045): Contributing Chambers: St Helens, Liverpool, North & West Lancashire, East Lancashire, Greater Manchester, Cumbria, South Cheshire, Wirral Yorkshire & the Humber Coordinator: David Bharier (BCC); Contributing Chambers: Barnsley & Rotherham, Doncaster, Sheffield, Hull & Humber, West & North Yorkshire, and Mid Yorkshire

East Midlands Coordinator: Chris Hobson Chris.Hobson@emc-dnl.co.uk Derbyshire, Nottinghamshire & Leicestershire Chamber of Commerce, (0116 204 6606): Contributing Chambers: Derbyshire, Nottinghamshire & Leicestershire, Northamptonshire, Lincolnshire, West Midlands Coordinator: Stephanie Wall S.Wall@birmingham-chamber.com Birmingham Chamber of Commerce (0121 607 1814): Contributing Chambers: Coventry & Warwickshire, Birmingham, Black Country, Staffordshire, Shropshire, Herefordshire & Worcestershire Wales Coordinator: Elgan Morgan Elgan.Morgan@southwaleschamber.co.uk

South Wales Chamber of Commerce (01633 242721); Contributing Chambers: South Wales, West Cheshire and North Wales

South East Coordinator: David Bharier (BCC); Contributing Chambers: Kent Invicta, Hampshire, Surrey, Sussex, Isle of Wight, Milton Keynes and Thames Valley South West Coordinator: David Bharier (BCC); Contributing Chambers: Business West, Dorset, Cornwall, Somerset, and Devon London Coordinator: Thomas Wagemaakers twagemaakers@londonchamber.co.uk London Chamber Of Commerce and Industry, (020 7248 4444) Northern Ireland Coordinator: Christopher Morrow Christopher.Morrow@ northernirelandchamber.com Northern Ireland Chamber of Commerce (028 9024 4113)

East of England Coordinator: David Bharier (BCC); Contributing Chambers: Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk

www.britishchambers.org.uk | @britishchambers

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HE Mr Zayed bin Rashid Al Zayani, Minister of Industry, Commerce and Tourism, Bahrain (second left), with Dr Afnan Al-Shuaiby, ABCC Secretary General & CEO, (left), HE Shaikh Fawaz bin Mohammed bin Khalifa Al Khalifa, Bahrain Ambassador, and Rt Hon Baroness Symons, ABCC Chairman

Bahrain Ministerial Roundtable A ministerial roundtable discussion with His Excellency Mr Zayed bin Rashid Al Zayani, the Minister of Industry, Commerce & Tourism, of the Kingdom of Bahrain, was hosted at the Chamber on the morning of 29 February. The discussion, which focused on why UK companies should take a much closer look at Bahrain, was introduced by Dr Afnan Al-Shuaiby, Secretary General & Chief Executive of the ABCC, and chaired by Rt Hon Baroness Symons, ABCC Chairman.

described Bahrain as a key strategic partner in the Gulf for the UK.

The meeting took place in the presence of H E Shaikh Fawaz bin Mohammed bin Khalifa Al Khalifa, Ambassador of Bahrain to the UK, and attracted senior business executives keen to explore the new opportunities in the Bahraini market.

Baroness Symons remarked on the importance of Bahrain both as a strategic and trading partner for the UK.

In addition to the detailed briefing given by the Minister, and welcoming remarks from the Ambassador, delegates to the meeting also benefited from the expertise of Dr Jarmo Kotilaine, Chief Economist, with the Economic Development Board of Bahrain (EDB). In her opening remarks, Dr Al-Shuaiby

She pledged that the Chamber was always ready to provide the necessary assistance to help British companies make a success of their activities in the market.

She indicated that the ABCC would be strongly supporting the UK government’s forthcoming Gulf initiative programme which is to be launched in July 2016. H E the Ambassador described Bahrain as a gateway to the Gulf for business and trade. He mentioned that the two Kingdoms were celebrating 200 years of friendship in 2016 and that this was an illustration of the strong foundations on which

British-Bahrain relations are based. The Minister delivered a detailed briefing on the potential for deepening Britain’s involvement in Bahrain and outlined the priorities that the Kingdom had set itself as it sought to ensure its continued economic prosperity. He emphasised that the UK was only Bahrain’s 9th largest trade partner but hoped to see the value of bilateral trade increase in future. Bahrain aims to become more attractive to investors and visitors, the Minister stated, describing the diverse responsibilities of the ministry that he leads. H E Mr Al Zayani said the legal reforms adopted by Bahrain in 2015 were aimed at re-engineering the country’s economic and financial landscape to attract more investors.

ARAB-BRITISH CHAMBER OF COMMERCE 67

The law for registering a company in Bahrain was increasingly flexible and transparent. Human capital was a major asset and it was an attractive feature of the market that Bahraini citizens were active at all levels of business. The Minister said that Bahrain aimed to become a strategic hub for manufacturing industries in the Gulf and furthermore it had identified priority areas for development including transport and logistics, ICT, tourism and leisure and education. Some new industrial estates were under construction and the regulations on acquiring land for industrial activities had been revised. Bahrain saw that SMEs had potential for future growth and young Bahrainis were encouraged to set up businesses for themselves. The Ministry was now responsible for oversight of the Bahrain Bourse which meant that companies would be able to access funding more easily. In addition, there was a planned launch of an AIMS market for SMEs. A new tourism strategy had been adopted with the objective of doubling the tourism sector’s contribution to GDP by 2018. Bahrain was also seeking to expand its Meetings, Conference, Exhibition and Events (MICE) sector by constructing a new convention centre.

HE Mr Zayed bin Rashid Al Zayani, Bahrain Minister of Industry, Commerce and Tourism, speaking with business executives at the event

A new ‘’brand Bahrain’’ would encourage investors and tourists. The minister concluded by urging UK firms to look more seriously at what Bahrain has to offer.

Dr Jarmo Kotilaine contributed to the discussion by focusing on how the EDB can assist investors and the factors that make Bahrain distinctive as a business location in the Gulf. The EDB executive stated that Bahrain had long recognised that developing entrepreneurship is essential for the country’s prosperity and as such its economy’s strengths were not tied to fluctuating oil prices. He said that the EDB had been established by the government in Manama with a dual function of supporting investors operating in the market and to encourage new investors to set up. The agency worked closely with Bahrain’s ministries on the implementation of sector initiatives. He listed three key assets that made Bahrain unique: its human capital; its prime location in the Gulf; and the quality of its market regulation.

Dr Afnan Al-Shuaiby with HE Mr Zayed bin Rashid Al Zayani, Bahrain Minister of Industry, Commerce and Tourism (right)

These factors ensure that Bahrain has the most liberal economy in the Gulf and continued page 68

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from page 67

HE Shaikh Fawaz bin Mohammed bin Khalifa Al Khalifa, Bahrain Ambassador

offers a transparent, unified jurisdiction for investors. Dr Kotilaine explained that the EBD was focusing its work on several key sectors, which included financial services, tourism, ICT, logistics services and manufacturing.

Dr Jarmo Kotilaine, Chief Economist, Economic Development Board of Bahrain (centre), with Mr Abdeslam El-Idrissi

Infrastructure spending was supported by the economic success enabling ambitious projects to be funded almost entirely from non-government sources. His key message to potential UK investors was that Bahrain offered a secure platform to achieve sustainable long-term results.

Rt Hon Baroness Symons

Questions from delegates following the presentations covered various issues such as the impact of recent ministerial mergers, whether Bahrain could be compared with Dubai, the maturity of the banking sector, investment in the culture industries and impact of the possible introduction of a GCC-wide VAT. In conclusion, Dr Al-Shuaiby invited the guest speakers to explain Bahrain’s main expectations of UK businesses. In response, the Minister stated that he would like to see the UK become one of Bahrain’s top three trade partners. Urging UK investors to take a closer looks at Bahrain, he said that joint ventures were one option available along with 100 percent ownership. Investors could also take advantage of Bahrain’s Free Trade Agreement with the US. He wanted to see more tourists from Britain visiting Bahrain and expected to see a drive to achieve this when the new Bahrain brand identity is launched. The Minister expected that Bahrain’s exports to the UK market would increase as trade between the two countries was strengthened.

ARAB-BRITISH CHAMBER OF COMMERCE 69

Opportunities in Qatar The Chamber hosted a business seminar on Opportunities in Qatar on the afternoon of 13 April 2016. The auditorium was filled with a cross section of ABCC members and representatives of British companies keen to explore the potential new business available in this dynamic Gulf market.

Mr Abdeslam El-Idrissi, Director of Trade Services, ABCC

Qatar is currently implementing an ambitious investment programme to diversify its economy away from Oil & Gas and in preparation for the 2022 FIFA World Cup which will be held in Doha. The event boasted a panel of six expert speakers who delivered well informed briefings on aspects of doing business in the market. Mr Abdeslam El-Idrissi, ABCC Director of Trade Services, opened the proceedings by briefly explaining the role of the Chamber and how its services can help companies succeed in the market. He invited companies to join the Chamber and avail themselves of the support that the Chamber is well positioned to provide. Mr El-Idrissi stated that the purpose of the event was show how the UK can win more business in Qatar by understanding what the country aims to achieve with its Vision 2030. Despite being a small country, Qatar’s trade with the UK compares favourably with that of Brazil, he said, pointing to a more than 20% increase over the period 2014-2015.

There was also a renewed urgency for diversification, which in Qatar manifests itself in the growth of LNG, Mr Cornock stated. Nevertheless, Qatar remained a bright spot in the Gulf and business was optimistic, said the OBG Editor emphasising that its economy was well equipped to withstand cheaper oil over the long term. The country’s sovereign wealth fund possessed the equivalent to $1 million for each citizen.

The first speaker was Mr Oliver Cornock, Managing Editor, Middle East, Oxford Business Group, who described the story of Qatar’s phenomenal rise over recent years.

The non-oil economy, stimulated by plans for the FIFA World Cup, was driven by construction activity, spending on sports infrastructure, banking and tourism.

He called 2016 a ‘’year of transition’’ in the region which faced several challenges related to cheaper oil prices and the strains that this puts on national budgets. As a result spending on projects seen as non-essential was being curtailed.

Qatar was investing on a major scale and rail projects were notably important, he concluded. The next speaker, Mr David Simpson, a barrister at 3VB (3 Verulam Buildings), had worked as a legal consultant in Doha where he drafted the regulations for

the Qatar Financial Centre (QFC). He is a leading expert on banking law. He gave a unique insight into how the QFC had evolved over the past decade from someone who has been closely involved in its expansion. Mr Simpson explained that the QFC had grown from three registered companies in 2006 to 241 in 2016. He outlined the advantages of setting up in the QFC such as 100% ownership and its world-class legal system based on English law. The QFC should be attractive for its core activities of banking, financial services and insurance but law firms, professional services such as marketing, IT, human resources, risk management and consultancies were all able to register at the centre. Registering under the QFC jurisdiction did not imply that a company had to be physically located in the QFC building, he explained. continued page 70

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from page 69

The QFC court, modelled on London’s commercial court, can resolve disputes and offer arbitration. Mr James Kenny, Head of Global Affairs / PR at global consulting engineers Arup, was the next to speak.

From left: Mr Brian Dent, UKTI, Mr Tom Wrigley, Trowers & Hamlins, and Ms Archana Singh, UK Export Finance

He explained that the MENA had been a major market for Arup since the 1970s and its expertise in Qatar is seen in Doha’s Aspire Tower, built for the 2006 Asian Games. Arup has 25 staff located in Doha. Mr Kenny said that Qatar’s 2030 Vision was significant for the engineering and construction industry because it defined the principles on which new buildings should be designed. The 2022 World Cup was a major stimulus to new infrastructure including rail, metros, airports and the entire leisure sector which will continue to offer great opportunities for developers and related sectors in coming years, he said. Mr Brian Dent, Senior International Trade Advisor, UKTI, stated that his prime role was to help UK firms achieve success in overseas markets. The UK had so far won £200 million worth of contracts on World Cup related work and there was a lot more “hard’’ and ‘’soft’’ infrastructure work to be won, he stressed. Mr Tom Wigley, Partner, Trowers & Hamlins, began by outlining the main characteristics of the Qatar market such

as its current population of approaching 2.5 million. He said that the main areas of investment were in transport, water, electricity, sports as well as oil & gas. The North Gas field was an important activity and LNG remained the bedrock of the country’s economy. Mr Wigley explained that the 2030 Vision was founded on the four principles of economy, social, human and environmental aspects. He went on to list the high budget spending on various key sectors such as water security, power and water where new projects to the tune of $10bn are planned.

Mr Oliver Cornock, OBG, and Barrister Mr David Simpson

In transport, which is part of the World Cup plans, Mr Wigley stated that major metro tenders were expected in 2017. The final speaker was Ms Archana Singh, Export Finance Advisor at UK Export Finance, the former ECGD. Since 2011, the UK’s export credit agency had adopted new products in order to support Britain’s SMEs, she explained. UK Export Finance aims to provide services to exporters that are not available from banks. It was able to assist in mitigating risk involved in contracts when a company was obliged to satisfy tender bonds as part of a contract. The range of export credits consisted of short term assistance for two-year projects to longer term projects of up to 18 years, Ms Singh stated. The advantage of UK Export Finance support enhanced trust in a company by providing guarantees that assist exporters to satisfy the demands of their buyers, she explained. The seminar concluded with audience questions. The event ended with the customary networking reception. The Chamber received positive feedback from people who attended who mentioned the quality of the information and expertise of the speakers.

ARAB-BRITISH CHAMBER OF COMMERCE 71

Opportunities in Kuwait A business seminar to highlight investment opportunities in Kuwait took place at the Chamber on the afternoon of 26 May 2016. Upwards of 80 delegates, drawn from the Chamber’s members and non-members, attended the event which saw a panel of expert speakers share their vast experience of doing business in Kuwait. Mr Abdeslam El-Idrissi, Director of Trade Services, ABCC, opened the event by giving a brief overview of the Chamber, its strategic role in promoting Anglo-Arab commercial links and the services that assist both UK and Arab based companies. Setting the agenda for the panel, Mr El-Idrissi touched on some central issues such as how Kuwait was looking beyond an oil based economy by developing entrepreneurialism and changing its laws on ownership rights. The event was sponsored by the National Bank of Kuwait (NBK) whose representatives Mr El-Idrissi warmly thanked on behalf of the Chamber. Mr El-Idrissi introduced the distinguished panel of experts who consisted of Simon Williams, Director, UKTI, British Embassy, Kuwait, Martin Hall, CEO, Kuwait British Business Centre, Malcolm Crawford, Director of Operations, Capital Projects, Amec Foster Wheeler, Keith Lamborne, MBE, Export Director, ACO International and Julian Lynn, Export Finance Adviser, UK Export Finance.

Mr Abdeslam El-Idrissi opening the event

The first speaker, Mr Simon Williams, who had spent about 16 months posted at the British Embassy in Kuwait, gave a wide ranging talk in which he addressed the country’s key sectors, namely oil and gas, healthcare and transport.

was constructing a university complex of some 5km2.

He also flagged up the Kuwait Fund for Arab Economic Development as offering potential for UK cooperation.

The Kuwait Investment Authority (KIA) was the world’s oldest Sovereign Wealth Fund and had substantial investments in the UK.

Kuwait’s privatisation initiative was opening up the economy to investment.

With around 42% of the population aged under 15, investment in educational improvements was a priority.

In terms of bilateral trade, Mr Williams stated that the UK exports to Kuwait were valued at £580 million, with services at £725m and another £250m exported via Jebil Ali in the UAE.

Advising on routes to market, Mr Williams pointed out that government ministries were key to awarding of contracts and the Kuwait Oil Company was predominant.

The importance of the market to the UK was indicated by the frequent ministerial visits. There were 10 thousand UK nationals based in Kuwait, he said. The UKTI official estimated that there were approximately 500 top international companies active in the market.

Mr Martin Hall, CEO, Kuwait British Business Centre

Notable characteristics of Kuwait were that it boasted the largest hospital in the Middle East as well as the largest port. It

Local business was dominated by trading families who owned holding companies with diverse interests, Mr Williams said.

The country was going through a process of change with the introduction of VAT forthcoming, as well as labour market and subsidy reforms. One hundred per cent foreign ownership was now permitted. Kuwait had an SME Fund which was looking for “bankable” projects to support, which could offer opportunities for UK investors as the country sought to develop private sector involvement. Mr Williams concluded by referring to the many projects at various stages of continued page 74

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from page 73

Mr Malcolm Crawford, AMEC, Mr Julian Lynn, UKEF and Mr Keith Lambourne, ACO International

completion in the healthcare, education and transport sectors and where the role of the private investor was vital.

Amec had been in the market since 1968 and had noticed major growth in the last decade.

The next speaker, Mr Martin Hall, CEO, KBBC, explained that he had been based in Kuwait since 2012.

Amec acted as project managers with key companies in the oil and gas sector where its main clients were the KOC and KNPC.

According to the World Bank, Kuwait was the 11th richest country in the world.

Of the 800 staff, 150 were UK nationals, Mr Crawford said.

It remained heavily dependent on oil and gas, but was looking to move away from this for the longer term, he said.

He described the company’s work in the education and development of Kuwait graduates who received training at Amec’s offices in London. This illustrated Amec’s long-term commitment to Kuwait.

Mr Hall described 2016 as a period of change with much investment taking place. Contracts to the value of $4.8bn had been awarded in Q1 2016 and he estimated that this would amount to $35bn by end of year. Mr Hall gave more detail of Kuwait’s Law 116 of 2013 which enables 100% foreign ownership in a company and means that there is no need for a local partner. He stressed the KBBC’s expertise in assisting companies in seeking to set up in the market. He described the whole of Kuwait as operating like an effective free trade zone. The social life in the country was attractive for expatriates working in the market and the retail sector was growing. UK food products were popular with Kuwait consumers. Mr Malcolm Crawford, Amec Foster Wheeler, a global engineering consultancy, shed light on his company’s activities in Kuwait where it had 800 staff.

He pointed out that in order to work in the Kuwait oil sector and bid for contracts, companies first needed to be approved. Finally, Mr Crawford explained how Amec was seeking to diversify beyond the oil and gas sector. Mr Keith Lambourne, MBE, ACO International, told the audience that he first visited the Gulf in 1979 and paid his first visit to Kuwait in 1991. His company’s expertise was in the field of drainage and it had worked on over one thousand projects around the Middle East. Mr Lambourne explained how the region was prone to flooding and major storms which made drainage a key priority. He described how ACO works in Kuwait with a distributor rather than an agent. He believed that branding was essential for success and that ACO had become

Mr Simon Williams, UKTI, British Embassy Kuwait

widely known in the market for its reliable drainage systems. Mr Lambourne said that there were opportunities for companies like ACO in areas such as healthcare and infrastructure development. He concluded by stating that the market can be a challenge but there were great rewards for success in the market with a unique product. The final speaker, Mr Julian Lynn, UK Export Finance, informed the meeting how the UK government agency could assist exporters to the market with guarantees and lending facilities. He believed that the need for UKEF’s services was greater than ever because banks were more reluctant to provide services. UKEF offers credit and investment insurance, loan guarantees to banks and export credit schemes. The agency helps exporters to gain access to finance such as working capital that may be needed to pay suppliers and in making plans for possible delays in payment. Mr Lynn made it clear that a main condition of UKEF in extending support was that a project must have a demonstrable minimum 20% “UK content”. Following a discussion, the seminar finished with a networking reception and refreshments.

ARAB-BRITISH CHAMBER OF COMMERCE 73

Farewell reception for Ambassador of Morocco On the evening of 25th May, the Arab British Chamber of Commerce held a farewell reception in honour of Her Highness Princess Lalla Joumala Alaoui, the Ambassador of the Kingdom of Morocco to the United Kingdom, who is leaving London to take up a diplomatic posting in the United States.

HE Khaled Al Duwaisan, Kuwait Ambassador, and HH Princess Lalla Joumala

From left: Mr Omer Elamin Abdalla, Deputy Head of Mission, Republic of Sudan, Dr Afnan Al-Shuaiby, HH Princess Lalla Joumala Alaoui, Moroccan Ambassador, HE Dr Salih Husain Ali Al-Tamimi, Iraq Ambassador, Rt Hon Baroness Symons, HE Mr Yousef Ali Al-Khater, Qatar Ambassador and Mr Ahmed Mater Mohamed Al Mazrouei, Cultural Attaché, UAE Embassy

The reception was hosted by Rt Hon Baroness Symons, ABCC Chairman, and Dr Afnan Al-Shuaiby, ABCC Secretary General & CEO. The reception was held in recognition of the Ambassador’s outstanding contributions to diplomacy and her inspiring work in fostering MoroccanBritish relations. The event was attended by numerous ambassadors, diplomatic representatives from Arab Embassies, senior business

Rt Hon Baroness Symons

executives and members of the media and public life. H E Mr Khaled Al Duwaisan, the Ambassador to Kuwait and Dean of the Diplomatic Corps, delivered greetings and joined Baroness Symons and Dr Al-Shuaiby in paying tribute to the ambassador for her outstanding work. During her time in London since 2009, H H Princess Lalla Joumala has succeeded in boosting relations between the two countries, especially in the economic

HE Khaled Al Duwaisan, Kuwait Ambassador

HH Princess Lalla Joumala Alaoui, Moroccan Ambassador, (centre) with guests

and cultural fields. Dr Al-Shuaiby presented H H Princess Lalla Joumala with a certificate of appreciation on behalf of the Chamber and expressed gratitude for the ambassador’s steadfast support for the Chamber’s activities. For her part, the ambassador warmly thanked everyone for their kind words and pledged to continue her friendship with the Chamber and the UK.

HH Princess Lalla Joumala Alaoui, Moroccan Ambassador

ECONOMIC FOCUS CHAMBER NEWS

Business Roundtable with H E Dr Salih Husain Ali Al-Tamimi, the Ambassador of Iraq H E Dr Salih Husain Ali Al-Tamimi, the Ambassador of the Republic of Iraq to the UK, visited the Arab British Chamber of Commerce on 27 May 2016 to participate in a business roundtable on investment prospects in Iraq. The event was attended by leading investors and senior business people all keen to explore the emerging opportunities for doing business in the Iraq market. The roundtable was opened by Dr Afnan Al-Shuaiby, Secretary General & CEO, ABCC, who warmly welcomed the Ambassador to the Chamber and wished His Excellency well in his new post in London. The event enabled investors and business people with an interest in commercial cooperation with Iraq to gain significant insights into the market and its latest economic developments. H E Dr Salih Husain Ali Al-Tamimi delivered a detailed presentation on the prospects for investors in a broad range of sectors in Iraq’s economy. These included oil and gas, housing and infrastructure, transport, healthcare, industrial activities, agriculture, telecommunications, education and tourism. The Ambassador explained that the government in Baghdad had recently taken steps to improve the investment environment in the country. His Excellency strongly welcomed greater cooperation with the British private sector to strengthen collaboration and joint ventures between the business sectors of the UK and Iraq. The ambassador’s encouraging remarks stimulated an extensive discussion which was chaired by the Rt Hon Lord Trefgarne. The ambassador was accompanied to the Chamber by senior diplomatic staff from the embassy including the commercial attaché.

Delegates at the business roundtable listen to a presentation from the Iraq Ambassador, Dr Salih Husain Ali Al-Tamimi

ARAB-BRITISH CHAMBER OF COMMERCE 75

Members’ Networking Event The Chamber hosted one of its regular popular networking events for its members on Wednesday 27 April 2016. The event provided an opportunity for business representatives to introduce their companies to other business people and interact with members of the Chamber and other guests. Members of the Chamber’s staff were on hand to assist and answer queries about the various services the organisation delivers. The members and non-members were welcomed to the Chamber by Mr Mark Njoroge, ABCC Financial Controller, whose duties include membership. Mr Abdeslam El-Idrissi, ABCC Director of Trade Services, chaired the event and began with a brief presentation that covered the latest opportunities in the Arab markets and how the Chamber can be of help to companies seeking to win business. He also mentioned an exciting programme of events that was being planned by the Chamber for the coming weeks. Short presentations were delivered by a number of ABCC members beginning with the University of Salford. The university based in the North of England had been active in the Gulf for some 25 years working with both government and industry. In 2014 the university established an office in Abu Dhabi. The second presentation was from Bradman Lake Ltd, a packaging machinery exporter with over 30 years’ experience of work in the Middle East. The third member to present was Arona St James Solicitors, a London based firm of lawyers specialised in immigration and

Members of the Chamber who delivered presentations at the event

employment law. They focus on services for business clients from the Middle East who are coming to live and work in the UK, especially SMEs.

Arabic language services are offered by the firm to its Middle Eastern clients. A special discount rate on its services is offered to ABCC members.

Cross-border Information (CbI) is a business intelligence consultancy providing vital market and company information for clients with commercial interests in the Middle East through customised investigations, publications and briefing events. A lot of its work is related to the energy sector and related industries.

Power & Action delivers professional coaching services to corporate and individual clients to enhance their effectiveness as communicators and to boost self-confidence. Personal development and empowerment assist people to realise their full potential and meet their goals.

Grant Thornton International provides business advice relating to accounts, tax, finance and employment as well as company set up. With more than 42,000 people in over 130 countries, the company boasts one of the world’s largest professional services networks. Law firm Richard Nelson LLP has expertise in corporate law, IP and IT.

Mr Abdeslam El-Idrissi

Glasswall Solutions Limited is a UK based security company which has developed highly effective and innovative security technology which provides protection against any cyber threats that corporate clients may face. It secures the integrity of company information by protecting electronic communications and the storage of confidential data. The final presentation was delivered by AchieveGlobal which has been giving training services in English and Arabic to clients in the Middle East for some 20 years. Its courses cover customer service techniques, sales methods, leadership development and training at all levels in a company. Programmes are delivered by a combination of on-site trainers and e-learning methods. The formal business of members’ networking seminar concluded with questions from the audience and the evening finally ended with a reception.

ECONOMIC FOCUS CHAMBER NEWS

Arabian Gulf: lands of opportunity

Speakers at the RIBA conference including Mr Abdeslam El-Idrissi, ABCC Director of Trade Services, (third left) who represented the Chamber at the event

This yearâ&#x20AC;&#x2122;s Royal Institute of British Architects (RIBA) conference was designed to extend and develop the concept of working internationally by helping UK architectural practices to discover the opportunities available within the Arabian Gulf (or GCC) its challenges and the help available to overcome them. With over a 100 registered to attend, the seminar on 7 March 2016 at Portland Place, London, was aimed at providing delegates with an insight into some of the main elements to successful working within the Gulf such as: building lasting relationships; challenges of doing business; identifying opportunities; and dealing with legal bureaucracy. Why the Gulf? The GCC comprising Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the United Arab Emirates represent a population of some 50 million and a GDP of around $1,670 billion; major construction and infrastructure spending is still planned for coming years despite the low price of oil. In addition, as pointed out by Mr Abdeslam El Idrissi from the Arab British Chamber of Commerce, the region generally favours British goods and services and as such is a major contributor to the UK economy. The GCC accounts for some ÂŁ15 billion pounds worth of exports (excluding arms sales) across all sectors, which is more than the combined UK exports to India and China. It also represents around 14%

of international fee income for UK architectural practises. The RIBA has a strong group (chapter) of members within the region. We were therefore delighted to have two prominent group (chapter) members: Sumaya Dabbagh from Dabbagh Architects and chair of the Gulf chapter and Rohan Thotabaduge from Atkins International. In the afternoon, speakers were available for 1-2-1 discussions which enabled delegates the opportunity to discuss specific issues pertinent to their own situation. In addition a series of three mini-workshops covered the

critical issues of communications and relationship building, navigating the legal system and dealing with issues of payments, bonds and cash flow. Feedback from delegates was very positive. RIBA is very grateful for the fantastic support provided by our partners in helping us organise this event, specifically UK Trade and Investment and UK Export Finance, along with Trowers and Hamlin for the legal advice and of course the Arab British Chamber of Commerce; thanks to them all without whose help the event could not have been staged.

ABCC publications on display

One-to-one discussions

Changing the Thinking of Substance Use Janus Solutions is a pioneering provider of substance misuse treatment. Janus steers away from terminology such as addiction, disease and illness when referring to substance misuse. This terminology imprisons and encourages the user to believe that they are ‘slaves’ to their drug/s of choice. Kenneth Robinson (The Head of Clinical Practice at Janus) states: “We must get past the point of saying substance misuse is an unmanageable monster. Substances through their very nature are designed to affect how someone, thinks, feels and behaves, and part of this is the fact that substances are pleasurable. Anyone investing time, energy and resources in to constructing a relationship with substances will find themselves in a dangerous and problematic relationship.” Substances affect the world, the Middle East being no exception.

Kenneth Robinson further states: “Many societies, including the Middle East, have stigmas and taboos with regard to substance use as the impact of substances on friends, family and the community is immense. However no matter our beliefs we have to at times think and act in a way that allows the substance user a safe and professional space to address their drug use.” Janus does not believe that the West has the monopoly on best practice, however Janus does believe that its approach to treatment is unique and pioneering. “We place the responsibility of change on the client, we educate the client, we work with the client to realize that within this relationship ‘you’ have the ‘choice’ and ‘the power’ to affect change. We call our approach ‘The Resonance Factor’. We emphasize that hard work is required, and pleasurable surroundings are not a priority over creating an environment for effective treatment.

Testimonial “I had been trying to address my alcohol issues over a period of 12 years....I had been an in and out patient of private rehab hospitals,used professional therapy services and attended AA on a regular basis, all without success....Having successfully graduated from the Janus Day Programme, I have managed to completely rebuild my life.....I am 2 years sober. I have rebuilt a career in the city of London in banking ......I also stopped taking medication for depression/anxiety which I had been prescribed for five years prior.....I would hugely encourage those with drug and alcohol problems to join a Janus programme.” Anonymous (City Professional) Service User, Janus Day Programme Do you have or are aware of someone with a substance misuse issue? Is confidentiality important to you?

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Janus Solutions | www.janussolutions.co.uk +44 (0)20 7737 3765 info@janussolutions.co.uk Unit 9 - 49 Effra Road, Brixton, London SW2 1BZ

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

BOARDING SCHOOLS

A helping hand Choosing a boarding school is difficult enough when you live in the UK. When you live overseas, it makes selecting and visiting schools a huge task.

For those parents with little experience of boarding schools it can be a daunting prospect; most rely on friends and family for help and advice. Each child is different and each school is different. With a little help from the experts you can find that perfect place where your child will blossom and grow to his or her full potential. I know exactly how it feels; I lived overseas for many years, moving frequently due to my husband’s work and having four children, all with very different needs and aspirations, this makes finding the right school a very challenging task. Ask yourself, would a

Give yourself two years: research and visit schools and get the family ready.

single sex school or co-ed school best suit my child, a highly selective school or one more suitable for the ‘all-rounder’, has your child got a special talent in music, drama or sport, one of mine was a natural sportsman and went on to do a degree on Sports Science, finding a school that can stretch and develop these talents is important. Let’s be honest, not all of our children are outstanding Grade A students, selecting a school that will ensure that every child achieves their best is vital for happy successful children and parents. I always say that I want these children to be top of the pile not struggling at the bottom of the class. Our job as education consultants is to identify and match your child’s individual talents, skills and aspirations to a school

that will challenge, encourage and develop. We work on behalf of the family, to offer free help and guidance in the selection of the ‘best’ school for their child. The education of each and every child is one of the most important decisions we make. Time spent in early exploration and research is wise. Families living overseas are looking for reassurance that their children are in a happy, safe, secure environment. We recommend early planning allow at least 18 months to two years, this gives you time to do your research, visit schools, and prepare the family for the change, don’t underestimate the emotional impact that having your child living a seven hour flight away has on everyone. The other point to stress is to involve your child in the process from the very beginning; many children are excited about the idea of boarding school, especially after having read Harry potter! The school location is another point to keep in mind: would you be looking for a school near family and friends? What areas of the UK would you consider? We

have visited over 350 boarding schools across the UK; when we visit we are looking for what is special and unique about each school and match that to the child and family requirements. The British boarding school system is first class, we have a wide range of schools welcoming students from around the world from different cultures, languages and religions. We have schools that cater for children with Special Needs either mild or severe, Dyslexia, ADHD, a range of medical conditions – learning and physical difficulties and for those who require intensive English language provision, we have specialist language courses either at full time boarding schools or residential summer camps. One final point, have copies of the child’s school reports available, and inform their present school of your intentions; the principal will be required to supply a reference. We wish you every success on this exciting journey, an investment well worth your time and money.

h m elp m & er ad Sc vic ho e ol - U or K B La oa ng rd ua ing ge S Pr cho og o ra l, m m e

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Bellerbys Way

ellerbys College has been helping students to turn dreams and ambitions into brilliant results for more than fifty years. We deliver the British curriculum from GCSE and A Level through to university preparation. Our small, personalised classes are taught by teachers trained in developing students from the UK and around the world. We treat our students like adults, not schoolchildren. But we also know that when you are away from your family, it is detailed, personal support that really counts.

Our prestigious city locations (Brighton, Cambridge, London and Oxford) enable students to tap into the heart of British cultural, commercial and intellectual life. As part of our dynamic multicultural communities, students also develop global perspectives and international connections that will last them for the rest of their lives. Our specialist college system allows students to focus rapidly on the subjects and ideas that truly excite them. Every young person gets to progress. No one is left behind. Bellerbys College. Let ambition flourish.

BELLERBYS COLLEGE BRIGHTON

Principal Simon Mower explains how an inspiring, supportive and caring environment leads to excellent results. From my experience, living and studying alongside young people from across the globe helps students develop their cultural intelligence. Being an international boarding school, we see this benefit at Bellerbys Brighton every living and studying day and the alongside young excellent people from across the results that globe helps students follow. develop their cultural At the age intelligence of 13 and 14, it’s difficult for students to decide what GCSE subjects they want to study. That’s where our GCSE programme is different: by teaching each subject as a mini project in Year Nine, we are able to ensure our students really get a feel for their subjects. We then guide them towards the best combination depending on their desired field of study at university. Each of our GCSE and A Level subjects are linked to unique enrichment activities that inspire students both in and outside the classroom. We believe that supporting academic learning through exciting new experiences is one of the greatest benefits a British boarding school education can offer.

BELLERBYS COLLEGE CAMBRIDGE

Our college for science and engineering is the answer to the STEM skills shortage, writes Principal Nicholas Waite. Technology is an essential part of our everyday lives and a major contributor to the economy, so nurturing a Science, Technology, Engineering and Mathematics (STEM) education is vital. What is more, those in the field are in high demand among prospective employers. Bellerbys College students thrive when Cambridge they can focus their teaches the efforts into courses engineers, that are tailored doctors and to their strengths scientists of and interests the future. And as a specialist college for science and engineering, we provide excellent facilities and laboratories, highly experienced teachers and strong links with leading universities. I’ve seen for myself that students thrive when they can focus their efforts into courses that are tailored to their strengths and interests. So a specialist college, home to like-minded students, and all with the same drive and ambition is the ideal place to develop. The College also offers a balanced structure of enriched education and an active social life set within the cultural hub of Cambridge.

BELLERBYS COLLEGE LONDON

Principal Alison Baines says there is no better location for a specialist college for business than at the heart of one of the world’s financial capitals. Even as a young as 15 and 16, your children are thinking about what subjects they enjoy and the careers they relate to. Students choose Bellerbys London because it is a specialist business school, one that is located at the heart of the world’s greatest business capitals: London. Our A Level and Foundation subjects include enrichment activities that directly complement our courses. It’s opportunities such as learning how the Bank of England sets interest rates, hearing speakers from HM Treasury and entering national opportunities such as business learning how the Bank competitions of England sets interest that make rates, hearing speakers our college from HM Treasury exciting and and entering national different. It’s business competitions about more make our college than just top exciting and different qualifications and the best teaching, it’s about letting students take charge of their careers and progress to the top UK universities.

BELLERBYS COLLEGE OXFORD

A specialist college for art, humanities and law, situated in one of the cultural capitals of the UK, is the best way to stand out writes Principal Charles Runacres. Creative and ambitious students are drawn to Bellerbys Oxford. Specialising in art, humanities and law, we are privileged to nurture such enthusiasm, debate and innovation in our college. imagine working We know with professionals in that it can media, law, art and be difficult to design, plus hearing understand from visiting university how academic lecturers and members skills relate to of parliament the working world, so we believe tailored enrichment programmes and expert teachers are the key to sparking and encouraging young imaginations. Imagine working with professionals in media, law, art and design, plus hearing from visiting university lecturers and members of parliament. By immersing students in their subject through real-life projects, they not only become specialists, but also develop key soft skills – just the areas that make their student university applications through UCAS stand out and be noticed.

FOR MORE INFORMATION VISIT BELLERBYS.COM

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

BOARDING SCHOOLS

A school where girls can be themselves Burgess Hill Girls is a flourishing day and boarding school for girls between 2 ½ and 18 years. We believe that the most effective preparation for life is being in an environment that brings out the best in every girl in every way possible: high quality teaching to facilitate learning, support and encouragement to aim high and work hard to achieve goals and brilliant opportunities to expand horizons and provide a range of experiences to build confidence. At Burgess Hill Girls, we pride ourselves in our friendly community in which we bring out each girl’s individual talents and work with them to develop

their skills and become confident independent young women. The Senior School has a happy, challenging, supportive atmosphere, which encourages young people to use their initiative, be inquisitive and creative, and develop responsibility and independence. The focus is firmly on girls and the way they learn. In our Sixth Form, the girls form a strong, cohesive community in which each individual is highly valued. There is a dynamic environment where girls develop transferable skills such as leadership, teamwork and initiative, which will be of significant value in later life. Boarding (from age 11) at our school is an experience not to be missed! There

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are three, well presented and homely boarding houses, and experienced staff provide an environment that promotes individuality, facilitates a love of learning and helps to develop and nurture talents. “I have never felt so welcomed and at home as I did when I started at this school. Therefore, I truly believe that no matter who you are, what you look like or where you come from, Burgess Hill Girls accepts your differences and allows you to grow and develop.” – Lower Sixth Student. Burgess Hill Girls Keymer Road, Burgess Hill, West Sussex, RH15 0EG Tel – 01444 241050 www.burgesshillgirls.com

www.farringtons.org.uk A leading independent co-educational day and boarding school offering high academic standards, excellent pastoral care and a wide extra-curricular programme within a supportive Christian environment. Co-education Juniors 3 â&#x20AC;&#x201C; 11, Seniors 11 â&#x20AC;&#x201C; 16, Sixth Form 16 - 18 Perry Street, Chislehurst, Kent BR7 6LR T: +44 (0)20 8467 0256

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05/05/2016 17:24

ECONOMIC FOCUS CHAMBER NEWS

ADVERTORIAL

LEARNING AND DEVELOPMENT

Al-Maktoum College offers dynamic Islamic Economics and Finance Programme The Al-Maktoum College of Higher Education in Dundee is currently preparing and recruiting students for its Professional Diploma in Islamic Economics and Finance programme, now in its third year. In the aftermath of the financial crisis, the College pinpointed an increasing need among scholars of economics and those working in the field to identify and understand what Islamic economics is, and how it can contribute to the western system of finance and multiculturalism. In establishing the programme critical questions arose such as: “What is the difference between the concept of ‘Islamic economics and finance’ and that of pure ‘economics and finance’?” Another was whether “Islamic economics and finance” were capable of contributing to a secular society? The carefully-devised Professional Diploma in Islamic Economics and Finance programme has set compulsory units – Islamic Economics and Finance, Islamic Commercial Law, Applied Islamic Banking and Insurance, Islamic Accounting and Auditing plus Research Methodology in Social Sciences and Islamic Studies. These enable students to apply the core concepts of Islamic finance in an Islamic banking and insurance operation, to review and assess the commercial performance of Islamic financial institutions according to underlying Islamic principles, and critically compare the ideal concepts and practical implementation in Islamic and western banking and insurance. The programme, available on a part-time or full-time basis or offered intensively, is aimed at students seeking a qualification in the field of Islamic economics, finance and banking. It is also designed to help promote

students’ career development in both the private and public sectors. Students learn appropriate skills such as critical analysis of different concepts and approaches in specific subjects, networking and teambuilding, communication skills, problem-solving, negotiation and influencing skills plus written and oral presentation skills. The College, with assistance from Dundee and Angus Chamber of Commerce, is now looking for placement opportunities in accountancy, banking, finance, insurance and legal services’ businesses for students from the programme, one of six it offers, formalised in partnership with the Scottish Qualifications’ Authority (SQA). Principal and Vice Chancellor of AlMakotum College, Dr Hossein Godazgar, said: “This challenging, contemporary programme is proving successful. “I am pleased overall that the students have studied with great enthusiasm and, as a result, their level of performance is very much comparable to postgraduate

students at other UK institutions. “As an independent centre of excellence for teaching and research in the study of Islam and Muslims we structured our six, full-time programmes in such a way as to appeal to as wide a selection of potential candidates as possible.” The courses currently available, in addition to the Professional Diploma in Islamic Economics and Finance, are: l

Advanced Diploma in Islamic Studies

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Introductory Certificate in Arabic Language

Students who qualify can open up professional career options in the public and private sector at local, national and international levels, plus the voluntary sector, social and charitable organisations, and other multicultural contexts.

ARAB-BRITISH CHAMBER OF COMMERCE 85

Three Top Colleges Located in Three Premier UK Cities

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A triple-accredited business school that’s around the corner… and around the world

Executive MBA in Abu Dhabi and Dubai Our MBA and Masters programmes are consistently ranked among the best, most recently our Executive MBA was ranked top 10 in the UK (FT Executive MBA 2015). A key player in the UAE since 1995, we offer the prestigious Executive MBA in both Abu Dhabi and Dubai. The programme is accredited by the Ministry of Higher Education and Scientific Research and is delivered part time at weekends to meet the needs of busy executives. Make Strathclyde your destination.

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ARAB-BRITISH CHAMBER OF COMMERCE 89

New members of the chamber Alams Consultants Limited

Masonic Building Water Street Isle of Man IM8 IRD Contact: Mr Warren Johnstone, Managing Director Tel: +44(0)1624-627 820 Email: warren@alamsconsultants.com Website: www.alamsconsultants.com Activities: Risk management

Aldhamin Scientific Bureau

49 Building, District 207 909 Alhuriah Square 2138 Jaderia Baghdad, IRAQ Contact: Mr Haider Salim, CEO Tel: +964 77177 52556 Email: haidersaeed@iraq-pharma.com Website: www.iraq-pharma.com Activities: Importer of pharmaceuticals products

Al-Faraheidy SDB

Braiha Doctors' Street Basrah, IRAQ Contact: Mr Zaher Aljawher, Office Manager Tel: +964 (0)770 9016 100 Email: zaheraljawher@yahoo.com Activities: Pharmaceuticals distribution

AlNaji Limited

Office Number 9 47-49 Park Royal Road London NW10 7LQ Contact: Mr Mohammed Hasan, Director Tel: +44(0)787-999 9399 Email: mohammed@alnajigroup.com Website: www.alnajigroup.com Activities: Exporter of food, drink and consumer goods

Aqaba Chamber of Commerce (AQCC) PO Box 12 Aqaba 77110 JORDAN Contact: Mr Amer Al-Masri, General Manager Tel: +962 3 201 2229 Fax: +962 3 201 3070 Email: info@aqabacc.com Website: www.aqabacc.com Activities: Business association

Arabian Lands Business Limited

Glasswall Solutions Limited

Arona St James Solicitors

Good Lead Limited

Westgate House Level 7 Westgate Road London W5 1YY Contact: Mrs Noora Albadri, CEO Tel: +973 3960 7616 Email: noora_albadri@hotmail.com Activities: Publishers and event organisers

63 St James Street London E17 7PJ Contact: Arona Sarwar LLB (Hons) Tel: +44(0)20-3757 8670 Fax: +44(0)20-3757 8671 Email: arona@aronastjames.co.uk Website: www.aronastjames.co.uk Activities: Law firm specialist in divorce and immigration

Boodle Hatfield LLP

240 Blackfriars Road London SE1 8NW Contact: Ms Shaima Jillodd, Partner Tel: +44(0)207 629 7411 Fax: +44(0)207 629 2621 Email: bh@boodlehatfield.com Website: www.boodlehatfield.com Activities: Law firm specialist in wealth management and property

CloudBuy Plc

5 Jupiter House Calleva Park READING RG7 8NN Contact: Mr David Gibbons, CFO Tel: +44(0)118-963 7000 Email: david.gibbon@cloudbuy.com Website: www.cloudbuy.com Activities: E-commerce business services

Eventology (Muslim Lifestyle Show)

2nd Floor Park House 1-4 Park Terrace The Avenue WORCESTER PARK KT4 7JZ Contact: Waleed Jahangir, CEO Tel: +44(0)20-7112 4862 Email: suniya@muslimlifestyleshow.com Website: www.muslimlifestyleshow.com Activities: Event organisers

18a St Jamesâ&#x20AC;&#x2122;s Place London SW1A 1NH Contact: Mr Philip Rambech, Managing Director ME Tel: +44(0)20-3814 3890 Email: info@glasswallsolutions.com Website: www.glasswallsolutions.com Activities: Cyber security solutions

7 Ely Court Willingham Way KINGSTON UPON THAMES KT1 3AL Contact: Mrs Wafa Ibrahim, CEO Tel: +44(0)754-0336 686 Email: info@thames-vip.com Website: www.thames-vip.com Activities: Event organisers

Grant Thornton International Limited

Grant Thornton House Melton Street Euston Square London NW1 2EP Contact: David Wilson, Regional Head, Middle East Tel: +44 (0)207 383 5100 Email: david.wilson@gti.gt.com www.grantthornton.global Activities: Business consultancy for tax, regulation and outsourcing

Hesperia Investment Limited

412D 14 Basil Street London SW3 1AJ Contact: Mr Koki Matsumoto, Director Tel: +44(0)20-3402 4820 Email: koki@hesperia-inv.co.uk Activities: Real estate and investment management

Kanoo Travel Ltd

20 Charles Street SHEFFIELD S1 1GW Contact: Ms Helen Callaghan, Head of Corporate Sales Tel: +44(0)114- 263 9307 Fax: +44(0)20-3070 0513 Email: helen.w.callaghan@kanoo.co.uk Website: www.kanoo.co.uk Activities: Holding company; travel and hospitality continued page 90

ECONOMIC FOCUS CHAMBER NEWS

from page 89

Lifestyle London Design & Build Ltd Unit 20 Abbeville Mews 88 Clapham Park Road London SW4 7BX Contact: Ms Sadia Afghan, CEO Tel: +44(0)207 720 3082 Email: info@lifestylebyasq.co.uk Website: www.lifestylebyasq.co.uk Activities: Interiors and refurbishment

London Links Trading Limited

Suite 1 Bulldog House London Road READING RG10 9EU Contact: Dr Bahaa Naoum, CEO Tel: +44(0)751-442 2049 Email: bahaa@londonlinkstrading.co.uk Website: www.londonlinkstrading.co.uk Activities: Wholesale exports, route to market for high-end brands

Marlin Apartments

Empire Square 34 Long Lane London SE1 4NA Contact: Ms Laura Sait, Marketing Manager Tel: +44(0)20-7378 4840 Fax: +44(0)20-7378 4841 Email: rosemary.ni@marlin.com Website: www.marlin.com Activities: Serviced apartments

Meersoma Company for General Trading

Salm Street Meersoma Building - First Floor Sulaymaniyah IRAQ Contact: Mr Zana Qadir, CEO Tel: +964 533194447 Email: meersoma_co@yahoo.com Website: www.meerso.com Activities: Construction, transport and general trading

Metaenterprices Ltd

50 Cambridge Road BARKING IG11 8FG Contact: Mr Mohammed Mohsin, Managing Director Tel: +44(0)208 591 4446 Fax: +44(0)208 181 4586 Email: info@metaenterprices.co.uk Website: www.metaenterprices.co.uk Activities: Zinc recovery and up-cycling for manufacturing zinc based materials

Noori Travel and Tours Ltd 33 Parliament Street PETERBOROUGH PE1 2LS Contact: Zia Ul-Mustafa, CEO Tel: +44(0)20-3318 5786 Email: info@noorivisa.co.uk Website: www.nooritravel.co.uk Activities: Hajj & Umrah travel

R & R Ice Cream

Richmond House Leeming Bar Industrial Estate Leeming Bar NORTHALLERTON DL7 9UL Contact: Ibrahim Najafi, CEO Tel: +44(0)1677 423 397 Fax: +44(0)1677 428 102 Email: James.Turner@uk.rr-icecream.eu Website: www.rr-icecream.eu Activities: Ice cream manufacturers

RE/MAXÂ Prestige

25a Crawford Street London W1H 1PL Contact: Mohamed Abdelwahab, Director Tel: +44(0)20-3195 5400 Email: Nevine.Abdelwahab@remax.co.uk Website: www.remax-prestige.co.uk Activities: Property agency

Richard Nelson LLP in Association with Faroosi

Priory Court 1 Derby Road NOTTINGHAM NG9 2TA Tel: 08452162000 Contact: Faris Dean, Consultant Email: farisdean@richardnelsonllp.co.uk Website: www.richardnelsonllp.co.uk Activities: Solicitors specialising in corporate, commercial and regulatory issues

Spyros K Igglesis and Associates Law Firm

Mourouzi 8, Attention of Mr Spyros K Igglesis 10674 Athens GREECE Contact: Ms Nadia Iglesis, Financial Advisor Tel: +30 694 4 516190 Email: nadia.iglezi@beta.gr Activities: Legal services

Superwinch Limited

Union Mine Road Pitts Cleave TAVISTOCK PL19 0NS Contact: Mark Jurman, Vice President of Industrial Business Tel: +44(0)1822 614101 Fax: +44(0)1822 615204 Email: info@superwinch.com Website: www.superwinch.com Activities: Designer, manufacturer and marketer of winch systems and accessories

The Glenside Group Limited

9 Caputhall Road Deans Industrial Estate LIVINGSTON EH54 8AS Contact: Ms Mary Revill, Administrator Tel: +44(0)1506-420 950 Fax: +44(0)1506-420 959 Email: enquiries@glensidegroup.com Website: www.glensidegroup.com Activities: Manufacturer and supplier of organic fertilisers

Trans Arap Ltd

Kasap Sok Nazmiye Hak Apt 6/11 Esentepe, Sisli Istanbul TURKEY Contact: Mr Abdulrahman Abdullah, CEO Tel: +90-537 50 96913 Email: trans.arap@gmail.com Activities: Oil & Gas derivatives, construction, medical supplies, transport & shipping

Vita-Life (UK)

13 Queen Anne Street London W1G 9JH Contact: Mrs Buki Adeniyi-Jones, CEO Tel: +44(0)207 323 0100 Fax: +44(0)207 307 9609 Email: info@vita-life.uk.com Website: www.vita-life.uk.com Activities: Wellness and lifestyle products

Volaw Group

Fifth Floor, 37 Esplanade JERSEY JE1 2TR Contact: Mr Damian Harrison, Marketing Coordinator Tel: +44(0)1534 500400 Fax: +44(0)1534 500450 Email: dharrison@volaw.com Website: www.volaw.com Activities: Fiduciary services for individual, family, corporate and institutional clients

ARAB-BRITISH CHAMBER OF COMMERCE 91

ARAB-BRITISH CHAMBER OF COMMERCE

ADVERTORIAL

@SignorSassi priVaTe rooM aVailaBle

@SignorSassi

14 Knightsbridge Green, London SW1X 7QL PRIVATE ROOM AVAILABLE signorsassi@sancarlo.co.uk | T: 0207 584 2277 14 Knightsbridge Green, London SW1X 7QL W W W. s i g n o |rT:s 0207 a s s i584 . c o 2277 .uk signorsassi@sancarlo.co.uk 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 Aldo Zilli now part of the San Carlo team

@CicchettiLondon @CicchettiLondon

Cicchetti Covent Garden, 30 Wellington St, Cicchetti Covent Garden, 30 Wellington St, London 6339 London WC2E WC2E 7BD 7BD || T: T: 020 020 7240 7240 6339 215 9HL 215 PICCADILLY, PICCADILLY, London, London, W1J W1J 9HL piccadillycicchetti@sancarlo.co.uk piccadillycicchetti@sancarlo.co.uk | T: 0207 4949435 WWWWW. cO o . Uu Kk W.sSaAnNcCaArRlLoOcC iI cC cC hH eE T T iI . C

WINNER OF THIRTY TWO PRESTIGIOUS AWARDS Winner of TWenTy TWo presTigious aWards Arab_Economic_Focus_May2016.indd 1 London_Business_Matters.indd 4

06/05/2016 10:16 17/10/2014 11:27

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫الخــاص بكاملهــا‪ .‬وهــو بذلــك ال يشــكل أعبــاء‬ ‫اســتثامرية عــى الدولــة‪ ،‬ويقــوم بتشــجيع‬ ‫االســتثامرات الوطنيــة واألجنبيــة‪.‬‬ ‫العيــوب‪ :‬ال يخضــع املــرشوع خــال مدة التشــغيل‬ ‫والصيانــة لهيمنــة الســلطة العامــة أو اإلدارة‬ ‫الحكوميــة وإن خضــع لرقابتهــا‪ ،‬باإلضافــة إىل ذلــك‬ ‫فهنــاك مخاطــر مــن فقــدان هيمنــة الدولــة عــى‬ ‫طبيعــة املــرشوع الــذي قــد يتغــر نشــاطه بق ـرار‬ ‫مــن املالــك األصــي (القطــاع الخــاص)‪.‬‬ ‫‪ .8‬البيع ‪Sale‬‬ ‫قــد تتــم الخصخصــة عــن طريــق البيــع مــن خــال‬ ‫البيــع املبــارش ألصــول الدولــة أو مــن خــال بيــع‬ ‫األســهم يف األســواق املالية أو البيع للعاملن واإلدارة‪.‬‬ ‫وىف كل األحــوال يكــون هــذا األســلوب ملرشوعــات‬ ‫قامئــة بالفعــل‪ ،‬ويتحمــل القطــاع الخــاص (ممث ًا يف‬ ‫األفـراد أو الــرشكات أو العاملــن) مخاطــر التمويــل‬ ‫واإلدارة والتشــغيل والصيانــة وغرهــا مــن املخاطــر‬ ‫باإلضافــة إىل ذلــك فــإن أصــول املــرشوع ال تعــود‬ ‫للدولــة بعــد ذلــك‪.‬‬ ‫ البيع املبارش ‪Direct Sale‬‬‫التعريــف‪ :‬البيــع املبــارش ألصــول الدولــة‬ ‫(املرشوعــات أو الــرشكات)‪ ،‬وقــد تأخــذ طريقــة‬ ‫البيــع املبــارش أشــكاالً مختلفــة مــن خــال طلــب‬ ‫عــروض أو مـزاد علنــي ملســتثمر وطنــي أو أجنبــي‪.‬‬ ‫املزايــا‪ :‬تتميــز تلــك الطريقــة بالشــفافية حيــث أن‬ ‫آليتهــا واضحــة وتقديــم العــروض مفتــوح لــكل‬ ‫املســتثمرين الذيــن يرغبــون يف املنافســة عــى‬ ‫رشاء الرشكــة والذيــن يســتوفون الــرشوط مــن قبــل‬ ‫الدولــة‪ .‬وامليــزة األخــرى هــي عــدم وجــود وســطاء‬ ‫بــن الدولــة واملشــرتي مــام ميكــن الدولــة مــن‬ ‫املقارنــة بــن مختلــف العــروض واختيــار املشــرتي‬ ‫الــذي يعــرض أعــى ســعر‪.‬‬ ‫العيــوب‪ :‬االنتقــاد الرئيــي املوجــه إىل هــذه‬ ‫الطريقــة هــو أنهــا بطيئــة‪ ،‬حيــث قــد تطلــب كل‬ ‫عمليــة فــرتة زمنيــة ليســت بالقصــرة‪ ،‬كــام أنهــا‬ ‫تتطلــب نفقــات إداريــة مرتفعــة‪ .‬وقــد يحــدث‬ ‫فيهــا تاعــب بإرســاء امل ـزاد عــى أشــخاص ورشكاء‬ ‫بعينهــا‪.‬‬ ‫ بيع األسهم يف األسواق املالية‬‫التعريــف‪ :‬مــن خــال هــذه الطريقــة تعــرض‬

‫أســهم (األصــول أو الرشكــة) للبيــع للجمهــور‬ ‫بهــدف توســيع قاعــدة امللكيــة لتشــمل أكــر عــدد‬ ‫مــن املواطنــن‪ .‬عــادة مــا تســتخدم هــذه الطريقــة‬ ‫لبيــع الــرشكات التــي ذات الوضــع املــايل الجيــد‪.‬‬ ‫املزايــا‪ :‬وتعتــر امليــزة الرئيســية لطريقــة بيــع‬ ‫األســهم يف األســواق املاليــة هــي توســيع قاعــدة‬ ‫امللكيــة خاصــة عندمــا تضــع الدولــة قيــودا ً عــى‬ ‫كميــة األســهم التــي ميكــن لــكل مســتثمر رشاؤهــا‪.‬‬ ‫العيــوب‪ :‬مــن عيــوب هــذه الطريقــة أنهــا تعتمــد‬ ‫بشــكل كبــر عــى حجــم الســوق بالنســبة لحجــم‬ ‫عمليــة طــرح أســهم الــرشكات‪ ،‬فــإذا كان حجــم‬ ‫الســوق صغـرا ً فانــه يؤثــر عــى ســعر الســهم مــام‬ ‫يســتلزم معــه طــرح األســهم عــى دفعــات حتــى‬ ‫يتمكــن الســوق مــن اســتيعابها وبالتــايل اســتهاك‬ ‫مزيــد مــن الوقــت‪.‬‬ ‫ البيع للعاملني واإلدارة‬‫التعريــف‪ :‬يعتــر البيــع للعاملــن واإلدارة عمليــة‬ ‫متلــك داخليــة حيــث يحصــل العاملــون واإلدارة‬ ‫عــى كل الرشكــة أو عــى نســبة معينــة منهــا‪.‬‬ ‫املزايــا‪ :‬تتمتــع هــذه الطريقــة بعــدد مــن املزايــا‬ ‫منهــا أنهــا تتميــز بدعــم ســيايس وشــعبي حيــث‬ ‫ال تحتــاج الحكومــة إىل الدخــول يف مفاوضــات‬ ‫مــع املشــرتين لــي تحصــل عــى ضامنــات حــول‬ ‫مســتقبل العاملــة وتــرتك هــذه القضيــة للعاملــن‬ ‫واإلدارة‪ .‬كــام أنهــا تعتــر الطريقــة املناســبة لتحويل‬ ‫ملكيــة الــرشكات التــي يصعــب بيعهــا بــأي مــن‬ ‫الطــرق األخــرى‪ ،‬كــام أنهــا متثــل حافـزا ً كبـرا ً لرفــع‬ ‫اإلنتاجيــة وتخفيــض التكاليــف كــام أنها تعتــر أداة‬ ‫فعالــة لتوســيع قاعــدة امللكيــة‪.‬‬ ‫العيــوب‪ :‬أن انعــدام املنافســة يف عمليــة بيــع‬ ‫األصــول ميكــن أن يــؤول إىل ســوء تقديــر القيمــة‬ ‫املاليــة ألصــول الرشكــة‪ .‬ومــن الســلبيات األخــرى‬ ‫املحتملــة عــدم تحســن أداء الرشكــة ورفــع كفاءتهــا‬ ‫لعــدم قــدرة العاملــن املاديــة عــى إدخــال‬ ‫تكنولوجيــا حديثــة يف عمليــات اإلدارة‪.‬‬

‫الخامتة‪:‬‬

‫مــام تقــدم مــن رشح وتعريــف يبــدو أن قانــون‬ ‫الرشاكــة بــن القطاعــن العــام والخــاص ميثــل‬ ‫حــاً القتصــادات البلــدان العربيــة الســيام وهــي‬

‫اقتصــادات ناميــة‪ ،‬ولرمبــا ميثــل حــاً “وحيــدا ً”‬ ‫إلعــادة إحيــاء مؤسســات الدولــة وتفعيــل إنتاجيتها‬ ‫ومتويــل وإنشــاء بنــى تحتيــة‪ ،‬نظـرا ً اىل حالــة “عدم‬ ‫الكفــاءة” التــي تصيــب غالبيــة مؤسســات الدولــة‬ ‫يف االقتصــادات الناميــة‪ ،‬ويف ظــل تقاعــس أغلــب‬ ‫الــدول الناميــة عــن املكافحــة الفعليــة للفســاد‬ ‫الــذي ينخــر مؤسســاتها ومرافقهــا وعجزهــا عــن‬ ‫تقديــم أبســط الخدمــات اىل مواطنيهــا‪.‬‬ ‫مــرشوع الرشاكــة بــن القطاعــن العــام والخــاص‬ ‫وإن كان يختلــف مــن حيــث الشــكل واملضمــون‬ ‫عــن الخصخصــة التــي رمبــا تاقــي اعرتاضــات كبرة‬ ‫بــن السياســين واملجتمــع املــدين‪ ،‬يبــدو أنــه ال زال‬ ‫متع ـرا ً يف أغلــب الــدول العربيــة‪.‬‬ ‫وتأكيــدا ً ملــا ســلف ذكــره‪ ،‬ال بــد مــن التمييــز بــن‬ ‫الرشاكــة والخصخصــة ال بــد مــن التذكــر بــأن‬ ‫الرشاكــة بــن القطاعن الخــاص والعــام (‪ )PPP‬هي‬ ‫التعاقــدات التــي تتــم بــن قطاعــات الدولــة مــع‬ ‫رشكات القطــاع الخــاص‪ ،‬بهــدف تنفيــذ مرشوعــات‬ ‫ضخمــة تحتــاج إىل متويــل كبــر‪ ،‬مثــل مرشوعــات‬ ‫البنــى التحتيــة كاإلتصــاالت والكهربــاء والــرصف‬ ‫الصحــي والطرقــات والجســور وســكك الحديــد‬ ‫وشــبكات امليــاه وغرها‪ ،‬أمــا الخصخصــة (‪privati-‬‬ ‫‪ )zation‬فهــي انتقــال ملكيــة املؤسســة العامــة من‬ ‫القطــاع العــام إىل القطــاع الخــاص‪.‬‬ ‫فــإذا كانــت الدولــة عاجــزة عــن مامرســة مهامهــا‬ ‫بتقديــم الخدمــات ملواطنيهــا كالطبابــة والتعليــم‬ ‫والنقــل والكهربــاء وامليــاه وغرهــا‪ ،‬وغــر مقتنعــة‬ ‫حــل أفضــل مــن‬ ‫مبــرشوع الخصخصــة‪ ،‬فــإن ال ّ‬ ‫دراســة وإقــرار مرشوعــات الرشاكــة مــع القطــاع‬ ‫الخــاص عــى مختلــف اصنافهــا‪ ،‬وإســناد بعــض‬ ‫مســؤوليات القطــاع العــام (الحكومــي) إىل رشكات‬ ‫القطــاع الخــاص‪.‬‬ ‫أخذ بترصف من املصادر التالية‪-:‬‬ ‫* الرشاكة مع القطاع الخاص‪ ،‬إعداد محمد متوىل‬ ‫دكرورى محمد‬ ‫* الرشاكة خاص‪/‬عام‪ ،‬وزارة التعليم العايل والبحث‬ ‫العلمي‪ -‬اململكة املغربية‬ ‫‪http://www.enssup.gov.ma/ar/Page/458‬‬ ‫* من الهيمنة إىل املنافسة ‪ :‬القطــاع العــام والخــاص‬ ‫– العراق منوذجاً‪ ،‬عفيف عاء الدين الريس‬ ‫‪http://www.siironline.org/alabwab/edare-%20‬‬ ‫‪eqtesad)27(/717.htm‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 93‬‬

‫ ‬

‫جهــة حكوميــة – لفــرتة محــدودة مــن الزمــن –‬ ‫أحــد االتحــادات املاليــة الخاصــة والتــي يطلــق‬ ‫عليهــا اســم رشكــة املــرشوع الحــق يف تصميــم وبناء‬ ‫وتشــغيل وإدارة مــرشوع معــن تقرتحــه الحكومــة‬ ‫باإلضافــة إىل حــق االســتغال التجــاري لعــدد مــن‬ ‫الســنوات يتفــق عليهــا تكــون كافيــة لتســرتد رشكــة‬ ‫املــرشوع تكاليــف البنــاء إىل جانــب تحقيــق أربــاح‬ ‫مناســبة مــن عائــدات املــرشوع أو أيــة مزايــا أخــرى‬ ‫متنــح للرشكــة ضمــن عقــد االتفــاق‪ .‬وتنتقــل ملكية‬ ‫املــرشوع وفقــاً لــرشوط التعاقــد أو االتفــاق إىل‬ ‫الجهــة املانحــة دون مقابــل أو مبقابــل تــم االتفــاق‬ ‫عليــه مســبقاً‪.‬‬ ‫وترجــع جــذور نظــام ‪ BOT‬إىل مــا يعــرف‬ ‫بعقــود االمتيــاز التــي كانــت منتــرشة يف أواخــر‬ ‫القــرن التاســع عــرش وبدايــات القــرن العرشيــن‬ ‫يف فرنســا وغرهــا مــن الــدول‪ ،‬حيــث اســتخدمت‬ ‫فرنســا هــذه العقــود لتنفيــذ مرشوعــات الســكك‬ ‫الحديديــة ومحطــات الكهربــاء والتــزود مبيــاه‬ ‫الــرشب‪.‬‬ ‫كــام عرفــت مــرص هــذا النظــام يف األربعينــات‬ ‫حيــث تــم وقتهــا تزويــد ضاحيــة مــرص الجديــدة‬ ‫بالكهربــاء واملــاء وخطــوط الــرتام وفقــاً لهــذا‬ ‫النظــام‪ .‬كــام يعتــر البعــض قنــاة الســويس مــن‬ ‫األمثلــة الشــهرة لعقــود االمتيــاز يف نهايــات القــرن‬ ‫التاســع عــرش‪ .‬وقــد اختفــى هــذا األســلوب مــن‬ ‫مــرص تقريبــا منــذ ثاثينــات القــرن العرشيــن‬ ‫وخاصــة بالنســبة إىل مرشوعــات الخدمــات البلدية‪،‬‬ ‫واقتــرص تطبيــق نظــام شــبيه بــه يف مجــال التنقيب‬ ‫عــن الــروات الطبيعيــة وخاصــة البــرتول‪.‬‬ ‫وىف منتصــف الثامنينــات وبالتحديــد يف عــام ‪1984‬‬ ‫تــم تطبيــق نظــام ‪ BOT‬مــن خــال توقيــع اتفاقية‬ ‫تنفيــذ نفــق املانــش (‪)The Channel Tunnel‬‬ ‫الــذي يربــط بــن فرنســا وبريطانيــا‪ ،‬وذلــك بــن كل‬ ‫مــن الحكومتــن الريطانيــة والفرنســية مــن جهــة‬ ‫وبــن رشكــة يوروتانــال (‪ )Euro Ttunnel‬مــن جهة‬ ‫أخــرى‪.‬‬ ‫املزايــا‪ :‬ميتــاز هــذا األســلوب بتحويــل مخاطــر البناء‬ ‫والتشــغيل واإلدارة إىل القطــاع الخــاص باإلضافة إىل‬ ‫ذلــك فــان الحكومــة تســتفيد مــن خــرة القطــاع‬ ‫الخــاص يف إدارة وصيانــة املرشوعــات وىف نقــل‬ ‫التكنولوجيــا املتقدمــة‪ .‬كــام ميثــل هــذا األســلوب‬ ‫عامــل جــذب لاســتثامرات الوطنيــة واألجنبيــة‬

‫الكــرى لضخامــة األعــامل التــي يســتخدم فيهــا‬ ‫هــذا األســلوب‪.‬‬ ‫العيــوب‪ :‬يتطلــب هــذا النوع مــن الـرشاكات عناية‬ ‫خاصــة بتصميــم مســتندات العطــاءات‪ ،‬وميكــن أن‬ ‫تكــون عمليــات الطــرح واإلرســاء طويلــة ومعقــدة‬ ‫نســبياً مقارنــة بباقــي أنــواع العقــود‪ ،‬وهــو مــا‬ ‫يؤثــر ســلباً عــى إعــداد الخطــط التنمويــة املتعلقة‬ ‫بتنفيــذ تلــك الرشاكــة‪ .‬كــام أن مــن عيــوب هــذا‬ ‫األســلوب أنــه يتطلــب اســتقرارا ً سياســياً واقتصاديـاً‬ ‫مامئـاً‪ ،‬وبيئــة قانونيــة وتنظيميــة محــددة‪ ،‬وتوافــر‬ ‫االســتقرار النقــدي وغــر ذلــك مــن العوامــل‬ ‫املامئــة لاســتثامر األجنبــي‪ ،‬وكلهــا متطلبــات غــر‬ ‫ثابتــة ومتغــرة طبقـاً للظــروف الدوليــة واإلقليميــة‬ ‫واملحليــة‪.‬‬ ‫‪ .6‬البنــاء والتملــك والتشــغيل ونقــل امللكيــة‬ ‫(‪)Build, Own, Operate, Transfer BOOT‬‬ ‫التعريــف‪ :‬يف ظــل هــذا األســلوب تقــوم الدولــة أو‬ ‫إحــدى أجهزتهــا الحكوميــة مبنــح مســتثمر القطــاع‬ ‫الخــاص الحــق يف إقامــة أحــد املرشوعــات الخدمية‬ ‫ومتويلــه عــى نفقتــه الخاصــة ومتلــك أصولــه‬ ‫وتشــغيل املــرشوع وصيانتــه وتحصيــل مقابــل‬ ‫تقديــم الخدمــة لســداد أعبــاء التمويــل وتحقيــق‬ ‫فائــض ربــح مناســب ملــدة زمنيــة متفــق عليهــا‬ ‫عــى أن تــؤول ملكيــة أصــول املــرشوع للدولــة يف‬ ‫نهايــة تلــك الفــرتة الزمنيــة‪.‬‬ ‫ويختلــف هــذا األســلوب عــن أســلوب ‪BOT‬‬ ‫حيــث يعتــر نظــام ‪ BOOT‬تطبيق ـاً بــارزا ً لنظــام‬ ‫املرشوعــات الخاصــة ذات املنفعــة العامــة‪ ،‬حيــث‬

‫تكــون ملكيــة األصــول خــال مــدة املــرشوع‬ ‫خالصــة للقطــاع الخــاص وهــو األمــر الــذي ال‬ ‫يتحقــق يف أنــواع العقــود الســابق اإلشــارة إليهــا‪.‬‬ ‫املزايــا‪ :‬ميتــاز هــذا األســلوب مثــل أســلوب ‪BOT‬‬ ‫بتحويــل مخاطــر البنــاء والتشــغيل واإلدارة إىل‬ ‫القطــاع الخــاص باإلضافــة إىل ذلــك فــان مخاطــر‬ ‫االســتثامر والتمويــل تقــع عــى عاتــق القطــاع‬ ‫الخــاص بكاملهــا‪.‬‬ ‫العيــوب‪ :‬ال يخضــع املــرشوع خــال مدة التشــغيل‬ ‫والصيانــة لهيمنــة الســلطة العامــة أو اإلدارة‬ ‫الحكوميــة وإن خضــع لرقابتهــا‪.‬‬ ‫‪ .7‬البنــاء والتملــك والتشــغيل (‪Build, Own,‬‬ ‫‪)Operate BOO‬‬ ‫التعريــف‪ :‬يعتــر هــذا األســلوب مــن أســاليب‬ ‫الخصخصــة الكاملــة‪ ،‬والتــي يتــم فيهــا إعطــاء‬ ‫القطــاع الخــاص مســؤوليات البنــاء والتشــغيل‬ ‫واإلدارة بكاملهــا‪ ،‬باإلضافــة إىل امللكيــة املطلقــة لــه‬ ‫ألصــول املــرشوع‪.‬‬ ‫وال يكــون التشــغيل أو اإلدارة بهــذا األســلوب‬ ‫مرتبطـاً مبــدة زمنيــة محــددة‪ ،‬كــام ال يكــون هنــاك‬ ‫التزامــاً عــى القطــاع الخــاص بنقــل األصــول إىل‬ ‫الدولــة‪ .‬ويســتخدم هــذا األســلوب للمرشوعــات‬ ‫الجديــدة التــي مل تنشــا بعــد‪.‬‬ ‫املزايــا‪ :‬ميتــاز هــذا األســلوب مثــل أســلوب ‪BOOT‬‬ ‫بتحويــل مخاطــر البنــاء والتشــغيل واإلدارة إىل‬ ‫القطــاع الخــاص باإلضافــة إىل ذلــك فــان مخاطــر‬ ‫االســتثامر والتمويــل تقــع عــى عاتــق القطــاع‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫وقــد يتضمــن عقــد االمتيــاز كل مواصفــات التأجــر‬ ‫باإلضافــة إىل النفقــات الرأســاملية واالســتثامرات‬ ‫التــي تقــع عــى عاتــق صاحــب االمتيــاز‪ .‬وترجــع‬ ‫األصــول إىل القطــاع العــام (الحكومــة) عنــد نهايــة‬ ‫فــرتة االمتيــاز التــي عــادة مــا ت ـرتاوح مــا بــن ‪15‬‬ ‫إىل ‪ 30‬عامــاً وذلــك حســب الحيــاة االفرتاضيــة‬ ‫لاســتثامرات‪ .‬وتتحــدد إي ـرادات صاحــب االمتيــاز‬ ‫بشــكل يضمــن لــه تغطيــة نفقــات التشــغيل‬ ‫وخدمــة الديــون واســتهاك اســتثامراته‪.‬‬

‫يف شــكل أتعــاب محــددة وثابتــة (‪Lump sum‬‬ ‫‪ )Fees‬أو عــى شــكل نســبة مــن أربــاح املــرشوع‬ ‫أو كاهــام معـاً وذلــك بقصــد تحفيــز رشكــة اإلدارة‬ ‫عــى زيــادة فعاليــة املرفــق وزيــادة كفاءتــه‪.‬‬

‫إيـرادات قطــاع الكهربــاء والصيانــة بفضــل إدخــال‬ ‫تقنيــات حديثــة يف التشــغيل مــام أدى إىل زيــادة‬ ‫الطاقــة الكهربائيــة وتطويــر الخدمــة‪ ،‬كام اســتخدم‬ ‫هــذا النــوع مــن العقــود عــى نطــاق واســع يف‬ ‫قطــاع امليــاه يف فرنســا وأســبانيا‪ ،‬ونفــذ أيضــاً يف‬ ‫غينيــا وجمهوريــة التشــيك والســنغال وســاحل‬ ‫العــاج‪.‬‬

‫وقــد اســتخدمت هــذه الطريقــة بنجــاح يف بعــض‬ ‫الــدول مثــل األرجنتــن حيــث طبقــت يف مجــال‬ ‫النقــل واملواصــات (الســكك الحديديــة)‪ .‬وعــى‬ ‫املســتوى الــدويل مثلــت عقــود االمتياز يف مشــاريع‬ ‫الخدمــات حــوايل ‪ 80%‬مــن إجــاميل عقــود االمتيــاز‬ ‫يف الفــرتة مــن مــا بــن ‪ 1988‬إىل ‪.1993‬‬ ‫املزايــا‪ :‬تكمــن امليــزة األساســية لهــذه الطريقــة يف‬ ‫أن صاحــب االمتيــاز يبقــى املســؤول عــن النفقــات‬ ‫الرأســاملية واالســتثامرات مــام يخفــف األعبــاء‬ ‫املاليــة عــن الدولــة‪ .‬ولكــن ولنفــس الســبب تواجــه‬ ‫الكثــر مــن الــدول صعوبــات يف إيجــاد مســتثمرين‬ ‫نظــرا ً للحجــم الكبــر لبعــض االســتثامرات التــي‬ ‫يتطلبهــا هــذا النــوع مــن العقــود‪.‬‬

‫‪ .3‬عقود اإليجار ‪Rental Contracts‬‬ ‫التعريــف‪ :‬هــو عقــد مينــح مــن خالــه مالــك‬ ‫األصــول (الحكومــة) لرشكــة خاصــة حــق اســتخدام‬ ‫هــذه األصــول واالحتفــاظ باألربــاح لفــرتة متفــق‬ ‫عليهــا‪ ،‬غالب ـاً مــا ت ـرتاوح مــا بــن ‪ 10 – 6‬ســنوات‬ ‫مقابــل دفــع إيجــار‪ .‬وعــى العكــس مــن طريقــة‬ ‫عقــد اإلدارة تتحمــل الرشكــة الخاصــة املخاطــر‬ ‫التجاريــة مــام يحفزهــا عــى تخفيــض النفقــات‬ ‫والحفــاظ عــى قيمــة األصــول‪ ،‬ولكــن الدولــة‬ ‫تبقــى مســؤولة عــن االســتثامرات الثابتــة وخدمــة‬ ‫الديــون‪.‬‬

‫املزايــا‪ :‬مــن بــن املزايــا التــي يقدمهــا التأجــر‬ ‫للدولــة توفــر نفقــات التشــغيل بــدون التخــي‬ ‫عــن امللكيــة‪ ،‬وكذلــك الحصــول عــى دخــل ســنوي‬ ‫بــدون التعــرض ملخاطــر الســوق عــاوة عــى وقف‬ ‫الدعــم والتحويــات املاليــة األخــرى‪ .‬كــام يســمح‬ ‫التأجــر بجــذب مهــارات تقنيــة وإداريــة متطــورة‬ ‫مــام يســاهم يف اســتخدام أصــول الرشكــة بدرجــة‬ ‫أكــر مــن الكفــاءة‪.‬‬

‫وقــد اســتخدمت هــذه الطريقــة كثــرا يف عــدد‬ ‫مــن الــدول األفريقيــة واآلســيوية يف قطاعــات مثــل‬ ‫امليــاه والنقــل الــرى واملناجــم حيــث واجهــت‬ ‫الــدول املعنيــة صعوبــات يف جــذب املســتثمرين‪.‬‬ ‫ففــي تايانــد طبقــت عقــود اإليجــار يف قطــاع‬ ‫الســكك الحديديــة عــام ‪ 1985‬يف عــدد معــن مــن‬ ‫خطــوط نقــل الــركاب‪ ،‬ومــع عــام ‪ 1990‬نجحــت‬ ‫التجربــة وجذبــت الخطــوط املؤجــرة عــدد كب ـرا‬ ‫مــن الــركاب وأصبحــت تــدر أرباحــا كبــرة‪.‬‬

‫العيــوب‪ :‬املشــكلة الرئيســية املرتبطــة بعقــود‬ ‫اإليجــار هــي أنــه طاملــا ال يتــم فيهــا تحويــل مللكية‬ ‫األصــول فليــس لــدى الرشكــة الخاصــة املتعاقــدة‬ ‫مــع البلديــة أيــة حوافــز لرفــع قيمــة األصــول‬ ‫أكــر مــن الحــد الــذي يضمــن لهــا عائــد مناســب‬ ‫عــى اســتثامراتها خــال فــرتة التأجــر‪ ،‬ولهــذا فهــذا‬ ‫النــوع مــن العقــود مناســب يف املرشوعــات التي يف‬ ‫حاجــة إىل رفــع كفــاءة التشــغيل وليســت يف حاجة‬ ‫إىل توســعات أو تحســينات‪.‬‬

‫العيــوب‪ :‬بصفــة عامــة ال توجــد عيــوب واضحــة‬ ‫ألســلوب االمتيــاز إال أنــه يجــب مراعــاة أن تحــدد‬ ‫العقــود بــكل وضــوح نطــاق وطبيعــة الخدمــات‬ ‫التــي ســيقدمها املتعاقــد مــع الحكومــة (القطــاع‬ ‫العــام) وكذلــك صاحيــات الطرفــن خــال فــرتة‬ ‫التعاقــد وبالتــايل يجــب عــى الحكومــة أن تحــرص‬ ‫عــى عــدم التدخــل يف إدارة الرشكــة حتــى تضمــن‬ ‫نجــاح هــذا األســلوب مــن أســاليب الرشاكــة‪.‬‬

‫وعــى ســبيل املثــال‪ :‬يف كــوت ديفــوار قامــت‬ ‫الحكومــة بإصاحــات رئيســية يف قطــاع الكهربــاء‬ ‫حيــث تعاقــدت مع رشكتن فرنســيتن ومســتثمرين‬ ‫محليــن وخــال فــرتة عقــد اإليجــار تحســنت‬

‫‪ .4‬عقود االمتياز ‪Concession Contracts‬‬ ‫التعريــف‪ :‬عنــد منــح عقــود امتيــاز للقطــاع‬ ‫الخــاص فــإن ذلــك يعنــي تحــول حقــوق التشــغيل‬ ‫والتطويــر إىل الجهــة املســتفيدة أي الرشكة الخاصة‪.‬‬

‫‪ .5‬البنــاء والتشــغيل ونقــل امللكيــة (‪Build,‬‬ ‫‪)Operate, Transfer BOT‬‬ ‫التعريــف‪ :‬يعتــر هــذا األســلوب شــكل من أشــكال‬ ‫تقديــم الخدمــات متنــح مبقتضــاه الحكومــة أو‬

‫والفكــرة األساســية يف هــذا االمتيــاز هي قيــام رشكة‬ ‫خاصــة بتمويــل وبنــاء وتشــغيل مــرشوع خدمــي‬ ‫جديــد يف مجــاالت البنيــة التحتية مثــل (االتصاالت‪،‬‬ ‫الكهربــاء‪ ،‬امليــاه والــري‪ ،‬النقــل وغرهــا) لفــرتة‬ ‫محــدودة ترجــع عنــد نهايتهــا األصــول للدولــة‪ ،‬كام‬ ‫تقــوم الدولــة خــال فــرتة االمتيــاز تلــك بتنظيــم‬ ‫ومراقبــة العمليــة االســتثامرية والجــودة واألســعار‪.‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 95‬‬

‫• اإلنتاج غر مطابق للمواصفات واملقاييس‪.‬‬

‫• عقود البناء والتملك والتشغيل ونقل امللكية‬

‫• ضعف مستوى التنافس بن الرشكاء‪.‬‬

‫• عقود البناء والتملك والتشغيل‬

‫• التحيز وعدم الحيادية يف اختيار الرشكاء‪.‬‬

‫• عقــود البيــع مبــا يف ذلــك البيــع املبــارش أو بيــع‬ ‫األســهم يف األســواق املاليــة أو البيــع للعاملــن‬ ‫واإلدارة‪.‬‬

‫• رفض املجتمع للمرشوع‪.‬‬

‫مزايا وعيوب أساليب‬ ‫الرشاكة املختلفة‪:‬‬

‫تتضمــن الرشاكــة بــن الدولــة والقطــاع الخــاص‬ ‫تكويــن عاقــة تعاونيــة بــن رشيــك أو أكــر مــن‬ ‫الجهــات الحكوميــة‪ ،‬ورشيــك أو أكــر مــن القطــاع‬ ‫الخــاص‪ ،‬كــام أن الرشاكــة قــد تكــون مــن خــال‬ ‫تنظيــم األدوار بــن الدولــة والقطــاع الخــاص بحيث‬ ‫يكــون لــكل رشيــك دور خــاص بــه ولكــن يكمــل‬ ‫بعضهــام اآلخــر يف إطــار تنمــوي واحــد‪.‬‬ ‫وال يوجــد أســلوب موحــد لتحقيــق الرشاكــة بــن‬ ‫الدولــة والقطــاع الخــاص باملرشوعــات التنمويــة‬ ‫ميكــن تطبيقــه عــى جميــع الحــاالت‪ ،‬ولكــن‬ ‫ميكــن الوصــول إىل األســلوب األمثــل يف كل‬ ‫حالــة عــى حــدة وذلــك اعتــامدا ً عــى الظــروف‬ ‫االجتامعيــة والسياســية الســائدة يف كل دولــة‪.‬‬ ‫وأيضــاً تتنــوع أســاليب الرشاكــة مــع القطــاع‬ ‫الخــاص ودرجــة مســاهمته ومســؤولياته فيهــا‬ ‫طبقـاً لــكل أســلوب‪ ،‬حيــث تتــدرج تلــك األســاليب‬ ‫بــدءا ً بعقــود الخدمــات التــي تقــوم الدولــة فيهــا‬ ‫بتحمــل املســؤولية الكاملــة يف التمويــل واملخاطــر‬ ‫واســتثامرات التنفيــذ‪ ،‬وانتهاءا ً بالخصخصــة الكاملة‬ ‫أو البيــع والتــي يقــوم القطــاع الخــاص فيهــا‬ ‫يتحمــل كافة مســؤوليات البنــاء والتشــغيل واإلدارة‬ ‫بكاملهــا‪ ،‬باإلضافــة إىل امللكيــة املطلقــة لــه ألصــول‬ ‫املــرشوع‪.‬‬ ‫يف املرشوعــات الخدميــة‪ ،‬تتنــوع أســاليب الرشاكــة‬ ‫مــع القطــاع الخــاص ودرجــة مســاهمته فيهــا عــى‬ ‫النحــو التــايل‪:‬‬ ‫• عقود الخدمة‬ ‫• عقود اإلدارة‬ ‫• عقود اإليجار‬ ‫• عقود االمتياز‬ ‫• عقود البناء والتشغيل ونقل امللكية‬

‫‪ .1‬عقود الخدمة ‪Service Contracts‬‬ ‫التعريــف‪ :‬يعتــر عقــد الخدمــة مــن أنــواع‬ ‫االتفاقــات امللزمــة بــن طرفــن‪ ،‬ويتــم بــن هيئــة‬ ‫حكوميــة لهــا الصاحيــات الازمــة ورشكــة أو أكــر‬ ‫مــن القطــاع الخــاص ليقــوم األخــر ببعــض املهــام‬ ‫املحــددة نظــر مقابــل يتــم االتفــاق عليــه‪ .‬وتكــون‬ ‫مــدة هــذا النــوع مــن العقــود محــددة وقصــرة‬ ‫وهــى تــرتاوح مــا بــن ســتة شــهور إىل ســنتن‪،‬‬ ‫وتســتخدم هــذه النوعيــة مــن العقــود عــى نطــاق‬ ‫واســع يف دول كثــرة مثــل ماليزيــا‪ ،‬والهند‪ ،‬وتشــيي‬ ‫وغرهــا لتقديــم خدمــات عديــدة مثــل إصــاح‬ ‫وصيانــة وإحــال وتجديــد شــبكات ميــاه الــرشب‬ ‫أو أعــامل تشــغيل وصيانــة محطــات رفــع ميــاه‬ ‫الــرصف الصحــي‪ ،‬وغــر ذلــك‪.‬‬ ‫املزايــا‪ :‬توفــر مثــل هــذه الرشاكــة إذا مــا كانــت‬ ‫مدروســة بشــكل معمــق فــرص لدخــول عنــرص‬ ‫املنافســة مــن خــال التعاقــد مــع أكــر مــن رشيــك‬ ‫مــن القطــاع الخــاص واالســتفادة مــن خــرة القطاع‬ ‫الخــاص يف النواحــي الفنيــة‪ ،‬مــام يجعــل كل طــرف‬ ‫يقــوم بالرتكيــز عــى مهامــه األساســية‪ .‬وألن فــرتة‬ ‫العقــد تكــون قصــرة يــزداد التنافــس بــن املقاولــن‬ ‫مــام يشــجع عــى العمــل عــى تحقيــق كفــاءة‬ ‫األداء وتخفيــض تكاليــف العقــود‪.‬‬ ‫العيــوب‪ :‬مــن عيــوب هــذا النــوع مــن الرشاكــة‬ ‫هــو بقــاء أعبــاء التشــغيل والصيانــة عــى‬ ‫عاتــق الحكومــة (القطــاع العــام)‪ ،‬كــام تظــل‬ ‫مســؤولية االســتثامرات الرأســاملية واملخاطــر‬ ‫التجاريــة املرتبطــة بتشــغيل املرفــق ملقــاة‬ ‫بكاملهــا عــى عاتــق القطــاع العــام‪ .‬كــام يعتمــد‬ ‫نجــاح األعــامل بالعقــد عــى خــرة الرشكــة التــي‬ ‫تقــوم باألعــامل‪ ،‬ولذلــك يجــب دراســة املناقصــة‬ ‫واختيــار األفضــل مــن بــن املتقدمــن‪ .‬كــام أن‬ ‫هــذه النوعيــة مــن العقــود تؤثــر تأثــرا ً مبــارشا ً‬ ‫عــى عاملــة التشــغيل وتجعلهــم عاملــة زائــدة‬ ‫عــن الحاجــة إذا مل يتــم االســتعانة بهــم ضمــن‬ ‫أعــامل عقــد الخدمــة‪.‬‬

‫ ‬

‫‪ .2‬عقود اإلدارة ‪Management Contracts‬‬ ‫التعريــف‪ :‬هــو اتفــاق تتعاقــد مــن خالــه هيئة أو‬ ‫مؤسســة حكوميــة مــع رشكــة خاصــة إلدارة هــذه‬ ‫املؤسســة‪ .‬وىف هــذه الحالــة تتحــول فقــط حقــوق‬ ‫التشــغيل إىل الرشكــة الخاصــة وليــس حقــوق‬ ‫امللكيــة‪ .‬وتحصــل الرشكــة الخاصــة عــى رســوم‬ ‫مقابــل خدماتهــا‪ ،‬وباإلمــكان ربــط هــذه الرســوم‬ ‫بأربــاح الرشكــة أو بأدائهــا‪ ،‬كــام تبقــى املؤسســة‬ ‫العموميــة مســؤولة عــن نفقــات التشــغيل‬ ‫واالســتثامر‪ ،‬وتـرتاوح مــدة هــذا النــوع مــن العقــود‬ ‫مــا بــن ثاثــة إىل خمــس ســنوات‪.‬‬ ‫املزايــا‪ :‬تســتخدم هــذه الطريقــة يف الحــاالت التــي‬ ‫تريــد فيهــا الدولــة تنشــيط رشكات خــارسة وذلــك‬ ‫بإدخــال طــرق إدارة القطــاع الخــاص مــن أجــل‬ ‫رفــع قيمــة هــذه الــرشكات وأســعارها حــن تعــرض‬ ‫للبيــع‪ .‬وامليــزة الرئيســية لعقــد اإلدارة مــن وجهــة‬ ‫نظــر الدولــة‪ ،‬أنــه يســمح لهــا باالحتفــاظ بامللكيــة‪،‬‬ ‫كــام أنــه ميكنهــا مــن حـ ّـل القصــور اإلداري وذلــك‬ ‫بالحصــول عــى أحســن الخــرات اإلداريــة وىف‬ ‫الوقــت نفســه التحكــم يف نطــاق واســتخدام هــذه‬ ‫الخ ـرات مــن خــال عقــد اإلدارة‪.‬‬ ‫وقــد ظهــر نجــاح هــذه العقــود يف عــدد مــن‬ ‫القطاعــات بــدول عديــدة‪ .‬عــى ســبيل املثــال‪ ،‬يف‬ ‫غينيــا بيســاو اســتخدمت هــذه الطريقــة يف قطــاع‬ ‫الكهربــاء يف عــام ‪ 1986‬عندمــا طلبــت الدولــة‬ ‫مســاعدة فنيــة مــن فرنســا لتطويــر هــذا القطــاع‪،‬‬ ‫وبعدهــا تعاقــدت مــع هيئــة الكهربــاء الفرنســية‬ ‫إلدارة هــذه القطــاع عــام ‪ ،1991‬وكانــت النتيجــة‬ ‫زيــادة يف الطاقــة الكهربائيــة وتحســن يف أداء‬ ‫التشــغيل والكفــاءة املاليــة‪.‬‬ ‫امليــزة الرئيســية لعقــد اإلدارة مــن وجهــة نظــر‬ ‫الدولــة‪ ،‬أنــه يســمح لهــا باالحتفــاظ بامللكيــة‪،‬‬ ‫كــام أنــه ميكنهــا مــن حــل القصــور اإلداري وذلــك‬ ‫بالحصــول عــى أحســن الخــرات اإلداريــة وىف‬ ‫الوقــت نفســه التحكــم يف نطــاق واســتخدام هــذه‬ ‫الخــرات مــن خــال عقــد اإلدارة‪.‬‬ ‫العيــوب‪ :‬تكمــن عيــوب عقــود اإلدارة يف ازدواجيــة‬ ‫اإلدارة الخاصــة وامللكيــة العامــة فاملتعاقــد مــع‬ ‫الدولــة ال يتحمــل املخاطــر حيــث تتحمــل الدولــة‬ ‫أي خســائر ناجمــة عــن عمليــات الرشكــة‪ ،‬وتلتــزم‬ ‫الجهــة الحكوميــة يف ظــل اشـرتاطات هــذه العقــود‬ ‫بســداد مقابــل أو أتعــاب اإلدارة إىل القطــاع الخاص‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫ يدخــل ضمــن االمتيــاز أشــكال عديــدة أبرزهــا‬‫نظــام البنــاء‪ ،‬والتشــغيل‪ ،‬ونقــل امللكيــة (‪)BOT‬‬ ‫بتفرعاتــه‪ ،‬وغرهــا وميكــن اســتحداث صيــغ أخــرى‬ ‫تتناســب مــع املــرشوع امل ـراد تنفيــذه‪.‬‬ ‫وتأخــذ الرشاكــة التعاقديــة مــع القطــاع الخــاص‬ ‫أشــكاالً مختلفــة وبدرجــات متباينــة كاأليت‪:‬‬ ‫‪ .1‬عقــود الخدمــة‪ :‬تحتفــظ الجهــة العامــة‬ ‫مبســؤوليتها الكاملــة عــن تشــغيل وإدارة املرفــق‬ ‫بالكامــل ولكنهــا تتعاقــد مــع القطــاع الخــاص‬ ‫لتقديــم بعــض الخدمــات مثــل ق ـراءة العــدادات‬ ‫وتحصيــل الفواتــر والصيانــة‪ .‬وت ـرتاوح مــدة هــذه‬ ‫العقــود بــن ‪ 1‬إىل ‪ 3‬ســنوات‪.‬‬ ‫‪ .2‬عقــود اإلدارة‪ :‬تقــوم الجهــة العامــة بنقــل‬ ‫مســؤولية إدارة مجموعــة مــن األنشــطة يف قطــاع‬ ‫معــن إىل القطــاع الخــاص‪ .‬ويف هــذه الحالــة‬ ‫تقــوم الجهــة العامــة بتمويــل رأس املــال العامــل‬ ‫واالســتثامري كــام تقــوم بتحديــد سياســة رد‬ ‫التكاليــف‪ .‬وت ـرتاوح مــدة هــذه العقــود بــن ‪ 3‬إىل‬ ‫‪ 5‬ســنوات‪.‬‬ ‫‪ .3‬عقــود التأجــر‪ :‬تقــوم الــرشكات الخاصــة بتأجــر‬ ‫املرفــق مــن الجهــة العامــة وتتحمــل مســؤولية‬ ‫تشــغيل وإدارة املرفــق وتحصيــل الرســوم‪ .‬ويقــوم‬ ‫املســتأجر بــرشاء الحــق يف اإليــرادات وبالتــايل‬ ‫يتحمــل قــدرا ً كبــرا ً مــن املخاطــر التجاريــة‪.‬‬ ‫وتــرتاوح مــدة هــذه العقــود بــن ‪ 5‬إىل ‪ 15‬ســنة‬ ‫وميكــن متديدهــا‪.‬‬ ‫‪ .4‬عقــود االنتفــاع طويــل األجــل‪ :‬تســتخدم عقــود‬ ‫االنتفــاع طويــل األجــل ل ـرشاء مرشوعــات البنيــة‬ ‫األساســية الضخمــة‪ .‬ويطلــب مــن الرشكــة الخاصــة‬ ‫متويــل وبنــاء وتشــغيل املرفــق لفــرتة معينــة‬ ‫تــرتاوح مــا بــن ‪ 20‬إىل ‪ 30‬ســنة ينتقــل بعدهــا‬ ‫املرفــق إىل القطــاع العــام‪ .‬ويأخــذ هــذا التعاقــد‬ ‫أشــكاالً متعــددة ميكــن اســتخدامها أيض ـاً لتنفيــذ‬ ‫مرشوعــات البنيــة األساســية‪.‬‬ ‫‪ .5‬عقــود االمتيــاز‪ :‬تتحمــل الــرشكات الخاصــة‬ ‫مســؤولية التشــغيل واإلدارة واالســتثامر يف حــن‬ ‫تظــل الجهــة العامــة مالكــة ألصــول املرفــق‪ .‬وقــد‬ ‫تقــدم هــذه االمتيــازات عــى مســتوى الدولــة‬ ‫بأكملهــا أو عــى مســتوى مدينــة وت ـرتاوح مدتهــا‬ ‫بــن ‪ 25‬إىل ‪ 30‬ســنة‪.‬‬

‫‪ .6‬نقــل امللكيــة‪ :‬يصبــح القطــاع الخــاص مالــكاً‬ ‫ومســؤوالً عــن املرفــق ويخضــع لهيئــة رقابيــة‪.‬‬

‫فوائد ومزايا الرشاكة‪:‬‬

‫يــرى البنــك الــدويل أن الرشاكــة بــن القطــاع‬ ‫العــام والخــاص مــن شــأنها أن تنحــو إىل تحقيــق‬ ‫التنميــة االقتصاديــة واالجتامعيــة خاصــة يف الــدول‬ ‫الناميــة حيــث يــرز دور الدولــة يف أتخــاذ الق ـرار‬ ‫ورســم السياســات‪ ،‬أمــا دور القطــاع الخــاص فيــرز‬ ‫يف تنفيــذ املشــاريع واملشــاركة يف أدائهــا بنــاءا ً‬ ‫عــى فكــرة عــدم كفــاءة تنفيــذ خطــط التنميــة‬ ‫االقتصاديــة إذا مــا اقتــرصت عــى أي مــن الدولــة‬ ‫وأجهزتهــا أو القطــاع الخــاص بشــكل منفــرد‪،‬‬ ‫وميكــن حــرص فوائــد الرشاكــة بــاآليت‪-:‬‬ ‫• توزيــع املخاطــر الناجمــة عــن إقامــة املشــاريع‬ ‫بــن أكــر مــن طــرف‪ ،‬هــم أط ـراف الرشاكــة‪.‬‬

‫• مســاهمة القطــاع الخــاص بــرأس املــال ومــا‬ ‫ميتلكــه مـــن املعرفــة والخــرة يف إدارة املشــاريع‪،‬‬ ‫وكذلــك يلعــب عنــرص الوقــت عامـاً حاسـامً فيهــا‬ ‫مــن حيــث تقليــل املــدد الزمنيــة الازمــة للتنفيــذ‬ ‫وبالتــايل تحســن موقــف اإلدارة العامــة‪.‬‬ ‫• إضافــة إىل تخفيــف العبــىء املــايل التــي ميكــن‬ ‫أن يعــاين منهــا القطــاع العــام وتحســن القــدرة‬ ‫اإلداريــة لهــذا القطــاع‪ ،‬فــإن خلــق القيمــة املضافــة‬ ‫التــي توفرهــا املرونــة املاليــة مــن جانــب القطــاع‬ ‫الخــاص يعتــر أم ـرا ُ مه ـامً جــدا ً‪.‬‬ ‫• ان ترتيبــات الرشاكــة تحقــق نتائــج أفضــل مــام‬ ‫يســتطيع ان يحقــق كل فريــق عــى حــده وذلــك‬ ‫مــن خــال تأثــر الــرشكاء عــى أهــداف وقيــم‬ ‫بعضهــم لبعــض عــن طريــق التفــاوض والتوصل إىل‬ ‫معايــر عمــل أفضــل‪ ،‬كــام ســيتوفر مجــال لتوســيع‬ ‫املــوارد املاليــة نتيجــة تعــاون األطـراف فيــام بينهــا‪.‬‬ ‫تعزيــز مبــادئ اإلفصــاح واملســاءلة يف كيفيــة إدارة‬ ‫املــوارد‪.‬‬ ‫• تســاعد الرشاكــة عــى تبنــي مناهــج عمــل أكــر‬ ‫إســرتاتيجية مــن قبــل الــرشكاء‪ ،‬أو إســرتاتيجيات‬ ‫أفضــل‪ ،‬وتبنــي منهــج تنســيقي أفضــل‪ ،‬وصياغــة‬ ‫وتنفيــذ أفضــل‪.‬‬ ‫• تســاعد عــى توليــة البعــد االقتصــادي اهتامم ـاً‬ ‫أوســع يف السياســات ذات العاقــة وإدارة املشــاريع‬ ‫عــى أســس اقتصاديــة مبــا يحقــق املكاســب‬

‫االجتامعيــة واالقتصاديــة‪.‬‬ ‫• تســاعد عــى التوصــل إىل حلــول أكــر مرونــة‬ ‫تســتجيب للسياســات التنمويــة والتطويريــة‪ ،‬حيث‬ ‫يعمــل الرشيــك املحــي عــى تســهيل ومواءمــة‬ ‫الرامــج التــي تشــملها هــذه السياســات لغــرض‬ ‫معالجــة املشــاكل املحــددة‪ ،‬مبــا يف ذلــك الفــرص‬ ‫املتاحــة ألســواق العمــل‪.‬‬ ‫• إعطــاء الرشعيــة واملصداقيــة للمــرشوع مــن‬ ‫خــال مشــاركة األطــراف املعنيــة واملتخصصــة‪.‬‬ ‫• تحقيــق النجــاح والتوســع يف اإلعــامل مــن خــال‬ ‫التحفيــز واإللهــام والنظــرة املســتقبلية وإيجــاد‬ ‫الحلــول للمشــاكل االقتصاديــة واالجتامعيــة والتــي‬ ‫بدورهــا تخلــق الحوافــز املســتحدثة‪.‬‬ ‫• خلــق بيئــة عمــل ديناميكيــة للتغيــر داخــل‬ ‫البروقراطيــات الحكوميــة املحصنــة‪ ،‬وتســمح‬ ‫الرشاكــة للحكومــات بتنفيــذ التغيــر دون التأثــر‬ ‫يف أعاملهــا الحقيقيــة املتعلقــة بتطويــر السياســة‬ ‫االجتامعيــة والتوجــه املســتقبي وإدارة تقييــم‬ ‫الخدمــات‪.‬‬ ‫• الرشاكــة مــن شــأنها أن تحمــي املســتهلكن مــن‬ ‫إســاءة اســتخدام الســلطة االحتكاريــة‪.‬‬ ‫• الرشاكــة تفتــح حيــز اقتصــادي لدخــول ليــس‬ ‫فقــط الــرشكات الكبــرة بــل أيضــا الصغــرة‬ ‫واملتوســطة إىل أســواق كانــت مســتبعدة منهــا أو‬ ‫غــر مســتقرة‪.‬‬ ‫• الرشاكــة مــن شــأنها وبإمكانهــا تشــجيع املنافســة‬ ‫واالبتكار‪.‬‬

‫املخاطر املحتملة من‬ ‫الرشاكة‪:‬‬

‫وميكــن أن يكــون للرشاكــة مخاطــر عــدة إذ مــا‬ ‫تحســن دراســتها قبــل الدخــول فيهــا‪ .‬ومــن تلــك‬ ‫املخاطــر اآليت‪-:‬‬ ‫• فقــدان الســيطرة مــن جانــب الحكومــة عــى‬ ‫العمــل‪.‬‬ ‫• زيادة التكاليف‪.‬‬ ‫• مخاطر التقلبات السياسية‪.‬‬ ‫• ضعف مستوى املراقبة واملساءلة‪.‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 97‬‬

‫ ‬

‫متطلبات الرشاكة الناجحة‪:‬‬

‫بشــكل عــام‪ ،‬ميكــن تحديــد متطلبــات نجــاح‬ ‫الرشاكــة بــن القطــاع العــام والخــاص مبــا يــي‪:‬‬

‫• توفــر الدعــم الســيايس القــوي عــى مســتوى‬ ‫القــرار الحكومــي‪.‬‬ ‫• دراســة متقنــة لجــدوى املــرشوع قبــل‬ ‫التعاقدعليــه‪ .‬وهــذا يتضمــن وضــع إطــار عمــل‬ ‫جيــد للمــرشوع ومخرجاتــه‪ ،‬ودراســة مقارنــة عــن‬ ‫قــدرة إنجــاز املــرشوع مــن قبــل القطــاع العــام‬ ‫وحــده وقــدرة الحكومــة عــى تحمــل كل األعبــاء‬ ‫مــن جانــب‪ .‬ومــن الجانــب اآلخــر‪ ،‬وضــع دراســة‬ ‫حــول قــدرة الحكومــة عــى تحمــل توفــر وحــدات‬ ‫الدفــع املطلوبــة مقابــل إتاحــة الخدمــة مــن قبــل‬ ‫القطــاع الخــاص‪.‬‬

‫• تهيئــة دعــم استشــاري قانــوين وفنــي ومــايل‬ ‫مناســب مــن قبــل أخصائيــن ذوى خــرة يف املجــال‬ ‫املعنــي‪.‬‬

‫• تحليــل مف ََّصــل للمخاطــر ولــكا الجانبــن الفنــي‬ ‫والتجــاري فضــاً عــن املخاطــر السياســية‪ ،‬إن‬ ‫وجــدت‪.‬‬

‫• أن تكــون عمليــة تعاقديــة شــفافة وجيــدة البنــاء‬ ‫والهيكلــة وعــى درجــة عاليــة مــن التنافســية‪.‬‬

‫• أن تكــون العمليــة التعاقديــة جيــدة البنــاء‬ ‫وشــفافة وتنافســية‪.‬‬

‫• أن تتوفــر طريقــة ســليمة لتقديــر ”القيمــة مقابل‬ ‫النقــود“‪ ،‬مبنيــة عــى منــاذج واضحــة‪ ،‬وأمثلــة‪،‬‬ ‫وطــرق تشــغيل قياســية‪.‬‬

‫• أن تتوفــر الرغبــة لــدى جهــة القطــاع العــام يف‬ ‫قبــول حلــول إبتكاريــة مــن جانــب املتقدمــن مــن‬ ‫القطــاع الخــاص‪.‬‬

‫• متابعــة ملراحــل العمــل تتــوزع عــى شــكل فصي‬ ‫وســنوي ومراقبــة مســتوى ونوعيــة التنفيذ‪.‬‬

‫• أن يقــدم عقــد تفصيــي‪ ،‬يتســع لتغيـرات معينــة‬ ‫يف متطلبــات املــرشوع عــى مــدى الزمــن‪.‬‬

‫• أن تتوفــر اإلرادة واإلرصار عــى تفعيــل رشاكــة‬ ‫القطــاع العــام والخــاص واألطــراف املعنيــة‬ ‫مبــا فيهــم الحكومــة واملســتثمرين واملقرضــن‬ ‫واملســتخدمن والعمــاء‪.‬‬

‫• أن توفــر رقابــة فعالــة عــى مقــاول القطــاع‬ ‫الخــاص مــن جانــب الحكومــة (القطــاع العــام)‪.‬‬ ‫وهــذا يشــمل مرحلــة التنفيــذ والتشــغيل بالكامــل‪،‬‬ ‫وبــروح الرغبــة يف تفعيــل الرشاكــة الشــاملة‪.‬‬ ‫• اختيــار املرشوعــات املناســبة ألجــراء الرشاكــة‪،‬‬ ‫بحيــث ال تكــون مشــاريع صغــره جــدا ً‪ ،‬مــع رغبــة‬ ‫واضحــة مــن القطــاع الخــاص يف املشــاركة‪.‬‬ ‫• اإلعــداد الجيــد للمــرشوع مــن حيــث تهيئــة‬ ‫دراســة واضحــة ملجــال العمــل (تحليــل للجــدوى)‬ ‫مــع توصيــف واضــح للمخرجــات‪ ،‬وفريــق مختــص‬ ‫للعمــل لديــه القــدرات والخـرات الكافيــة لتعاقــد‬ ‫ناجــح‪.‬‬

‫أنواع الرشاكة‪:‬‬

‫تص ّنــف الرشاكــة مــن خــال املفاهيــم والتوجهــات‬ ‫واملعايــر املعتمــدة يف التصنيف مثل منــط التنظيم‪،‬‬ ‫وأتخــاذ الق ـرار‪ ،‬ونــوع القطــاع‪ ،‬وطبيعــة النشــاط‪،‬‬ ‫وطبيعــة العقــد حيــث يتحــدد الــدور الــذي يقــوم‬ ‫بــه كل مــن القطــاع العــام والقطــاع الخــاص ضمــن‬ ‫الرشاكــة‪.‬‬

‫فالرتتيبــات املؤسســية تــرتاوح مابــن تــرك أمــر‬ ‫البنيــة األساســية لــإلدارة الحكوميــة أو تــرك أمرهــا‬ ‫كليــاً للقطــاع الخــاص‪ .‬وبــن هــذا وذاك توجــد‬ ‫ترتيبــات مؤسســية تــوزع فيهــا األدوار بــن الطرفن‪،‬‬

‫ويبــدو هــذا جليـاً يف حالــة إســناد خدمــات البنيــة‬ ‫األساســية مــن خــال عقــود الخدمــة‪ ،‬واإلدارة‪،‬‬ ‫والتأجــر‪ ،‬واالمتيــاز‪ ،‬وعقــود الرشاكــة‪ .‬أن أكــر‬ ‫التصنيفــات قبــوالً ينــدرج عــى أســاس اآليت‪-:‬‬ ‫‪ .1‬رشاكات تعاونية ‪collaborative Partnerships‬‬ ‫تتضمــن الرشاكــة التعاونيــة شــؤون اإلدارة وتنظــم‬ ‫هــذه الرشاكــة عــى أســاس تســاهمي بــن‬ ‫القطاعــن العــام والخــاص‪ ،‬حيــث تتصــف هــذه‬ ‫الرشاكــة بعاقــات أفقيــة بــن إطــراف الرشاكــة‪،‬‬ ‫ويتــم أتخــاذ القــرار باإلجــامع ويشــرتك جميــع‬ ‫الــرشكاء بــأداء املهــام والواجبــات وال يوجــد إرشاف‬ ‫منفــرد الي طــرف مبوجــب القواعــد التــي يفرضهــا‪.‬‬ ‫‪ . 2‬رشاكات تعاقدية ‪contracting Partnerships‬‬ ‫وتعنــى هــذا النــوع مــن الرشاكــة برتتيبــات‬ ‫توصيــل الخدمــات مبوجــب عقــد بــن طرفــن‬ ‫وتكــون العاقــات بــن أط ـراف الرشاكــة عموديــة‬ ‫مــع وجــود جهــة مرجعيــة واحــدة متــارس الرقابــة‬ ‫والســيطرة عــى النشــاط وعــى األط ـراف األخــرى‬ ‫املســاهمة يف الرشاكــة‪ ،‬إال أن هــذه الجهــة ال متارس‬ ‫أداء املهــام بــل تعتمــد عــى األط ـراف األخــرى يف‬ ‫ذلــك وتكــون قــادرة عــى إنهــاء الرشاكــة أحيانــا‬ ‫أحاديــا اســتنادا ً إىل معيــار العقــد الــذي يحكــم‬ ‫العاقــة بــن القطاعــن العــام والخــاص‪.‬‬ ‫ووفــق هــذان التصنيفــان يدخــل نظــام الرشاكــة‬ ‫بــن القطاعــن العــام والخــاص ضمــن ال ـرشاكات‬ ‫التعاونيــة بينــام تأخــذ الـرشاكات التعاقدية أشــكال‬ ‫عديــدة مثــل التأجــر‪ ،‬واإلدارة‪ ،‬والخدمــة‪ ،‬والبيــع‬ ‫الــكي أو الجــزيئ‪ ،‬والرشيــك اإلسـرتاتيجي‪ ،‬واالمتيــاز‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫تعريف الرشاكة بني‬ ‫القطاع العام و الخاص‬

‫ان الرشاكــة ‪ Public - Private Partnership‬أو‬ ‫(‪ )PPP‬تعنــى بأوجــه التفاعــل والتعــاون العديــدة‬ ‫بــن القطاعــن العــام والخــاص املتعلقــة بتوظيــف‬ ‫إمكانياتهــا البرشيــة واملاليــة واإلداريــة والتنظيميــة‬ ‫والتكنولوجيــة واملعرفيــة عــل أســاس من املشــاركة‪،‬‬ ‫وااللتـزام باألهــداف‪ ،‬وحريــة االختيــار‪ ،‬واملســؤولية‬ ‫املشــرتكة واملســاءلة مــن أجــل تحقيــق األهــداف‬ ‫االقتصاديــة واالجتامعيــة التــي تهــم العــدد األكــر‬ ‫مــن أف ـراد املجتمــع‪ ،‬حتــى يتمكــن املجتمــع مــن‬ ‫مواكبــة التطــورات املعــارصة بطريقــة فاعلــة‬ ‫وتحقيــق وضــع تنافــي أفضــل‪.‬‬ ‫يتبــن مــن التعريــف ان مفهــوم الرشاكــة مفهــوم‬ ‫حديــث‪ ،‬متعــدد األوجــه‪ ،‬ذو أهميــة متزايــدة‪ ،‬وهو‬ ‫مرتبــط بأبعــاد عديــدة يــرز منهــا البعــد اإلداري‬ ‫والتنظيمــي والتعــاوين واالقتصــادي واالجتامعــي‬ ‫والقانــوين‪.‬‬

‫ان الرشاكــة بــن القطــاع العــام والخــاص يف الــدول‬ ‫التــي تعتمدهــا تعــد مبثابــة عاقــة طويلــة األجــل‬ ‫بــن الجهــات اإلداريــة بالدولــة والقطــاع الخــاص‪،‬‬ ‫وتهــدف إىل قيــام القطــاع الخــاص بتقديــم خدمات‬ ‫أو تنفيــذ مرشوعــات كانــت أجهــزة الدولــة منوطــة‬ ‫بتنفيذهــا وذلــك دون اإلخــال بــدور الحكومــة يف‬ ‫النهــوض بالخدمــات واملرشوعات العامــة واإلرشاف‬ ‫عليهــا ولكــن فقــط مــن خــال نظــام جديــد‬ ‫للتعاقــد وتقديــم الخدمــة‪.‬‬

‫أهداف الرشاكة بني القطاع‬ ‫العام و الخاص‪:‬‬ ‫تتمثــل أهــم األهــداف التــي تتوخاهــا الحكومــات‬ ‫مــن الرشاكــة بــن القطــاع العــام والخــاص بــاآليت‪-:‬‬

‫• تغيــر نشــاط الحكومــة مــن التشــغيل للبنيــة‬ ‫األساســية والخدمــات العامــة إىل الرتكيــز عــى‬ ‫وضــع السياســات لقطــاع البنيــة األساســية؛ ووضــع‬ ‫األولويــات ألهــداف ومرشوعــات البنيــة األساســية‬ ‫ومراقبــة مقدمــي الخدمــات وتنظيــم الخدمــة‪.‬‬ ‫• إدخــال اإلدارة والكفــاءات التــى لــدى القطــاع‬ ‫الخــاص إىل مجــال الخدمــات العامــة‪ ،‬وإرشاكــه يف‬ ‫تحمــل املخاطــر‪.‬‬

‫• تحقيــق قيمــة أفضــل للتكلفــة فيــام يتعلــق‬ ‫باإلنفــاق العــام‪ .‬مبعنــى الســعر األمثــل للعميــل‬ ‫عــى أســاس التكلفــة عــى مــدار مــدة العقــد‪،‬‬ ‫وجــودة الخدمــة املقدمــة‪ ،‬واملخاطــر التــي يتحملها‬ ‫املشــارك‪ .‬فالســعر اإلجــاميل ملناقصــة القطاعــن‬ ‫العــام والخــاص املقدمــة مــن الرشيــك يجــب أن‬ ‫يكــون أقــل مــن التكلفــة التــي تتحملهــا الحكومــة‬ ‫لــو قامــت بتوفــر نفــس مســتوى الخدمــة‪،‬‬ ‫متضمنــة التكاليــف اإلضافيــة للمخاطــر (تجــاوزات‬ ‫التكلفــة ـ التأخــرات ‪ ...‬إلــخ) التــي ميكــن أن‬ ‫تواجههــا الحكومــة فيــام لــو قامــت هــي بالتنفيــذ‪.‬‬ ‫• تنفيــذ مرشوعــات االســتثامر يف الوقــت املحــدد‬ ‫وبامليزانيــة املحــددة‪.‬‬ ‫• إدخــال االبتــكارات عــى تصميــم املــرشوع‬ ‫بالنســبة لألصــول والتشــغيل والصيانــة‪.‬‬

‫والخدمــات بأســاليب مســتحدثة وميكــن حــرص‬ ‫مــررات اللجــوء إىل أســلوب الرشاكــة بــاآليت‪-:‬‬ ‫• عــدم قــدرة الحكومــات عــى تحقيــق التنميــة‬ ‫املســتدامة مبفردهــا‪.‬‬ ‫• أتاحت الفرصة لتخفيض تكلفة املشاريع‪.‬‬ ‫• املنافســة املتزايــدة والرغبــة يف زيــادة معــدالت‬ ‫النمــو‪.‬‬ ‫• محدوديــة املــوارد املاليــة والبرشيــة والتكنولوجية‬ ‫لــدى القطــاع العــام بســبب تعــدد املجــاالت‬ ‫واملشــاريع التــي يتطلــب تنفيذهــا حيــث من شــأن‬ ‫الرشاكــة أن تعمــل عــى تخفيــف حــدة املنافســة‬ ‫بــن هــذه املجــاالت مــن خــال تبــادل االلتزامــات‬ ‫بــن الــرشكاء‪.‬‬

‫• نقــل املخاطــر التــي ميكــن إدارتهــا بشــكل أفضــل‬ ‫وذلــك بواســطة إرشاك القطــاع الخــاص بعيــدا ً عــن‬ ‫املــوارد املحــدودة للحكومــة‪.‬‬

‫• محدوديــة مــوارد التمويــل املخصــص لرامــج‬ ‫التنميــة االجتامعيــة‪ ،‬وارتفــاع الطلــب عى تحســن‬ ‫الخدمــات املقدمــة مــن املؤسســات الحكوميــة‪.‬‬

‫مربرات الرشاكة بني‬ ‫القطاع العام و الخاص‪:‬‬

‫• زيــادة الفاعليــة والكفــاءة مــن خــال االعتــامد‬ ‫عــى امليــزة املقارنــة وعــى تقســيم العمــل‬ ‫العقــاين‪.‬‬

‫تعتــر رشاكــة القطاعــن العــام والخــاص منوذجــاً‬ ‫متطــورا ً ألنشــطة األعــامل التــي تســاعد عــى‬ ‫زيــادة اســتثامرات القطــاع الخــاص يف كافــة‬ ‫مجــاالت النشــاط االقتصــادي واالجتامعــي‪ ،‬وذلــك‬ ‫مــن أجــل الوفــاء باحتياجــات املجتمــع مــن الســلع‬

‫• تزويــد الــرشكاء املتعدديــن بحلــول متكاملــة‬ ‫تتطلبهــا طبيعــة املشــاكل ذات العاقــة‪.‬‬ ‫• التوسع يف أتخاذ القرار خدمة للصالح العام‪.‬‬ ‫• تحقيق قيمة أعى لألموال املستثمرة‪.‬‬

‫ ‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 99‬‬

‫الشراكة بي القطاع العام‬ ‫والخاص‪ :‬الطريق المثللتعزيز‬ ‫التنمية الستدامة‬ ‫‪Public – Private Partnership‬‬ ‫مقدمة‪:‬‬

‫يحظــى موضــوع الرشاكــة بــن القطاعــن العــام‬ ‫والخــاص ‪– Public - Private Partnership -‬‬ ‫أو (‪ )PPP‬باهتــامم كبــر مــن قبــل الحكومــات‬ ‫واملجتمعــات واملراكــز البحثيــة يف مختلــف‬ ‫إنحــاء العــامل بعــد أن اتضــح بــان عمليــة التنميــة‬ ‫االقتصاديــة واالجتامعيــة تعتمــد عــى حشــد‬ ‫وجمــع كافــة إمكانــات املجتمــع مبــا فيهــا مــن‬ ‫طاقــات ومــوارد وخ ـرات كل مــن القطــاع العــام‬ ‫والخــاص لتشــارك يف تنظيــامت مؤسســية تتــوىل‬ ‫إنشــاء وتشــغيل املشــاريع مبختلــف أنواعهــا بعــد‬ ‫ان واجهــت التنظيــامت املؤسســية املنفصلــة‬ ‫واملســتقلة قطاعيــاً تحديــات وصعوبــات يف‬ ‫تحقيــق األهــداف التنمويــة باملســتويات الطموحة‬ ‫املســتهدفة‪ ،‬لذلــك تســعى الــدول املتقدمــة‬ ‫والناميــة عــى حــد ســواء إىل خلــق التنظيــامت‬ ‫املؤسســية والترشيعــات والنظــم لتبنــي التنظيامت‬ ‫التشــاركية التــي تســاهم فيهــا كافــة قطاعــات‬ ‫املجتمــع يف توجيــه وإدارة وتشــغيل املشــاريع‬ ‫واإلعــامل وتطويرهــا وتنميتهــا مــن اجــل خدمــة‬ ‫إغراضهــا عــى أســاس تشــارك تعــاوين وحوكمــة‬ ‫جيــدة ومســاءلة شــفافة ومنفعــة متبادلــة‪.‬‬ ‫وال يقتــرص أمــر ضــامن نجــاح الرشاكــة عــى‬ ‫الترشيعــات واألنظمــة فحســب وإمنــا البــد مــن‬ ‫خلــق روابــط بينهــا وبن مفهــوم الحوكمــة فكاهام‬ ‫لــه أبعــاد متعــددة ذات جوانــب إداريــة وقانونيــة‬

‫واقتصاديــة واجتامعيــة تلتقــي يف نقــاط مشــرتكة‬ ‫مســتندة إىل مبــادئ الشــفافية واإلفصاح واملســاءلة‬ ‫والحقــوق املتســاوية ألصحــاب املصلحــة وتحديــد‬ ‫املســؤوليات مــن أجــل رفــع كفــاءة اســتخدام‬ ‫املــوارد وتعزيــز القــدرة التنافســية وجــذب مصــادر‬ ‫التمويــل والتوســع يف املشــاريع لخلــق فــرص عمــل‬ ‫جديــدة ودعــم االســتقرار االقتصــادي ‪.‬‬ ‫ويــرى كثــر مــن الباحثــن ان موضــوع الرشاكــة‬ ‫مــازال يف املراحــل األوىل لوضــع مبــادئ وقواعــد‬ ‫ونظــم موحــدة تحكــم وتنظــم إشــكال ال ـرشاكات‬ ‫املتنوعــة بــن القطاعــن العــام والخــاص بحيــث‬ ‫تشــمل كافــة القطاعــات االقتصاديــة واالجتامعيــة‪،‬‬ ‫فمواضيــع رئيســية مثــل املفهــوم واملبــادئ واملعاير‬ ‫مازالــت تبحــث لتطويرهــا وبلورتهــا وتصنيفهــا‬ ‫لوضعهــا يف قواعــد واطــر محــددة‪.‬‬ ‫عامليــاً أصبحــت رشاكــة القطــاع العــام والخــاص‬ ‫ظاهــرة واضحــة خــال الســنوات العــرش األخــرة‬ ‫وذلــك ســعياً وراء املزيــد مــن االســتثامرات إضافــة‬ ‫إىل الضغــوط املتزايــدة عــى امليزانيــات الحكوميــة‬ ‫– وانخفــاض أســعار النفــط يف الــدول املصــدرة‬ ‫للنفــط ‪ -‬باإلضافــة إىل القلــق العــام تجــاه عــدم‬ ‫كفــاءة الخدمــات التــى تقدمهــا املؤسســات‬ ‫والــوكاالت الحكوميــة‪ .‬وتطبــق رشاكــة القطــاع‬ ‫العــام والخــاص بشــكل رئيــي يف مجــاالت البنيــة‬ ‫األساســية االقتصاديــة مثــل (االتصــاالت الاســلكية‬ ‫والطاقــة وامليــاه والطــرق)‪ .‬وكــام بــدأ مؤخــرا ً‬

‫تطبيــق الرشاكــة يف مشــاريع البنيــة األساســية‬ ‫االجتامعيــة مثــل (الصحــة والتعليــم والخدمــات‬ ‫األخــرى)‪ .‬مــن املتعــارف عليــه أن هــذه الخدمــات‬ ‫كان يتــم تقدميهــا بشــكل أســايس مــن قبــل القطــاع‬ ‫العــام‪ ،‬إذ يســتلزم الكثــر منهــا ضــ ّخ اســتثامرات‬ ‫كبــرة‪ ،‬كــام تحتــاج كثــل هــذه املشــاريع إىل وقــت‬ ‫طويــل قبــل أن تبــدأ يف إعطــاء عائــد اقتصــادي‪،‬‬ ‫وعــادة مــا تكــون الحكومــات راغبــة يف أن تســتمر‬ ‫قدرتهــا يف الســيطرة عــى تقديــم تلــك الخدمــات‬ ‫نظـرا ً لرضورتهــا للمجتمعــات الحديثــة‪ ،‬والعتبارات‬ ‫اجتامعيــة ـ إال ان بســبب انخفــاض درجــة كفــاءة‬ ‫بعــض الخدمــات البنيــة األساســية املقدمــة مــن‬ ‫قبــل القطــاع العــام وارتفــاع أســعارها‪ ،‬إضافــة إىل‬ ‫ندرتهــا‪ ،‬تتزايــد أهميــة اعتــامد مبــدأ الرشاكــة بــن‬ ‫القطــاع العــام والخــاص مــن أجــل الوصــول إىل‬ ‫تنميــة أكــر كفــاءة واســتدامة‪.‬‬ ‫ان الرغبــة يف الحصــول عــى خدمــات أفضــل‬ ‫وبكفــاءة أعــى‪ ،‬إضافــة إىل الحاجــة إىل مصــادر‬ ‫إضافيــة للتمويــل تدفــع الحكومــات بشــكل متزايد‬ ‫إىل تبنــي رشاكــة القطــاع العــام والخــاص لتقديــم‬ ‫هــذه الخدمــات‪ .‬وملــا للرشاكــة بــن القطــاع العــام‬ ‫والخــاص مــن أهميــة خاصــة القتصــادات الــدول‬ ‫الناميــة‪ ،‬ســنقوم مــن خــال هــذه املقالــة بإلقــاء‬ ‫الضــوء عــى تعريــف الرشاكــة ومــررات اللجــوء‬ ‫إليهــا ومتطلبــات نجاحهــا وأنواعهــا ومزاياهــا وذلك‬ ‫كــام يــي‪:‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫* الحــ ّد مــن توفــر األطعمــة املعالجــة صناعيــاً‬ ‫واملرشوبــات املحــاة‪ ،‬وكذلــك خفــض الكميــات‪.‬‬ ‫* اســتحداث رضيبــة عــى الســكر لتشــجيع االتجاه‬ ‫إىل الطعــام الصحي‪.‬‬ ‫تطبيق ملراقبة السكر يف طعام األطفال‬ ‫وتحــث هيئــة الصحــة العامــة يف إنجلــرتا اآلبــاء‬ ‫واألمهــات عــى التســجيل للحصــول عــى تطبيــق‬ ‫مجــاين يخرهــم بكميــة الســكر يف الطعــام‬ ‫وال ـرشاب‪ .‬ويعمــل “التطبيــق الــذيك للســكر” عــر‬ ‫مســح الرمــوز الرشيطيــة “الباركــود” والكشــف عن‬ ‫كميــات الســكر بوحــدة املكعبــات أو الغرامــات‪.‬‬ ‫ويأمــل املســؤولون أن يســاعد هــذا التطبيــق‬ ‫الــذي أطلقتــه الهيئــة يف مكافحــة تســوس األســنان‬ ‫والســمنة ومــرض الســكري مــن النــوع الثــاين‪ ،‬وأن‬ ‫يشــجع األرس عــى اختيــار بدائــل صحيــة‪ .‬وتقــول‬ ‫هيئــة الصحــة العامــة إن األطفــال الصغــار يتناولون‬ ‫كميــات مــن الســكر تفــوق الحــد األدىن املــوىص به‬ ‫بثــاث م ـرات‪.‬‬ ‫وأطلقــت الهيئــة حملــة إعانيــة جديــدة بعنــوان‬ ‫“تغيــر مــن أجــل الحيــاة” تتضمــن تطبيق الســكر‪،‬‬ ‫وتشــر إىل أن األطفــال الذيــن تـرتاوح أعامرهــم بن‬ ‫‪ 4‬و‪ 10‬ســنوات يســتهلكون يف املتوســط ‪ 22‬كلــغ‬ ‫مــن الســكر املضــاف يف الســنة‪ ،‬ويعادل هــذا ‪5500‬‬ ‫قطعــة ســكر‪ ،‬أو أكــر مــن وزن متوســط طفــل‬ ‫يبلــغ مــن العمــر خمــس ســنوات‪.‬‬ ‫وقــد تــم تطويــر التطبيــق لرفــع مســتوى الوعــي‬ ‫بكميــة الســكر يف الغــذاء والــرشاب اليومــي‪،‬‬ ‫ويعمــل عــى أكــر مــن ‪ 75‬ألــف منتــج‪ ،‬ويقــدم‬ ‫دليــاً رسيعــاً ملســاعدة اآلبــاء واألمهــات عــى‬ ‫تقييــم املشــرتيات املحتملــة التــي قــد تــرض بصحــة‬ ‫أطفالهــم‪.‬‬ ‫ميزانية بريطانية تقشفية بـ”السكر‬ ‫عندمــا أعلــن وزيــر املاليــة الريطــاين جــورج‬ ‫اوزبــون أمــام الرملــان يف شــهر أبريــل ‪2016‬‬ ‫املوازنــة الســنوية العامــة لريطانيــا‪ ،‬خرجــت‬ ‫بإجــراءات تقشــفية جديــدة تتمثــل يف القيــام‬ ‫بتخفيــض نفقــات الحكومــة مبقــدار ‪ 3.5‬مليــار‬ ‫جنيــه إســرتليني بحلــول عــام ‪ .2020‬إال أن أبــرز مــا‬ ‫تناولتــه الصحــف الريطانيــة حــول امليزانيــة هــو‬ ‫فــرض رضيبــة عــى املرشوبــات الغازيــة الســكرية‪،‬‬

‫تراوحــت مــا بــن ‪ 18‬إىل ‪ 24‬بنــس لــكل لــرت‪ ،‬وذلــك‬ ‫حســب نــوع املــرشوب ونســبة تركيــز الســكر فيــه‪.‬‬ ‫وإلن هــذه الرضيبــة ســيبدأ تطبيقهــا اعتبــارا ً مــن‬ ‫عــام ‪ 2018‬ســتكون حصيلتهــا ‪ 520‬مليــون جنيــه‬ ‫إســرتليني‪ ،‬توجــه لصالــح النشــاطات الرياضيــة‬ ‫املدرســية‪.‬‬ ‫وأعتــر أوزبــورن أن ميزانيتــه هــذه هــي ميزانيــة‬ ‫تخــدم األجيــال القادمــة‪ ،‬بحســب مــا ذكرتــه‬ ‫تقاريــر بعــض الصحــف الريطــاين وتحــت عنــوان‬ ‫«الرضائــب عــى املرشوبــات الســكرية هديــة‬ ‫أوزبــورن للجيــل القــادم»‪ .‬وعلقــت بعــض الصحف‬ ‫عــى هــذا بــأن أوزبــورن قصــد برفــع الرضيبــة‬ ‫عــى املرشوبــات الســكرية معالجــة مشــكلة‬ ‫الســمنة عنــد األطفــال بســبب إفراطهــم يف تنــاول‬ ‫املرشوبــات الغازيــة‪ ،‬وكذلــك مــرىض الســكري‪.‬‬ ‫لكــن الصحــف الريطانيــة وجهــت أنتقــادات الذعة‬ ‫للميزانيــة واعترتهــا مبثابــة «العســل املمــزوج‬ ‫باملــرارة» عــى حــ ّد وصــف صحيفــة «املــرتو»‪.‬‬ ‫فيــام قالــت عنهــا صحيفتــا «الديــي تلجــراف»‬ ‫و«التاميــز» انهــا «الســكر املمــزوج بالحبــة املــرة»‪.‬‬ ‫وكانــت صحيفــة «االندبندنــت» األكــر ســخرية‬ ‫بنرشهــا كاريكاتــر ألوزبــورن حامـاً بيــده ملعقــة‬ ‫مليئــة بالســكر يقدمهــا للمواطنــن يف إشــارة إىل‬ ‫الرضائــب املفروضــة عــى املرشوبــات الســكرية‪.‬‬

‫خامتة‪:‬‬

‫تحتــاج بريطانيــا إىل تطبيــق فعــي لهــذه‬ ‫اإلسـرتاتيجية مــن خــال البــدء يف وضــع الخطــوات‬ ‫الحقيقيــة ومحــددة لتقليــل الســكر يف املرشوبــات‬ ‫غــر الكحوليــة يف أقــرب وقــت دون أي تأخــر‬ ‫أو أعــذار‪ .‬وكــام يقــول الدكتــور عاصــم مالهوت ـرا‪،‬‬ ‫طبيــب القلــب ومديــر العلــوم مبجموعــة “التحــرك‬ ‫بشــأن الســكر” ‪ ،‬إنــه “مــن املخــزي أن تســتمر‬ ‫صناعــة األغذيــة يف إنفــاق املليــارات عــى اإلعــان‬ ‫عــن األطعمــة الريعــة التــي تســتهدف األطفــال”‪.‬‬ ‫وأضــاف “حــان الوقــت لوضــع حـ ّد لخرافــة وجــود‬ ‫صلــة بــن البدانــة والنشــاط الجســدي‪ ،‬والفصــل‬ ‫بــن األطعمــة الريعــة والرياضــة”‪.‬‬ ‫بــدأت مجموعــة مــن األطبــاء يف بريطانيــا حملــة‬ ‫للضغــط عــى مصانــع املــواد الغذائيــة واملطاعــم‬ ‫مــن أجــل خفــض نســبة الســكر املضــاف إىل‬ ‫املأكــوالت الجاهــزة بنســبة ‪ ،%30‬واعتمــد هــؤالء‬

‫األطبــاء عــى حقيقــة مفادهــا أن “الســكر أكــر‬ ‫خطــورة مــن التدخــن”‪.‬‬ ‫ويبــدوا واضحــاً جــدا ً مــن أن الحملــة الوطنيــة‬ ‫الريطانيــة مــن أجــل مكافحــة داء الســمنة يف‬ ‫بريطانيــا لهــا ارتبــاط وثيــق بحملة مكافحة الســكر‬ ‫واملنتجــات التــي تحتــوي عــى كميــات الكبــرة من‬ ‫الســكر التــي يتــم اســتهاكها مــن قبــل النــاس‪ ،‬ألن‬ ‫الســكر هــو الســبب الرئيــس للســمنة‪ ،‬وأن خفــض‬ ‫هــذه الكميات ســيؤدي إىل تراجع يف نســبة انتشــار‬ ‫الســمنة التــي تســبب الكثــر مــن األمـراض‪ ،‬والتــي‬ ‫يعترهــا األطبــاء مرض ـاً بحــد ذاتهــا‪ .‬حيــث ثبــت‬ ‫علميـاً بــأن مــن قبــل األطباء إن الســكر املضــاف إىل‬ ‫الطعــام يجعــل املســتهلكن أكــر رشاهــة يف األكل‪،‬‬ ‫كــام أنــه يحتــوي يف الوقــت ذاتــه عــى كميــات من‬ ‫الســعرات الحراريــة متثــل رضرا ً للجســم‪.‬‬ ‫واثبتــت األبحــاث والنتائــج العلميــة بــأن الســكر‬ ‫املضــاف إىل الطعــام ليــس لــه أيــة قيمــة غذائيــة‬ ‫عــى اإلطــاق‪ ،‬بــل هــو يتســبب بالشــعور بعــدم‬ ‫الشــبع‪ ،‬كــام أنــه ســبب رئيــس للســمنة‪ ،‬وهنــاك‬ ‫أدلــة وبراهــن متزايــدة تؤكــد أنــه يلعــب دورا ً‬ ‫مهــامً يف زيــادة الدهــون يف الكبــد‪.‬‬ ‫أن هــذا مبثابــة تحذيــر تطلقــه الحمــات التــي‬ ‫تســتهدف التقليــل مــن الســكر يف املنتجــات‬ ‫الغذائيــة‪ ،‬وهــو تحذيــر طبــي يتحــول إىل حملــة‬ ‫للضغــط عــى املصانــع‪ ،‬خاصــة منتجــي املرشوبــات‬ ‫الغازيــة‪ ،‬مــن أجــل خفــض نســب الســكر يف‬ ‫منتجاتهــم‪.‬‬ ‫أخذ بترصف من املصادر‪-:‬‬ ‫* بريطانيا تعانـي من ارتفاع معدالت السمنة لدى‬ ‫االطفال‪ ،‬صحيفة الدستور‬ ‫‪/http://www.addustour.com/14468‬‬ ‫* بريطانيا‪“ :‬رجل أوروبا البدين”‬ ‫‪https://www.webteb.com/articles‬‬ ‫* حملة يف بريطانيا لفرض “رضيبة عى السكر” ملكافحة‬ ‫بدانة األطفال‬ ‫‪http://www.bbc.com/arabic/worldnews‬‬ ‫* ميزانية بريطانية تقشفية لصالح األجيال القادمة‬ ‫‪http://omandaily.om/?p=332195‬‬ ‫* بريطانيا‪ ..‬رضيبة محتملة عى السكر ملكافحة السمنة‬ ‫‪http://www.almowaten.net/2015/10‬‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 101‬‬

‫األســباب‪ .‬ولهــذا يجــب ان نتوقــف عــن لــوم الناس‬ ‫لكونهــم بُــدن‪ ،‬وبــدالً مــن ذلــك نقــدم الدعــم لهــم‬ ‫يف التحكــم بأوزانهــم”‪.‬‬ ‫وميكــن للحكومــة أن تلعــب دورا ً إيجابيـاً يف العمل‬ ‫مــع القطــاع الخــاص ملســاعدة النــاس عــى إتخــاذ‬ ‫خيــارات صحيــة ملنــع زيــادة الــوزن وذلــك عــن‬ ‫طريــق وضــع رضيبــة محتملــة عــى املنتجــات‬ ‫التــي تحتــوي عــى الســكر ‪.‬‬ ‫رضيبة السكر‪:‬‬ ‫اقرتحــت أليســون تيدســون‪ ،‬األكادمييــة املختصــة‬ ‫بالتغذيــة لــدى هيئــة الصحــة الريطانيــة العامــة‪،‬‬ ‫فــرض رضيبــة عــى الســكر ملواجهــة الســمنة يف‬ ‫البــاد‪ ،‬وذلــك وفــق ما نقلــت صحيفــة “الغارديان”‪،‬‬ ‫اقرتحــت عــى نــواب بالرملــان أن تعتمــد لنــدن‬ ‫مقاربــة رضيبيــة تفــرض عــى املرشوبــات التــي‬ ‫تحتــوي عــى نســبة عاليــة مــن الســكر‪ ،‬وترفــع‬ ‫احتــامل اإلصابــة بالســمنة لــدى مــن يقبلــون عليها‬ ‫بكــرة”‪ .‬وأضافــت أن مثــة رضورة إلعــادة النظــر يف‬ ‫اإلعانــات املروجــة ملرشوبــات ومنتجــات تحتــوي‬ ‫عــى كميــة مهمــة مــن الســكر‪ ،‬إضافــة إىل رفــع‬ ‫أســعارها‪ ،‬الــذي ســيحدث تلقائيــاً عنــد فــرض‬ ‫رضائــب عــى الســكر‪.‬‬

‫أمــا الطاهــي والكاتــب الريطــاين املختــص‬ ‫بالتغذيــة‪ ،‬جيمــي أوليفــر‪ ،‬فقــال إنــه بحــث مــع‬ ‫رئيــس الــوزراء ديفيــد كامــرون‪ ،‬فــرض رضيبــة‬ ‫تقــدر بـــ ‪ %20‬عــى املرشوبــات التــي تشــتمل عى‬ ‫نســبة كبــرة مــن الســكر‪ .‬وبهــذا تعكــف الحكومــة‬ ‫الريطانيــة عــى إعــداد خطــة إسـرتاتيجية ملواجهــة‬ ‫الســمنة يف البــاد‪ ،‬بغــرض تقليــل التبعــات الصحية‬ ‫التــي تتســبب بهــا‪.‬‬

‫ ‬

‫الصحــة‪ .‬وتقــول إن واحــدا ً مــن بــن كل خمســة‬ ‫أطفــال بريطانيــن يبلغــون مــن العمــر ‪ 11‬عامــاً‬ ‫يعانــون مــن البدانــة‪ ،‬بينــام يعــاين واحــد مــن بــن‬ ‫كل ثاثــة مــن زيــادة يف الوزن‪ .‬وأصــدرت املجموعة‬ ‫خطــة عمــل للحكومــة بنــاء عــى طلــب وزيــر‬ ‫الصحــة‪ ،‬جرميــي هانــت‪ .‬وقــال رئيــس املجموعــة‪،‬‬ ‫غراهــام ماكغريغــور‪ ،‬إن السياســات الحاليــة غــر‬ ‫فعالــة‪ ،‬وإنــه ميكــن تجنــب البدانــة “بتغيــر طبيعة‬ ‫الطعــام”‪ .‬مــن أهــداف هــذه املجموعــة والتــي‬ ‫تســعى إىل تحقيقهــا عــى أرض الواقــع‪-:‬‬

‫“سياسات فعالة”‬ ‫ودعــت مجموعــة بريطانيــة ناشــطة يف مجــال‬ ‫الصحــة‪ ،‬تطلــق عــى نفســها “التحــرك بشــأن‬ ‫الســكر”‪ ،‬الحكومــة إىل فــرض رضيبــة عــى الســكر‬ ‫وتخفيــض نســبته يف األطعمــة املحــاة بنســبة ‪%40‬‬ ‫بحلــول عــام ‪ .2020‬ودعــت املجموعــة الريطانيــة‬ ‫الحكومــة إىل فــرض “رضيبــة الســكر” للمســاعدة‬ ‫يف مكافحــة البدانــة لــدى األطفــال‪ ،‬وكذلــك للح ـ ّد‬ ‫مــن نســبة الدهــون يف الطعــام ومنــع رشكات‬ ‫املأكــوالت الريعــة مــن رعايــة األحــداث الرياضية‬ ‫مالي ـاً‪ .‬وقالــت وزارة الصحــة إنهــا ســتدرس هــذه‬ ‫التوصيــات‪.‬‬

‫* قطــع العاقــة بــن األنشــطة الرياضيــة والبدانــة‬ ‫عــن طريــق منــع متويــل رشكات األطعمــة الريعــة‬ ‫لهــذه األنشــطة والفعاليــات الرياضيــة‪.‬‬

‫وتضــم مجموعــة “التحــرك بشــأن الســكر” عــددا ً‬ ‫مــن االختصاصيــن املهتمــن بالســكر وتأثــره عــى‬

‫* تقليــل الدهــون يف األطعمــة املعالجــة صناعيــاً‬ ‫بنســبة ‪ %15‬بحلــول ‪.2020‬‬

‫* تقليــل نســبة الســكر املضــاف لألطعمــة بنســبة‬ ‫‪ %40‬بحلــول عــام ‪.2020‬‬ ‫* منــع كل أشــكال تســويق األطعمــة واملرشوبــات‬ ‫املعالجــة صناعيـاً وغــر الصحيــة لألطفــال‪.‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫والصحــة الســكانية يف جامعــة اكســفورد بــأن‬ ‫“األطفــال ذوي الــوزن الزائــد أكــر عرضــة ليصبحــوا‬ ‫بالغــن زائــدي الــوزن”‪.‬‬

‫التجربة الكوبية‪:‬‬

‫يتطلــب مكافحــة نزعــة الســمنة يف أي مجتمــع أن‬ ‫يبــدأ النــاس بتبنــي منــط تفكــر مختلــف‪ ،‬تقــوم‬ ‫الحكومــات واملؤسســات العامــة والخاصــة بــدور‬ ‫كبــر مــن جهــة التوعيــة وخلــق بيئــة تشــجع عــى‬ ‫عــادات األكل الصحــي والنشــاط البــدين‪.‬‬

‫إال أنــه ال يوجــد حاليــاً أي بلــد يف أوروبــا لديــه‬ ‫إســرتاتيجية شــاملة طويلــة األجــل للتعامــل مــع‬ ‫التحديــات التــي تفرضهــا الســمنة‪ .‬وتعتــر دولــة‬ ‫كوبــا البلــد الوحيــد الــذي تبنــى إســرتاتيجية‬ ‫ناجحــة يف مكافحــة الســمنة‪ .‬وقــد ســاعد يف ذلــك‬ ‫مــا تعرضــت لــه كوبــا مــن حصــار اقتصــادي جائــر‬ ‫مــن قبــل الواليــات املتحــدة األمريكيــة مــام أدى‬ ‫لحــدوث انكــامش اقتصــادي قــد ســاهم إىل جنــب‬ ‫التوعيــة الصحيــة التــي انتهجتهــا الحكومــة الكوبية‬ ‫يف خفــض وزن املواطنيــن‪ ،‬وأصبحــت عــادة تبناهــا‬ ‫املجتمــع بأكملــه‪ .‬وشــهدت كوبــا خــال العقــود‬ ‫القليلــة املاضيــة انخفاضـاً كبـرا ً يف انتشــار األمراض‬ ‫القلبيــة الوعائيــة والســكري مــن النمــط ‪ 2‬وأمراض‬ ‫الرطــان والوفيــات الناجمــة عنهــا‪.‬‬ ‫وقــد درســت التجربــة الكوبيــة يف هــذا الخصــوص‬ ‫مــن قبــل العديــد مــن املؤسســات‪ ،‬خلُصــت‬ ‫الدراســات إىل أن أســاس التجربــة الكوبيــة ان‬ ‫املبــادرات الوطنيــة التــي تشــجع النــاس عــى أكل‬ ‫أقــل وبــذل نشــاط أكــر ميكــن أن تكــون فعالــة‬ ‫يف معالجــة مســتويات الســمنة‪ .‬كــام واعرتفــت‬ ‫الحكومــة الريطانيــة أن الجهــود الســابقة مل تنجــح‬ ‫يف إحــداث تغيــر جــذري وإن هنــاك حاجــة إىل‬ ‫نهــج جديــد‪.‬‬

‫التجربة الفنلندية‪:‬‬

‫الحكومــة الفنلنديــة منــذ عــام ‪ 2011‬ســاهمت يف‬ ‫تقليــل مشــكلة الســمنة ومشــكلة أدمــان الكحــول‬ ‫بزيــادة الرضائــب عــى كل املأكــوالت التــي تحتــوي‬ ‫عــى الســكر والشــوکاته وإضافــة رضائــب مرتفعــة‬ ‫جــدا ً عــى املرشوبــات الروحيــة وعــى املرشوبــات‬ ‫الغازيــة‪ ،‬وكل عــام تــزداد هــذه الرضائــب والنتيجــة‬ ‫كانــت إيجابيــة جــدا ً حســب اإلحصائــات مقارنــة‬

‫بعــام ‪ .2010‬فنســبة الســمنة انخفضــت يف فنلنــدا‬ ‫مــن ‪ %70‬إىل ‪ ،%48‬وانحفضــت نســبة مدمنــي‬ ‫الكحــول مــن عــرشة لــرت لــكل شــخص يف الســنة إىل‬ ‫ســتة لـرتات يف الســنة وإن هــذا االنخفــاض بتزايــد‬ ‫مطــرد‪ .‬وبــدأت الحكومــة مؤخ ـرا ً بخطــة تهــدف‬ ‫مبحاربــة التدخــن والســجائر ومنــع التدخــن يف‬ ‫األماكــن العامــة وحتــى يف املطاعــم واملقاهــي‬ ‫والبــارات ومواقــف البــاص‪ ،‬وايضــاً يف داخــل‬ ‫البيــوت خاصــة أذا مــا كانــت تضــم عائلــة‪.‬‬

‫محاوالت بريطانية‪:‬‬

‫منــذ عــام ‪ 2011‬قامــت الحكومــة الريطانيــة بتبني‬ ‫وثيقــة تحــت عنــوان “الحيــاة الصحيــة ‪ -‬األشــخاص‬ ‫األصحــاء”‪ ،‬وهــي وثيقــة سياســية تحــدد فيهــا‬ ‫الحكومــة رؤيتهــا لكيفيــة عمــل املجتمــع ككل يف‬ ‫إحــداث تغيــر جــذري بحلــول عــام ‪ .2020‬ومــن‬ ‫اإلجــراءات التــي تتخذهــا الحكومــة ملســاعدة‬ ‫النــاس عــى إتخــاذ خيــارات صحيــة أفضــل اآليت‪-:‬‬ ‫* نصــح النــاس بشــان الخيــارات الغذائيــة الصحيــة‬ ‫ومامرســة النشــاط البــدين مــن خــال الرنامــج‬ ‫تغيــر مــدى الحيــاة ‪Change4Life‬؛‬

‫* تحســن لصاقات التوســيم عــى الطعــام والرشاب‬ ‫ملســاعدة النــاس عى إتخــاذ الخيــارات الصحية؛‬ ‫* تشــجيع املتاجر يف الشــوارع الرئيســية عى إدراج‬ ‫معلومــات عــن الســعرات الحراريــة عــى قوائــم‬ ‫الطعــام الخاصــة بهــا حتــى يتمكــن النــاس مــن‬ ‫إتخــاذ خيــارات صحيــة؛‬

‫* أعطــاء النــاس إرشــادات عــن مقــدار النشــاط‬ ‫البــدين الــذي يجــب ان يقومــوا بــه؛‬ ‫* طلبــت الحكومــة أيضــاً مــن املتاجــر القيــام‬ ‫بدورهــم يف مســاعدة الجميــع‪ ،‬مــن املوظفــن‬ ‫للعمــاء‪ ،‬يف إتخــاذ خيــارات صحيــة مــن خــال‬ ‫تعهــدات صفقــة املســؤولية ‪Responsibility‬‬ ‫‪Deal‬؛‬ ‫* إلتــزم مصنعــو املــواد الغذائيــة وبائعــو التجزئــة‬ ‫وقطــاع الضيافــة بخفــض كميــة الدهــون والســكر‬ ‫وامللــح يف املنتجــات الغذائيــة الشــعبية‪ ،‬وتشــجيع‬ ‫النــاس عــى تنــاول املزيــد مــن الفاكهــة والخضــار‪،‬‬ ‫وتقليــل حجــم الوجبــات ووضــع معلومــات‬ ‫الســعرات الحراريــة عــى القوائــم‪.‬‬ ‫* ورغــم أن كل شــخص مســؤول يف النهايــة عــن‬ ‫صحتــه‪ ،‬وأننــا احــرارا ً يف إتخــاذ قراراتنــا بشــأن‬ ‫النظــام الغــذايئ والنشــاط البــدين الخــاص بنــا‬ ‫وبعائاتنــا‪ ،‬لكــن املتاجــر الكبــرة ومصنعــي املــواد‬ ‫الغذائيــة ملزمــون أن يقدمــون مســبقاً الخيــارات‬ ‫لنــا مــن خــال اإلعــان الرصيــح عــن كميــة‬ ‫الدهــون والســكر يف منتجاتهــا‪ ،‬وأي مــواد أخــرى يف‬ ‫محتوياتهــا‪.‬‬ ‫وحــول هــذا‪ ،‬يقــول الروفيســور جــب‪“ ،‬أنــه‬ ‫ليــس فقــط أن يختــار النــاس ان يكونــوا بُــدن‪،‬‬ ‫فالبيئــة التــي نعيــش فيهــا ميكــن أيضـاً أن تعطينــا‬ ‫اإلمكانــات لنكــون بُــدن‪ .‬فالبيئــة التــي نعيــش فيها‬ ‫مــن الســهل حــن ميكنك تنــاول طعــام أكــر وتكون‬ ‫أقــل نشــاطاً‪ .‬وأن البدانــة تحــدث لعديــد مــن‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 103‬‬

‫لتخفيــف الــوزن يك يعــود جســمه لوزنــه الطبيعي‪.‬‬ ‫كــام بــن الدكتــور الجــارس أن زراعــة البنكريــاس‬ ‫وزراعــة الخايــا الجذعيــة وغرهــا مــن املحــاوالت‬ ‫ال تــزال يف بداياتهــا ومل يثبــت متامــاً حتــى اآلن‬ ‫نجاحهــا‪.‬‬ ‫أمــا بالنســبة لألطفــال‪ ،‬فاإلحصائيــات تظهــر أن‬ ‫نســبة الســكري لــدى األطفــال يف اململكــة العربيــة‬ ‫الســعودية وصلــت إىل أرقــام مخيفــة وهــي يف‬ ‫ازديــاد عامـاً بعــد عــام‪ ،‬حيــث تبــن أن مــا نســبته‬ ‫‪ %36‬مــن أطفــال اململكــة مصابــون بالســمنة‪،‬‬ ‫واألطفــال البدنــاء معرضــون أكــر مــن غرهــم‬ ‫لإلصابــة بالســكري‪.‬‬ ‫وأكــد األختصاصيــن بهــذا الشــأن أن الســكري‬ ‫عــى نوعــن‪ ،‬األول مــا يصيــب األطفــال وســببه‬ ‫غــر معــروف وهــو عبــارة عــن خلــل يف الجهــاز‬ ‫املناعــي وفقــدان األنســولن‪ ،‬وزيــادة اإلصابــة بــه‬ ‫يشء ماحــظ ولكــن ليــس هنــاك ســبب واضــح أو‬ ‫محــدد‪ .‬وعــن احتامليــة الشــفاء مــن هــذا النــوع‬ ‫مــن الســكري‪ ،‬فإنهــا قــد تصــل إىل صفــر يف املائــة‬ ‫حتــى بعــد وصــول الطفــل ملرحلــة البلــوغ‪.‬‬ ‫أمــا النــوع الثــاين مــن الســكري الــذي يصيــب‬

‫الكبــار عــادة‪ ،‬فإنــه بــدأ يصيــب حتــى األطفــال‬ ‫يف اململكــة‪ ،‬وأيضــاً بســبب زيــادة الــوزن وقلــة‬ ‫الحركــة‪.‬‬

‫اململكة املتحدة‪:‬‬

‫يف بريطانيــا التــي فــازت بامتيــاز كونهــا “رجــل‬ ‫أوروبــا البديــن”‪ ،‬يعــاين واحــد مــن كل أربعــة‬ ‫بالغــن يف بريطانيــا مــن الســكري والبدانــة وفق ـاً‬ ‫ملنظمــة األغذيــة والزراعــة التابعــة لألمــم املتحــدة‪،‬‬ ‫وعــى ضــوء هــذا نالــت بريطانيــا هــذا اللقــب‬ ‫الــيء‪ .‬فاململكــة املتحــدة لديهــا أعــى مســتوى‬ ‫بدانــة يف أوروبــا الغربيــة متقدمــة عــى دول مثــل‬ ‫فرنســا وأملانيــا وإســبانيا والســويد وفقــاً لتقريــر‬ ‫عــام ‪ .2013‬إذ تضاعفــت مســتويات اإلصابــة مبرض‬ ‫الســكري والســمنة يف اململكــة املتحــدة إىل أكــر‬ ‫مــن ثاثــة أضعــاف يف األعــوام الـــ ‪ 30‬املاضيــة‪،‬‬ ‫ووفق ـاً للتقدي ـرات الحاليــة ميكــن أن يعــاين أكــر‬ ‫مــن نصــف الســكان مــن البدانــة ومــرض الســكري‬ ‫بحلــول عــام ‪.2050‬‬ ‫ويلقــى باللــوم يف ســبب الزيــادة الريعــة يف مرض‬ ‫الســكري والبدانــة يف بريطانيــا عــى أمنــاط حياتنــا‬ ‫الحديثــة‪ ،‬مبــا يف ذلــك إنتشــار اســتخدام الســيارة‬

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‫والتلفــاز والحاســوب والوظائــف املكتبيــة واألغذيــة‬ ‫ذات الســعرات الحراريــة العاليــة‪ .‬كتب الروفســور‬ ‫ترينــس ستيفنســون يف تقريــر عــام ‪ 2013‬حــول‬ ‫أزمــة البدانــة الوطنيــة الريطانيــة (أكادمييــة‬ ‫الكليــات امللكيــة الطبيــة ‪ )AoMRC‬أن اململكــة‬ ‫املتحــدة فــازت بامتيــاز بلقــب رجــل أوروبــا‬ ‫البديــن‪ ،‬يقــول “ليــس مــن قبيــل املبالغــة القــول‬ ‫بإنهــا أكــر أزمــة صحيــة عامــة تواجــه اململكــة‬ ‫املتحــدة اليــوم‪ ،‬حيــث تشــمل اآلثــار املرتتبــة عــى‬ ‫الســمنة عــى صحتنــا الســكري وأمــراض القلــب‬ ‫والرطــان‪ ،‬وميــوت النــاس دون داع مــن األم ـراض‬ ‫التــي ميكــن تجنبهــا”‪.‬‬ ‫وحســب التقريــر‪ ،‬فــإن الســمنة ترتبــط ارتباطــاً‬ ‫وثيقــاً مبســتويات الحرمــان‪ .‬يف هــذا الصــدد‪،‬‬ ‫يقــول الدكتــور آليســون تدســتون مديــر النظــام‬ ‫الغــذايئ والســمنة يف الصحــة العامــة يف إنجلــرتا‪،‬‬ ‫بــأن االرتبــاط قــوي خاصــة عنــد األطفــال والنســاء‬ ‫يف املجتمعــات الفقــرة يف بريطانيــا هــم أكر عرضة‬ ‫للســمنة مقارنــة باألطفــال والنســاء يف املجتمعــات‬ ‫املرفهــه‪ .‬ويعــزو ذلك إىل مســتوى الدخــل والحرمان‬ ‫االجتامعــي وارتبــاط أيض ـاً بالعــرق‪ ،‬حيــث أثبتــت‬ ‫بــأن لهــا تأثر هــام عــى احتــامل اإلصابة بالســمنة‪.‬‬ ‫وتقــول الروفســور ســوزان جــب اســتاذة التغذيــة‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫البدانة والسكري‪ :‬ضوء على محاولة‬ ‫بريطانيا في مكافحة الخطر‬ ‫‪Diabetes & Obesity: Insight into‬‬ ‫‪Britain’s measures against the danger‬‬ ‫العيــش يف مجتمــع خــال مــن الســكر يشء يقــرتب‬ ‫مــن الخيــال‪ .‬هــذا الحلــم يكــون أقــرب إىل الواقــع‬ ‫حــن يســانده الدعــم املــدروس والتوعيــة الفعالــة‬ ‫بالصحــة واملناهــج الرتبويــة والبيتيــة الصحيحــة‪.‬‬ ‫اليــوم يعتــر انتشــار البدانــة واألم ـراض املتعلقــة‬ ‫بهــا الســيام الســكري يف املجتمعــات املختلفــة‬ ‫وعــى نطــاق واســع أصبــح مــؤرشا ً مخيفـاً‪ ،‬وتتعــاىل‬ ‫أصــوات املختصــن بشــؤون الصحــة والتغذيــة‬ ‫مناديــة باعتبــار هــذه الظاهــرة وبــاءا ً بعــد أن‬ ‫توقعــت إحصائيــات االتحــاد العاملــي ملــرض‬ ‫الســكري أن معــدل اإلصابــة ســتصل إىل أكــر مــن‬ ‫‪ %20‬مــن الســكان يف العــامل بحلــول ‪.2025‬‬

‫الدول العربية‪:‬‬

‫أثبتــت دراســات حديثــة أن الــدول العربيــة تقــع‬ ‫ضمــن منطقــة الخطــر مــن حيــث اإلصابــة مبــرض‬ ‫الســكري‪ .‬ونتنــاول هنــا عــى ســبيل املثــال اململكــة‬ ‫العربيــة الســعودية‪ ،‬فهــي تقــع ضمــن أعــى عرشة‬ ‫معــدالت تزايــدا ً يف اإلصابة مبرض الســكري يف العامل‪،‬‬ ‫وإن نســبة ‪ %80‬مــن املصابــن مبــرض الســكري يف‬ ‫اململكــة العربيــة الســعودية هــم مــن النــوع الثــاين‬ ‫ويعانــون الســمنة‪ .‬ويف ضــوء إحصائيــات حديثــة‬ ‫فــإن عــاج الســكري ومضاعفاتــه يكلــف اململكــة‬ ‫‪ 11‬مليــار ريــال ســنوياً‪ ،‬وإن العربيــة الســعودية‬ ‫تشــهد ‪ 20‬ألــف حالــة وفــاة ســنوياً تحــدث بســبب‬ ‫الســمنة ومضاعفاتهــا‪ ،‬وتصــل كلفــة عــاج الســمنة‬ ‫واألم ـراض املصاحبــة لهــا يف اململكــة إىل ‪ 19‬مليــار‬ ‫ريــال يف العــام الواحــد‪.‬‬

‫وتســجل الســعودية زيــادة ســنوية يف أعــداد‬ ‫املصابــن مبــرض الســكري بنحــو ‪ 150‬ألــف حالــة‬ ‫مرضيــة جديــدة‪ ،‬وبنســبة منــو قــدرت بنحــو‬ ‫‪ %8‬للفئــة العمريــة بــن ‪ 20‬و‪ 80‬عامــاً‪ ،‬حســب‬ ‫مــا تــ ّم الكشــف عنــه خــال مؤمتــر صحفــي‬ ‫عقــده نخبــة مــن أطبــاء الغــدد وأمـراض الســكري‬ ‫ملناقشــة أحــدث مســتجدات عــاج مرىض الســكري‬ ‫يف مدينــة الريــاض‪.‬‬ ‫وحســب التقريــر‪ ،‬الــذي أوضــح عنــه استشــاري‬ ‫الغــدد الصــامء والســكري يف مدينــة امللــك‬ ‫عبدالعزيــز الطبيــة الدكتــور صالــح الجــارس‪ ،‬أن‬ ‫اململكــة تحتــل املركــز األول عــى مســتوى العــامل‬ ‫يف اإلصابــة بالســكري‪ ،‬وتــأيت مــن ضمــن الــدول‬

‫وبــن‬ ‫العــرش األوىل يف اإلصابــة بهــذا الــداء‪ّ ،‬‬ ‫الدكتــور الجــارس أن هنــاك إحصائيــات ودراســات‬ ‫اســتقصائية ملعــدل إنتشــار املــرض بــن الســكان يف‬ ‫اململكــة‪ ،‬وحســب آخــر تقريــر لاتحــاد الفيــدرايل‬ ‫للســكري حــول نســبة إنتشــار املــرض باململكــة ّبن‬ ‫أنهــا تصــل إىل نســبة تتجــاوز ‪ %23‬للفئــة العمريــة‬ ‫مــا بــن ‪ 79-20‬ســنة‪.‬‬ ‫وذكــر التقريــر أنــه ال توجــد فــوارق كبــرة يف‬ ‫اإلصابــة بالســكري بــن الجنســن‪ ،‬إذ إنهــا فــوارق‬ ‫ال تــكاد تذكــر‪ .‬وحــول الشــفاء مــن هــذا املــرض‬ ‫ذكــر التقريــر أنــه ال يوجــد حتــى اآلن عــاج شـ ٍ‬ ‫ـاف‬ ‫متام ـاً منــه‪ ،‬وإن كان هنــاك اســتثناء ملــن أصيــب‬ ‫بــه بســبب البدانــة‪ ،‬فيمكــن أن يجــري عمليــة‬

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‫‪ARAB-BRITISH CHAMBER OF COMMERCE 105‬‬

‫النظــام نقطــة ضعــف إذا مل يكــن تدريبهــم كافي ـاً‬ ‫الســتخدام النظــام وحاميتــه‪ ،‬وقــد يكــون االتصــال‬ ‫باإلنرتنــت نقطــة ضعــف مثـاً إذا مل يكــن مشــفرا ً‪.‬‬ ‫وقــد يكــون املوقــع املــكاين للنظــام نقطــة ضعــف‬ ‫كأن يكــون غــر مجهــز بوســائل الوقايــة والحاميــة‪.‬‬ ‫وبالعمــوم فــإن نقــاط الضعــف هــي األســباب‬ ‫املحركــة لتحقيــق التهديــدات أو املخاطــر‪ .‬ويرتبــط‬ ‫بهــذا االصطــاح اصطــاح وســائل الوقايــة (‪Coun-‬‬ ‫‪ ،)termeasures‬وتعنــي التكنيــك املتبــع لحاميــة‬ ‫ر واألقفــال ووســائل الرقابــة‬ ‫النظــام ككلــامت ال ـ ّ‬ ‫والجــدران الناريــة وغرهــا‪.‬‬ ‫‪ .4‬املخاطــر ‪ :Risks‬فإنها تســتخدم بشــكل مرتادف‬ ‫مــع تعبــر التهديــد‪ ،‬مــع انهــا حقيقــة تتصــل بأثــر‬ ‫التهديــدات عنــد حصولهــا‪ ،‬وتقــوم إسـرتاتيجية أمن‬ ‫املعلومــات الناجحــة عــى تحليــل املخاطــر (‪Risk‬‬ ‫‪ ،)analysis‬وتحليــل املخاطــر هــي عمليــة وليســت‬ ‫مجــرد خطــة محصــورة‪ ،‬وهــي تبــدأ مــن التســاؤل‬ ‫حــول التهديــدات ثــم نقــاط الضعــف وأخــرا ً‬ ‫وســائل الوقايــة املناســبة للتعامــل مــع التهديــدات‬ ‫ووســائل منــع نقــاط الضعــف‪.‬‬ ‫‪ .5‬الحــوادث ‪ :Incident‬فهــو اصطــاح متســع‬ ‫يشــمل املخاطــر ويشــمل األخطــاء‪ ،‬وهــو باملعنــى‬ ‫املســتخدم يف دراســات أمــن املعلومــات التقنيــة‬ ‫يشــر إىل األفعــال املقصــودة أو غــر املقصــودة‪،‬‬ ‫ويغطــي االعتــداءات واألخطــاء الفنيــة‪ ،‬غــر أن‬ ‫التوصيــف الدقيــق لهــذا املفهــوم يف اإلطــار االدايئ‬ ‫– اإلداري واإلطــار القانــوين‪ ،‬يتعــن أن يحملــه عــى‬ ‫الحــوادث غــر املقصــودة والتــي قــد تكــون مخاطر‬ ‫بفعــل الطبيعــة ودون عامــل قصــدي أو تكــون‬ ‫أخطــاء فنيــة غــر مقصــودة‪.‬‬ ‫‪ .6‬الهجــات ‪ :Attacks‬فهــو اصطــاح لوصــف‬ ‫االعتــداءات بنتائجهــا أو مبوضع االســتهداف‪ ،‬فنقول‬

‫هجــامت إنــكار الخدمــة‪ ،‬أو هجــامت إرهابيــة‪،‬‬ ‫أو هجــامت الرمجيــات‪ ،‬أو هجــامت املوظفــن‬ ‫الحاقــدة أو الهجــامت املزاحيــة‪ .‬ويســتخدم‬ ‫كاصطــاح رديــف للهجــامت اصطــاح االخرتاقــات‬ ‫أو االخــاالت ‪ ،Breaches‬وهــو اصطــاح توصــف‬ ‫بــه مختلــف أمنــاط األعتــداءات التقنيــة‪ ،‬وبالتــايل‬ ‫يكــون مرادفــاً أيضــاً لاعتــداءات‪.‬‬

‫حقائق يجب أن نعرفها‪:‬‬

‫حقيقة ‪:1‬‬ ‫أن نــدرك إبتــدا ًء أن الكمبيوتــر اآلمــن عــى نحــو‬ ‫مطلــق هــو فقــط الكمبيوتــر الــذي مل يوصــل بعــد‬ ‫مبصــدر الكهربــاء‪ ،‬ومــا يــزال داخــل الصنــدوق‪،‬‬ ‫ومل يســتعمل بعــد‪ .‬ومتــى مــا وضــع الكمبيوتــر يف‬ ‫االســتخدام تبــدأ املخاطــر‪ ،‬وهــي مخاطــر ت ـرتاوح‬ ‫بــن املخاطــر التقليديــة التــي يتعــرض لهــا أي‬ ‫مــال منقــول‪ ،‬ومتتــد ملخاطــر خاصــة بطبيعــة هــذا‬ ‫الجهــاز ووظائفــه‪ ،‬وتنتهــي مبخاطــر يكــون هــو‬ ‫فيهــا مصــدر الخطــر ملصالــح وحقــوق اآلخريــن‪.‬‬ ‫حقيقة ‪:2‬‬ ‫ان الحديــث عــن املخاطــر والثغــرات األمنيــة‬ ‫وأمنــاط االعتــداءات التقنيــة ليــس توصيفـاً ألمنــاط‬ ‫جرائــم الكمبيوتــر واإلنرتنــت‪ ،‬ألن جرميــة إتــاف‬ ‫املعطيــات عــى ســبيل املثــال‪ ،‬تنطــوي بذاتهــا‬ ‫عــى أمنــاط متعــددة مــن املخاطــر وترتبــط بأمنــاط‬ ‫مختلفــة مــن األعتــداءات التقنيــة ومصدرهــا‬ ‫العديــد مــن ثغ ـرات األمــن‪ ،‬فالفروســات وســيلة‬ ‫هجــوم شــائعة إلتــاف املعطيــات لكــن أيضــاً‬ ‫ميكــن إتــاف املعطيــات بالعديــد مــن وســائل‬ ‫الهجــوم ومســمياته املختلفــة وعــن طريــق تقنيات‬ ‫مختلفــة تحقــق هــذا الغــرض‪ ،‬بــل ميكــن تحقيقــه‬ ‫ماديــاً عــن طريــق أنشــطة التدمــر املــادي‪.‬‬

‫حقيقة ‪:3‬‬ ‫مــع كل يــوم جديــد‪ ،‬مثــة جديــد يف ميــدان الثغرات‬ ‫األمنيــة‪ ،‬ألننــا ببســاطة ويف كل يــوم أمــام جديــد‬ ‫مــن التقنيــات والرمجيــات والروتوكــوالت‪ ،‬ويف كل‬ ‫يــوم أمــام مرمــج يتفتــق ذهنــه عــن جديــد يف عامل‬ ‫الكمبيوتــر واإلنرتنــت‪ ،‬وهــو إمــا جديــد إيجــايب‬ ‫يســتخدم يف رخــاء البرشيــة وضمــن االســتخدام‬ ‫اإليجــايب لإلبــداع العقــي‪ ،‬أو جديد ســلبي يســتثمر‬ ‫لتحقيــق أغـراض غــر مرشوعــة أو إرتــكاب أفعــال‬ ‫مجرمــة أو أفعــال يأباهــا الســلوك األخاقــي‬ ‫القويــم‪ .‬وبالتــايل‪ ،‬فــإن تحديــد املخاطــر والثغـرات‬ ‫واإلعتــداءات عمليــة مســتمرة‪ ،‬يومــاً بعــد يــوم‪،‬‬ ‫وهــو مــا مييــز خطــط األمــن بعضهــا عــن بعــض‪.‬‬ ‫حقيقة ‪:4‬‬ ‫مثــة تحديــد للمخاطــر عــى ضــوء الوســائل‬ ‫وعــى ضــوء طبيعــة املعلومــات وعــى ضــوء‬ ‫االســتخدام‪ ،‬ومثــة تحديــد للثغ ـرات األمنيــة عــى‬ ‫ضــوء بيئــة وواســطة التقنيــة مــدار البحــث‪ ،‬لهــذا‬ ‫فــإن الحقيقــة األوىل‪ ،‬أنــه ال يوجــد مؤلــف أو‬ ‫باحــث أو مرجــع يقــدم قامئــة شــاملة للمخاطــر‬ ‫واالعتــداءات وثغــرات الحاميــة‪ ،‬الن ذلــك يعنــي‬ ‫الوقــوف عــى كل الوســائل التقنيــة والوقــوف عــى‬ ‫كل االســتخدامات إضافــة إىل تصــور مــا ال ميكــن‬ ‫للعقــل تصــوره مــن أغــراض وبواعــث محركــة‬ ‫للهجــامت متتــد عــر طريــق يضــم أكــر األشــخاص‬ ‫احرتافــا للجرميــة مــع أكرهــم بســاطة‪ ،‬ويضــم‬ ‫هــواة وخـراء‪ ،‬ويضــم جواســيس وآخريــن يصفهــم‬ ‫املجتمــع أبطــاالً شــعبين مبكانــة “روبــن هــود”‪.‬‬ ‫وعليــه واعتــامدا ً عــى الحقائــق واملفاهيــم‬ ‫املتقدمــة‪ ،‬فــإن نظريــات وآليــات تحديــد قامئــة‬ ‫املخاطــر واالعتــداءات تتبايــن تبعــاً لنظريــة‬ ‫التصنيــف وأساســه‪ ،‬وهــي نظريــات ومعايــر‬ ‫مختلفــة تختلــف تبع ـاً لهــا قامئــة املخاطــر ضيق ـاً‬ ‫واتســاعاً‪ ،‬وأحيان ـاً تختلــف مــن حيــث التســميات‬ ‫فقــط مــع تغطيتهــا لــذات املخاطــر ‪.‬‬ ‫أخذ بترصف من املصادر التالية‪:‬‬ ‫* امن املعلومات ماهيتها وعنارصها واسرتاتيجياتها‪ ،‬د‪.‬‬ ‫عايض املري للدراسات واإلستشارات القانونية‬ ‫‪http://www.dralmarri.com/show.‬‬ ‫‪asp?field=res_a&id=205‬‬ ‫* أمن املعلومات‪ ،‬ويكبيديا‬ ‫* األمن املعلومايت والجرائم اإللكرتونية‪ -‬أدوات جديدة‬ ‫للرصاع‪ ،‬جامل محمد غيطاس‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫املســتخدم ووقــت االســتخدام‪ ،‬ومكانــه‪ ،‬وطبيعــة‬ ‫االســتخدام ( محتــواه ) وايــة معلومــات إضافيــة‬ ‫أخــرى تبعــاً للنشــاط ذاتــه‪.‬‬ ‫‪ .6‬عمليات الحفظ ‪Back-up‬‬ ‫تتعلــق عمليــات الحفــظ بعمــل نســخة إضافيــة‬ ‫مــن املــواد املخزنــة عــى إحــدى وســائط التخزيــن‬ ‫ســواء داخــل النظــام أو خارجــه‪ ،‬وتخضــع عمليــات‬ ‫الحفــظ لقواعــد يتعــن أن تكــون محــددة ســلفاً‬ ‫وموثقــة ومكتوبــة ويجــري االلتــزام بهــا لضــامن‬ ‫توحيــد معايــر الحفظ وحاميــة النســخ االحتياطية‪.‬‬ ‫وميثــل وقــت الحفــظ‪ ،‬وحاميــة النســخة االحتيــاط‪،‬‬ ‫ونظــام الرتقيــم والتبويــب‪ ،‬وآليــة االســرتجاع‬ ‫واالســتخدام‪ ،‬ومــكان الحفــظ وأمنــه‪ ،‬وتشــفر‬ ‫النســخ التــي تحتــوي معطيــات خاصــة ورسيــة‪،‬‬ ‫مســائل رئيســة يتعــن أتخــاذ معايــر واضحــة‬ ‫ومحــددة بشــأنها‪.‬‬ ‫‪ .7‬وسائل األمن الفنية ونظام منع االخرتاق‬ ‫تتعــدد وســائل األمــن التقنيــة املتعــن اســتخدامها‬ ‫يف بيئــة الكمبيوتــر واإلنرتنــت‪ ،‬كــام تتعــدد أغراضها‬ ‫ونطاقــات االســتخدام‪ ،‬ومنهــا مســائل التعريــف‬ ‫ر ووســائل‬ ‫والتوثيــق وتحديــدا ً كلــامت الــ ّ‬ ‫التعريــف األخــرى‪ .‬وتتخــذ الجــدران الناريــة ‪Fire-‬‬ ‫‪ ،walls‬إضافــة للتشــفر ‪ ،cryptography‬وكذلــك‬ ‫نظــم التحكــم يف الدخــول و نظــام تحــري االخـرتاق‬ ‫(‪ ،)Intrusion Detection Systems IDS‬وأنظمــة‬ ‫وبرمجيــات مقاومــة الفروســات اهميــة متزايــدة‪،‬‬ ‫لكنهــا ال متثــل جميعهــا وســائل األمــن املســتخدمة‪،‬‬ ‫بــل هــي إضافــة لوســائل التعريــف والتوثيــق‬ ‫املتقــدم اإلشــارة إليهــا متثــل أهــم وســائل األمــن‬ ‫التقنيــة يف الوقــت الحــارض‪.‬‬ ‫‪ .8‬نظــام التعامل مــع الحـوادث ‪Incident Handling‬‬ ‫‪System‬‬ ‫بغــض النظــر عــن حجــم وســائل األمــن التقنيــة‬ ‫املســتخدمة‪ ،‬ومعايــر األمــن وإجراءاتــه املتبعــة‪،‬‬ ‫فإنــه ال بــد مــن توفــر نظــام متكامــل للتعامــل‬ ‫مــع املخاطــر والحــوادث واالعتــداءات‪ ،‬ويعــد هــذا‬ ‫مطلبـاً رئيسـاً بالنســبة ملؤسســات األعــامل كــام يف‬ ‫حالــة البنــوك واملؤسســات املاليــة‪.‬‬ ‫ومــا يتعــن ادراكــه يف هــذا الصــدد أن التعامــل‬ ‫مــع الحــوادث عمليــة وليســت مجــرد مــرشوع‬ ‫أو خطــوة واحــدة‪ ،‬مبعنــى إنهــا عمليــة متكاملــة‬

‫تتصــل بــإداء متواصــل متــدرج خاضــع لقواعــد‬ ‫محــددة ســلفاً ومتبعــة بدقــة وانضبــاط‪ .‬ومتــى مــا‬ ‫تــم التعامــل مــع الحــوادث عــى انهــا مجــرد حالــة‬ ‫تنشــأ عنــد الحــادث فإننــا أمــام حالــة قصــور متثــل‬ ‫بذاتهــا أحــد عنــارص الضعــف يف نظــام األمــن‪.‬‬ ‫وتختلــف مكونــات ومراحــل وخطــوات نظــام‬ ‫التعامــل مــع الحــوادث مــن مؤسســة إىل أخــرى‬ ‫تبعــاً لعوامــل عديــدة تتعلــق بطبيعــة األخطــار‬ ‫التــي أظهرتهــا عمليــة تحليــل املخاطــر ومــا أظهرته‬ ‫إس ـرتاتيجية األمــن املوضوعــة يف املؤسســة‪ ،‬وتبع ـاً‬ ‫للنظــام محــل الحاميــة ومــا اذا كنــا نتحــدث عــن‬ ‫نظــم كمبيوتر مغلقــة أم مفتوحــة أو قواعد بيانات‬ ‫أو شــبكات أو مزيــج منهــا ومــا إذا كنــا نتحدث عن‬ ‫نظــام خدمــة مخصــوص أم عــن خدمــات للعامــة‬ ‫عــر الشــبكة خاصــة كانــت أم دولية وتبعـاً لوظيفة‬ ‫التطبيــق محــل الحاميــة‪ ،‬إذ تتبايــن خطــوات‬ ‫ومحتــوى وعنــارص خطــط التعامــل مــع الحــوادث‬ ‫لــدى بنــوك اإلنرتنــت مثــاً عنهــا لــدى املواقــع‬ ‫املعلوماتيــة‪ ،‬ومــع ذلــك‪ ،‬وبوجــه عــام‪ ،‬فــإن نظــام‬ ‫التعامــل مــع الحــوادث يتكــون عــادة مــن ســتة‬ ‫مراحــل (خطــوة فخطــوة) هــي ‪-:‬‬ ‫اإلعــداد املســبق‪ ،‬والتحــري‪ ،‬واملاحظــة‪ ،‬واإلحتــواء‬ ‫واالســتئصال‪ ،‬والتعــايف والعــودة للوضــع الطبيعــي‪،‬‬ ‫واملتابعــة‪.‬‬

‫املخاطر والهجمــات‪:‬‬

‫تتنوع املخاطر ومكامنها كاآليت‪-:‬‬

‫‪ .1‬يف املفاهيم واالصطالحات‬ ‫أن الحــدود بــن الجرميــة والفعــل غــر األخاقــي‬ ‫تبــدو غــر واضحــة املعــامل يف بيئــة الكمبيوتــر‬ ‫واإلنرتنــت‪ ،‬ومتييــز وضبــط هــذه الحــدود هــو‬ ‫املســألة الجوهريــة لتحديــد متــى ميكــن أن يعــد‬ ‫فعــل مــا جرميــة مــن بــن جرائــم الكمبيوتــر‬ ‫واإلنرتنــت أو أنــه مجــرد إســاءة اســتخدام ال ينطوي‬ ‫عــى قصــد جرمــي وهــي املســألة التــي أحدثــت‬ ‫جــدالً واســعاً يف الفــرتة التــي شــهدت ميــاد ظاهرة‬ ‫جرائــم الكمبيوتــر األوىل يف النصــف الثــاين مــن‬ ‫القــرن املنــرصم‪ ،‬ومــن جديــد يعــود هــذا الجــدل‬ ‫بســبب شــيوع اســتخدام اإلنرتنــت ومــا حملتــه من‬ ‫أنشــطة جديــدة ال يـزال الخــاف قامئـاً حول مــا إذا‬ ‫كانــت جرميــة أم أنهــا مجــرد مامرســة غــر مقبولــة‬ ‫كســلوك أخاقــي لكنهــا ال ترقــى إىل حــد الجرميــة‪.‬‬

‫فعــى ســبيل املثــال‪ ،‬مثــة جــدل واســع يف هــذه‬ ‫األيــام حــول مــا إذا كانــت رســائل الريــد اإللكــرتوين‬ ‫اإلعانيــة التــي توجــه بكميــات كبرة إىل املســتخدم‬ ‫دون رغبتــه أو دون طلبهــا مــن قبيــل مامرســة‬ ‫خاطئــة أم فعــا يوجــب املســاءلة‪ ،‬فمــع إتســاع‬ ‫هــذه الظاهــرة واســتخدامها يف حــاالت كثــرة لض ّخ‬ ‫آالف الرســائل إىل نظــام معــن يف وقت معن بقصد‬ ‫تعطيــل عملــه‪ ،‬ومــن أجــل تحقيــق اعتــداء إنــكار‬ ‫الخدمــة‪ ،‬والتــذرع بعــد ذلــك أن الفعــل ليــس أكــر‬ ‫مــن خطــأ يف عمليــة اإلرســال لرســائل إعانية ســبق‬ ‫إرســالها للموقــع‪ ،‬ومــع بــروز الكثــر من املشــكات‬ ‫املتصلــة بهــذه الظاهــرة والتــي تهــدد الخصوصيــة‬ ‫وتهــدد أيضــاً ســامة اســتخدام النظــام نفســه‪،‬‬ ‫وجــدت املؤسســات الترشيعيــة نفســها يف العديــد‬ ‫مــن الــدول مضطــرة إىل إعــادة تقييــم املوقــف من‬ ‫الريــد اإللكــرتوين والرســائل غــر املرغــوب بهــا‪،‬‬ ‫وهــو مــا أدى إىل تقديــم مجموعــة مــن الترشيعات‬ ‫أمــام املؤسســات الترشيعيــة يف الــدول الغربيــة كام‬ ‫يف أمريــكا واالتحــاد األورويب تنظــم مســائل الريــد‬ ‫اإللكــرتوين وتهــدف إىل مكافحــة املظاهــر الســلبية‬ ‫واألفعــال غــر املرشوعــة التــي تنطــوي عليهــا هــذه‬ ‫الظاهــرة‪ ،‬ومــع ذلــك ال يـزال مثــة جــدال فيــام إذا‬ ‫كانــت هــذه أنشــطة جرميــة أم انهــا ســلوكيات قــد‬ ‫ال تكــون مقبولــة مــن الناحيــة األخاقيــة واملهنيــة‬ ‫لكنهــا ال تشــكل جرمــا‪.‬‬ ‫ان غــرض هــذا التقديــم هــو محاولــة تقديــم‬ ‫تحديــد منضبــط لاصطاحــات املســتخدمة يف عــامل‬ ‫جرائــم الكمبيوتــر واإلنرتنــت‪ ،‬لجهــة التمييــز بــن‬ ‫العديــد مــن االصطاحــات التــي يجــري الخلــط‬ ‫بينهــا‪ ،‬فثمــة فــرق بــن الجرميــة اإللكرتونيــة‪،‬‬ ‫واإلرهــاب اإللكــرتوين‪ ،‬وحــرب املعلومــات‪،‬‬ ‫واملخاطــر‪ ،‬والحــوادث‪ ،‬ونقــاط الضعــف‪ ،‬واألخطاء‪،‬‬ ‫واالخرتاقــات‪ ،‬وحــرب املعلومــات وغرهــا‪.‬‬ ‫‪ .2‬التهديــد ‪ :Threats‬ويعنــي الخطــر املحتمــل‬ ‫الــذي ميكــن أن يتعــرض لــه نظــام املعلومــات وقــد‬ ‫يكــون شــخصاً‪ ،‬كاملتجســس أو املجــرم املحــرتف‬ ‫أو الهاكــرز املخــرتق‪ ،‬أو شــيئا يهــدد األجهــزة أو‬ ‫الرامــج أو املعطيــات‪ ،‬أو حدثـاً كالحريــق وانقطــاع‬ ‫التيــار الكهربــايئ والكــوارث الطبيعيــة‪.‬‬ ‫‪ .3‬نقــاط الضعــف أو الثغـرات ‪:Vulnerabilities‬‬ ‫وتعنــي عنــرص أو نقطــة أو موقــع يف النظام يحتمل‬ ‫أن ينفــذ مــن خالــه املعتــدي أو يتحقــق بســببه‬ ‫االخـرتاق‪ .‬فمثـاً يعد األشــخاص الذين يســتخدمون‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 107‬‬ ‫‪COMMERCE‬‬ ‫‪4‬‬

‫ ‬

‫املعالجــة والتبــادل ومكوناتهــا‪ .‬وبشــكل رئيــس فان‬ ‫التوثيــق الزم ورضوري لنظــام التعريــف والتخويــل‪،‬‬ ‫وتصنيــف املعلومــات‪ ،‬واألنظمــة التطبيقيــة‪ .‬ويف‬ ‫أطــار األمــن‪ ،‬فــإن التوثيــق يتطلــب أن تكــون‬ ‫إســرتاتيجية أو سياســة األمــن موثقــة ومكتوبــة‬ ‫وأن تكــون إجراءاتهــا ومكوناتهــا كاملــة محــل‬ ‫توثيــق‪ ،‬إضافــة إىل خطــط التعامــل مــع املخاطــر‬ ‫والحــوادث‪ ،‬والجهــات املســؤولة ومســؤولياتها‬ ‫وخطــط التعــايف وإدارة األزمــات وخطــط الطــوارئ‬ ‫املرتبطــة بالنظــام عنــد حــدوث الخطــر ‪.‬‬ ‫‪ .3‬املهام والواجبات اإلدارية والشخصية‬ ‫‪Administration and Personnel Responsibilities‬‬ ‫إن مهــام املتصلــن بنظــام أمــن املعلومــات تبــدأ‬ ‫يف األســاس مــن حســن اختيــار األفــراد املؤهلــن‬ ‫وعمــق معارفهــم النظريــة والعمليــة‪ ،‬عــى أن‬ ‫يكــون مــدركاً ان التأهيــل العمــي يتطلــب تدريبـاً‬ ‫متواصــاً وال يقــف عنــد حــدود معرفــة وخــرة‬ ‫هــؤالء لــدى تعيينهــم‪ ،‬وبشــكل رئيــس فــإن املهــام‬ ‫اإلداريــة أو التنظيميــة تتكــون مــن خمســة عنــارص‬ ‫أو مجموعــات رئيســة‪ :‬تحليــل املخاطــر‪ ،‬وضــع‬ ‫السياســة أو اإلســرتاتيجية‪ ،‬وضــع خطــة األمــن‪،‬‬ ‫وضــع البنــاء التقنــي األمنــي – توظيــف األجهــزة‬ ‫واملعــدات والوســائل‪ ،‬وأخــرا ً تنفيــذ الخطــط‬ ‫والسياســات‪.‬‬ ‫ومــن املهــم إدراك أن نجــاح الواجبــات اإلداريــة‬ ‫أو الجامعيــة للمنشــأة يتوقــف عــى إدراك كافــة‬ ‫املعنيــن يف اإلدارة (مبهامهــم التقنيــة واإلداريــة‬ ‫واملاليــة) إســرتاتيجية وخطــة وواجبــات األمــن‬ ‫والتــزام املؤسســة باعتبــار مســائل األمــن واحــدا‬ ‫مــن املوضوعــات التــي يدركهــا الكافــة ويتمكــن‬ ‫الــكل مــن التعامــل مــع مــا يخــص واجباتهــم مــن‬ ‫بــن عنــارص األمــن‪.‬‬ ‫وعى املســتوى الشــخيص أو مســتوى املســتخدمن‪،‬‬ ‫فــإن عــى املؤسســة أن تضــع التوجيهــات الكافيــة‬ ‫لضــامن وعــي عــام ودقيــق مبســائل األمــن‪ ،‬بــل‬ ‫املطلــوب بنــاء ثقافــة األمــن لــدى العاملــن والتــي‬ ‫تتــوزع بــن وجــوب مراعــاة أخاقيــات اســتخدام‬ ‫التقنيــة وبــن اإلجــراءات املتطلبــة مــن الــكل‬ ‫لــدى ماحظــة أي خلــل‪ ،‬وعــى املؤسســة أن‬ ‫تحــدد للمســتخدمن مــا يتعــن عليهــم القيــام بــه‬ ‫واألهــم مــا يحظــر عليهــم القيــام بــه يف معــرض‬ ‫اســتخدامهم للوســائل التقنيــة املختلفــة‪.‬‬

‫‪ .4‬وســائل التعريــف والتوثــق مــن املســتخدمني‬ ‫وحــدود صالحيــات االســتخدام ‪Identification‬‬ ‫‪and Authorization‬‬ ‫ان الدخــول اىل أنظمــة الكمبيوتــر وقواعــد البيانات‬ ‫ومواقــع املعلوماتيــة عمومــاً‪ ،‬ميكــن تقييــده‬ ‫بالعديــد مــن وســائل التعــرف عــى شــخصية‬ ‫املســتخدم وتحديــد نطــاق االســتخدام‪ ،‬وهــو مــا‬ ‫يعــرف بأنظمــة التعريــف والتخويــل ‪Identifica-‬‬ ‫‪ .tion and Authorization systems‬والتعريــف‬ ‫أو الهويــة مســالة تتكــون مــن خطوتــن‪ ،‬األوىل‬ ‫وســيلة التعريــف عــى شــخص املســتخدم‪ ،‬والثانية‬ ‫قبــول وســيلة التعريــف أو مــا يســمى التوثــق مــن‬ ‫صحــة الهويــة املقدمــة‪.‬‬ ‫وســائل التعريــف تختلــف تبعــا للتقنيــة‬ ‫املســتخدمة‪ ،‬وهــي نفســها وســائل أمــن الوصــول‬ ‫إىل املعلومــات أو الخدمــات يف قطاعــات اســتخدام‬ ‫النظــم أو الشــبكات أو قطاعــات األعــامل‬ ‫اإللكرتونيــة‪ ،‬وبشــكل عــام‪ ،‬فــان هــذه الوســائل‬ ‫تتــوزع إىل ثاثــة أنــواع ‪-:‬‬ ‫أ) شــئ مــا ميلكــه الشــخص مثــل البطاقــة‬ ‫الباســتيكية أو غــر ذلــك‪.‬‬ ‫ب) شــئ مــا يعرفــه الشــخص مثــل كلــامت الــر‬ ‫أو الرمــز أو الرقــم الشــخيص أو غــر ذلــك‪.‬‬

‫ت) يشء مــا يرتبــط بــذات الشــخص أو موجــود‬ ‫فيــه مثــل بصمــة األصبــع أو بصمــة العــن والصوت‬ ‫وغرهــا‪.‬‬ ‫وتعــد وســائل التعريــف والتوثــق األقــوى‪ ،‬تلــك‬ ‫الوســائل التــي تجمــع بــن هــذه الوســائل جميعـاً‬ ‫عــى نحــو ال يؤثــر عــى ســهولة التعريــف وفعاليته‬ ‫يف ذات الوقــت‪.‬‬ ‫‪ .5‬سجل األداء ‪Logging‬‬ ‫تحتــوى مختلــف أنــواع الكمبيوتــرات نوعــاً‬ ‫مــا مــن الســجات التــي تكشــف اســتخدامات‬ ‫الجهــاز وبرمجياتــه والنفــاذ إليــه‪ ،‬وهــي مــا يعــرف‬ ‫بســجات األداء أو ســجات النفــاذ إىل النظــام‪،‬‬ ‫تتخــذ ســجات األداء اهميــة اســتثنائية يف حــال‬ ‫تعــدد املســتخدمن وتحديــدا ً يف حالــة شــبكات‬ ‫الكمبيوتــر التــي يســتخدم مكوناتهــا أكــر مــن‬ ‫شــخص‪ ،‬ويف هــذه الحالــة تحديــدا ً‪ ،‬أي شــبكات‬ ‫املســتخدمن‪ ،‬فــإن هنــاك أكــر مــن نــوع مــن أنواع‬ ‫ســجات األداء وتوثيــق االســتخدامات‪ ،‬كــام ان‬ ‫ســجات األداء تتبايــن مــن حيــث نوعهــا وطبيعتها‬ ‫وغرضهــا‪ ،‬فهنــاك ســجات األداء التاريخيــة‬ ‫والســجات املؤقتــة‪ ،‬وســجات التبــادل وســجات‬ ‫النظــام وســجات األمــن وســجات قواعــد البيانــات‬ ‫والتطبيقــات وســجات الصيانــة أو مــا يعــرف‬ ‫بســجات األمــور التقنيــة وغرهــا‪ .‬وبشــكل عــام‬ ‫فــإن ســجات األداء منــوط بهــا أن تحــدد شــخص‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

‫• املعطيـــات‪ :‬ان املعطيــات مبثابــة الحيــاة التــي‬ ‫تجــري يف عــروق األنظمــة‪ ،‬ومــا يشــكل محــاً‬ ‫لجرائــم الكمبيوتــر‪ ،‬وتشــمل كافة البيانــات املدخلة‬ ‫واملعلومــات املســتخرجة عقــب معالجتهــا‪ ،‬ومتتــد‬ ‫مبعناهــا الواســع للرمجيــات املخزنــة داخــل النظم‪.‬‬ ‫واملعطيــات قــد تكــون يف طــور اإلدخــال أو اإلخراج‬ ‫أو التخزيــن أو التبــادل بــن النظــم عــر الشــبكات‪،‬‬ ‫وقــد تخــزن داخــل النظــم أو عــى وســائط‬ ‫التخزيــن خارجــه‪.‬‬ ‫• االتصـــاالت‪ :‬وتشــمل شــبكات االتصــال التــي‬ ‫تربــط أجهــزة التقنيــة بعضهــا بعــض محليــاً‬ ‫وإقليميــاً ودوليــاً‪ ،‬وتتيــح فرصــة اخــرتاق النظــم‬ ‫عرهــا كــام انهــا بذاتهــا محــل لاعتــداء وموطــن‬ ‫مــن مواطــن الخطــر الحقيقــي‪.‬‬

‫تعطيــل املواقــع التــي ال تنطلــق مــن مثــل هــذه‬ ‫األغــراض‪.‬‬

‫عنارص أمن املعلومات‪:‬‬

‫إن أغــراض أبحــاث وإســرتاتيجيات ووســائل أمــن‬ ‫املعلومــات‪ ،‬ســواء مــن الناحيــة التقنيــة أو األدائية‪،‬‬ ‫يتوجــب ضــامن توفــر العنــارص التاليــة أليــة‬ ‫معلومــات يــراد توفــر الحاميــة الكافيــة لهــا‪-:‬‬ ‫* الرسيــة أو املوثوقيــة ‪:CONFIDENTIALITY‬‬ ‫وتعنــي التأكــد مــن ان املعلومــات ال تكشــف وال‬ ‫يطلــع عليهــا مــن قبل اشــخاص غــر مخولــن بذلك‪.‬‬ ‫* التكامليــة وســالمة املحتــوى ‪:INTEGRITY‬‬ ‫التأكــد مــن أن محتــوى املعلومــات صحيــح ومل يتم‬ ‫تعديلــه أو العبــث بــه وبشــكل خــاص لــن يتــم‬ ‫تدمــر املحتــوى أو تغــره أو العبــث بــه يف أيــة‬ ‫مرحلــة مــن مراحــل املعالجــة أو التبــادل ســواء يف‬ ‫مرحلــة التعامــل الداخــي مــع املعلومــات أو عــن‬ ‫طريــق تدخــل غــر مــرشوع‪.‬‬ ‫* اســتمرارية توفــر املعلومــات أو الخدمــة‬ ‫‪ :AVAILABILITY‬التأكــد مــن اســتمرار‬ ‫عمــل النظــام املعلومــايت واســتمرار القــدرة عــى‬ ‫التفاعــل مــع املعلومــات وتقديــم الخدمــة ملواقــع‬ ‫املعلوماتيــة وان مســتخدم املعلومــات لــن يتعــرض‬

‫إىل منع استخدامه لها أو دخوله إليها‪.‬‬ ‫* عــدم إنــكار التــرف املرتبــط باملعلومــات ممــن‬ ‫قــام بــه ‪ :Non-repudiation‬ويقصــد بــه ضــامن‬ ‫عــدم إنــكار الشــخص الــذي قــام بترصف مــا متصل‬ ‫باملعلومــات أو مواقعهــا إنــكار انــه هــو الــذي قــام‬ ‫بهــذا التــرصف‪ ،‬بحيــث تتوفــر قــدرة أثبــات إن‬ ‫ترصفـاً مــا قــد تــم مــن شــخص مــا يف وقــت معــن‪.‬‬

‫مواطن املخاطر‬ ‫واالعتداءات يف بيئة‬ ‫املعلومات‪:‬‬

‫ومحــور الخطــر‪ ،‬االنســان‪ ،‬ســواء املســتخدم او‬ ‫الشــخص املنــاط بــه مهــام تقنيــة معينــة تتصــل‬ ‫بالنظــام‪ ،‬فــإدراك هــذا الشــخص حــدود صاحياتــه‪،‬‬ ‫وإدراكــه آليــات التعامــل مــع الخطــر ‪ ،‬وســامة‬ ‫الرقابــة عــى أنشــطته يف حــدود اح ـرتام حقوقــه‬ ‫القانونيــة‪ ،‬مســائل رئيســة يعنــى بهــا نظــام األمــن‬ ‫الشــامل‪ ،‬تحديــدا ً يف بيئــة العمــل املرتكــزة عــى‬ ‫نظــم الكمبيوتــر وقواعــد البيانــات‪.‬‬

‫أهم عمليات أمن‬ ‫املعلومات‪:‬‬

‫تتعــدد عمليــات التعامــل مــع املعلومــات يف بيئــة‬ ‫النظــم وتقنيــات املعالجــة واالتصــال وتبــادل‬ ‫البيانــات‪ ،‬ولكــن ميكــن بوجــه عــام تحديــد‬ ‫العمليــات الرئيســة التاليــة‪-:‬‬

‫تطــال املخاطــر واالعتــداءات يف بيئــة املعلومــات‬ ‫أربعــة مواطــن أساســية هــي مكونــات تقنيــة‬ ‫املعلومــات يف احــدث تجلياتهــا ‪-:‬‬

‫‪ .1‬تصنيف املعلومات‪Information classification‬‬ ‫وهــي عملية أساســية لــدى بناء أي نظــام أو يف بيئة‬ ‫أي نشــاط يتعلــق باملعلومات وتختلــف التصنيفات‬ ‫حســب املنشــاة مــدار البحــث‪ ،‬فمثـاً قــد تصنــف‬ ‫املعلومــات اىل معلومــات متاحــة‪ ،‬ومعلومــات‬ ‫موثوقــة‪ ،‬ومعلومــات رسيــة‪ ،‬ومعلومــات رسيــة‬ ‫للغايــة‪ ،‬أو قــد تكــون معلومــات متــاح الوصــول‬ ‫إليهــا وأخــرى محظــور التوصــل إليهــا وهكــذا‪.‬‬

‫• الربامــــج‪ :‬وهــي األوامــر املرتبــة يف نســق معــن‬ ‫إلنجــاز األعــامل‪ ،‬وهــي إمــا مســتقلة عــن النظــام‬ ‫أو مخزنــة فيــه‪.‬‬

‫‪ .2‬التوثيق ‪Documentation‬‬ ‫وتتطلــب عمليــات املعلومــات أساسـاً إتبــاع نظــام‬ ‫توثيــق خطــي لتوثيــق بنــاء النظــام وكافــة وســائل‬

‫• األجهــــزة‪ :‬وهــي كافــة املعــدات واألدوات املادية‬ ‫التــي تتكــون منهــا النظــم‪ ،‬كالشاشــات والطابعــات‬ ‫ومكوناتهــا الداخليــة ووســائط التخزيــن املاديــة‬ ‫وغرهــا‪.‬‬

‫ ‬

‫‪ARAB-BRITISH CHAMBER OF COMMERCE 109‬‬

‫أمن العلومات‪ :‬بعض الحقائق‬ ‫‪Information Security‬‬ ‫أمــن املعلومــات يقصــد بــه تأمــن البيانــات‬ ‫املتداولــة عــر شــبكة االنرتنــت‪ .‬فمــع تطــور‬ ‫التكنولوجيــا ووســائل تخزيــن املعلومــات وتبادلهــا‬ ‫بطــرق مختلفــة أو مــا يســمى نقــل البيانــات عــر‬ ‫الشــبكة مــن موقــع آلخــر أصبــح النظــر إىل أمــن‬ ‫تلــك البيانــات واملعلومــات بشــكل مهــم للغايــة‪.‬‬ ‫ميكــن تعريــف أمــن املعلومــات بأنــه العلــم الــذي‬ ‫يعمــل عــى توفــر الحاميــة للمعلومــات مــن‬ ‫املخاطــر التــي تهددهــا أو االعتــداء عليهــا وذلــك‬ ‫مــن خــال توفــر األدوات والوســائل الــازم توفرها‬ ‫لحاميــة املعلومــات مــن املخاطــر الداخليــة أو‬ ‫الخارجيــة‪ .‬املعايــر واإلجــراءات املتخــذة ملنــع‬ ‫وصــول املعلومــات إىل أيــدي أشــخاص غــر مخولن‬ ‫عــر االتصــاالت ولضــامن أصالــة وصحــة هــذه‬ ‫االتصــاالت‪.‬‬ ‫إن حاميــة املعلومــات هــو أمــر قديــم ولكــن بــدأ‬ ‫اســتخدامه بشــكل فعــي منــذ بدايــات التطــور‬ ‫التكنولوجيــا ويرتكــز أمــن املعلومــات إىل‪:‬‬ ‫• أنظمة حامية نظم التشغيل‬ ‫• أنظمة حامية الرامج والتطبيقات‪.‬‬ ‫• أنظمة حامية قواعد البيانات‪.‬‬ ‫• أنظمة حامية الدخول إىل األنظمة‪.‬‬

‫مـا املقصـود بأمـــن‬ ‫املعلومات وما هـي‬ ‫عنارصه؟‬

‫أمــن املعلومــات‪ ،‬مــن زاويــة أكادمييــة‪ ،‬هــو‬ ‫العلــم الــذي يبحــث يف نظريــات وإســرتاتيجيات‬ ‫توفــر الحاميــة للمعلومــات مــن املخاطــر التــي‬ ‫تهددهــا ومــن أنشــطة االعتــداء عليهــا‪ .‬ومــن زاوية‬ ‫تقنيــة‪ ،‬يعنــي أمــن املعلومــات الوســائل واألدوات‬

‫واإلجــراءات الــازم توفرهــا لضــامن حاميــة‬ ‫املعلومــات مــن األخطــار الداخليــة والخارجيــة‪ .‬أما‬ ‫مــن الزاويــة القانونيــة‪ ،‬فــان أمــن املعلومــات هــو‬ ‫محــل دراســات وتدابــر حاميــة رسيــة وســامة‬ ‫محتــوى وتوفــر املعلومــات ومكافحــة أنشــطة‬ ‫االعتــداء عليهــا أو اســتغال نظمهــا يف إرتــكاب‬ ‫الجرميــة‪ ،‬وهــو هــدف وغــرض ترشيعــات حاميــة‬ ‫املعلومــات مــن األنشــطة غــر املرشوعــة وغــر‬ ‫القانونيــة التــي تســتهدف املعلومــات ونظمهــا‬ ‫(جرائم الكمبيوتر واإلنرتنت)‪.‬‬ ‫واســتخدام إصطــاح أمــن املعلومــات (‪Information‬‬ ‫‪ )Security‬وان كان اســتخداما قدميــاً ســابقاً لــوالدة‬ ‫وســائل تكنولوجيا املعلومات‪ ،‬إال أنه وجد اســتخدامه‬ ‫الشــائع بــل والفعــي‪ ،‬يف نطاق أنشــطة معالجة ونقل‬ ‫البيانــات بواســطة وســائل الحوســبة واالتصــال‪ ،‬إذ مع‬ ‫شــيوع الوســائل التقنيــة ملعالجــة وخــزن البيانــات‬ ‫وتداولهــا والتفاعــل معهــا عــر شــبكات املعلومــات‪-‬‬ ‫وتحديــدا ً اإلنرتنــت – احتلــت أبحــاث ودراســات أمــن‬ ‫املعلومــات مســاحة رحبــة آخــذة يف النــامء مــن بــن‬ ‫أبحــاث تقنيــة املعلومــات املختلفــة‪ ،‬بــل رمبا أمســت‬ ‫أحــد الهواجــس التــي تــؤرق مختلــف الجهــات‪.‬‬

‫االصطالحات القانونية‪:‬‬

‫مــن املهــم يف هــذا املقــام تحديــد الفــرق بــن‬ ‫ثــاث اصطاحــات تســتخدم يف ميــدان الدراســات‬ ‫القانونيــة‪ ،‬األول وهــو اصطاح الجرائــم اإللكرتونية‬ ‫‪ Cyber crime‬وهــو الــدال عــى مختلــف جرائــم‬ ‫الكمبيوتــر واإلنرتنــت يف الوقــت الحــارض بالرغــم‬ ‫مــن ان اســتخدامه ابتــدا ًء كان محصــورا ً بجرائــم‬ ‫شــبكة اإلنرتنــت وحدهــا‪ ،‬وهــو مــا نعالــج محتــواه‬ ‫الحقـاً بشــكل مفصل يف معــرض بيــان االصطاحات‬ ‫القانونيــة الدالــة عــى جرائــم الكمبيوتــر ‪.‬‬ ‫أمــا الثــاين فهــو إرهــاب الســير او إرهــاب العــامل‬ ‫اإللكــرتوين ‪ ،Cyber Terrorism‬وهــي هجــامت‬

‫تســتهدف نظــم الكمبيوتــر واملعطيــات ألغــراض‬ ‫دينيــة أو سياســية أو فكريــة أو عرقيــة ويف حقيقتها‬ ‫جــزء مــن إرهــاب الســير باعتبارهــا جرائــم إتــاف‬ ‫للنظــم واملعطيــات أو جرائــم تعطيــل للمواقــع‬ ‫وعمــل األنظمــة‪ ،‬لكنهــا تتميــز عنهــا بســامت‬ ‫عديــدة أبرزهــا انهــا مامرســة لــذات مفهــوم‬ ‫األفعــال اإلرهابيــة لكــن يف بيئــة الكمبيوتــر‬ ‫واإلنرتنــت وعــر اإلفــادة مــن خــرات الكريكــرز‬ ‫– أي مجرمــي الكمبيوتــر الحاقديــن ‪ -‬العاليــة‪،‬‬ ‫ويف أطــار ذات الســامت التــي تتوفــر يف جامعــات‬ ‫الجرميــة املنظمــة‪.‬‬ ‫أمــا االصطــاح الثالــث‪ ،‬فهــو اصطــاح حــرب‬ ‫املعلومــات ‪ ،Information warfare‬وهــو اصطاح‬ ‫ظهــر يف بيئــة اإلنرتنــت للتعبــر عــن اعتــداءات‬ ‫تعطيــل املواقــع وإنــكار الخدمــة واالســتياء عــى‬ ‫املعطيــات‪ ،‬وكــام يشــر االصطــاح فــان الهجــامت‬ ‫والهجــامت املقابلــة هــي التــي تــدل عــى وجــود‬ ‫حــرب حقيقيــة‪ ،‬ومبــا انهــا حــرب فهــي حــرب بــن‬ ‫جهــات تتناقــض مصالحها وتتعــارض مواقفهــا‪ ،‬لهذا‬ ‫تكــون يف الغالــب هجــامت ذات بعــد ســيايس‪ ،‬أو‬ ‫هجــامت منافســن حاقديــن يف قطــاع االعــامل‪،‬‬ ‫وهــو مــا يجعلهــا مرتادفــة هنــا مــع أعــامل إرهــاب‬ ‫الســير‪ ،‬ولــذا وصفــت املخرتقــن األمريــكان عــى‬ ‫مواقــع صينيــة يف أطــار حملــة أمريكيــة عــى‬ ‫الصــن تحــت ذريعــة حقــوق اإلنســان والتــي متــت‬ ‫بدعــم حكومــي أمريــي بانهــا حــرب معلومــات‪.‬‬ ‫وهــذا االصطــاح يف حقيقتــه اصطــاح إعامــي‬ ‫أكــر منــه أكادميــي‪ ،‬ويســتخدم مرادف ـاً يف غالبيــة‬ ‫التقاريــر الصطــاح الهجــامت اإلرهابيــة اإللكرتونية‬ ‫ونجــده لــدى الكثريــن اصطــاح واســع الداللــة‬ ‫لشــمول كل أمنــاط مخاطــر وتهديــدات واعتــداءات‬ ‫وجرائــم البيئــة اإللكرتونيــة‪ ،‬ونــرى قرص اســتخدامه‬ ‫عــى الهجــامت والهجــامت املضــادة يف ضــوء‬ ‫حــروب الــرأي واملعتقــد لتمييــزه عــن بقية أنشــطة‬

‫العدد الثاين‪ ،‬مجلد ‪ ،11‬صيف ‪2016‬‬

‫‪ECONOMIC FOCUS CHAMBER NEWS‬‬

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‫‪99‬‬

‫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 ‫تقرير موسع‪ :‬اقتصادات مجلس دول مجلس التعاون الخليج ي‬ ‫اململكة املتحدة‪ :‬نصائح بشأن تأشرية الدخول للمستثمرين ورجال األعامل ‬ ‫الحكومة الربيطانية‪ :‬الدعم املايل للمصدرين يف اململكة املتحدة ‬ ‫العراق‪ :‬فرص التجارة واالستثامر ‪ -‬سفري العراق لدى اململكة املتحدة ‬ ‫موريتانيا‪ :‬الفرص االقتصادية واالستثامر ‬ ‫قواعد جديدة لصناعة النقل البحري ‬ ‫املسح االقتصادي الفصيل الربيطاين ‬

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‫أخبار الغرفة‬ ‫نشاطات الغرفة ‬ ‫أعضاء جدد ‬

‫‪66‬‬ ‫‪89‬‬

‫التقرير االقتصادي العريب‬ ‫أمن املعلومات‪ :‬بعض الحقائق ‬ ‫البدانة والسكري‪ :‬املحاولة الربيطانية يف مكافحة الخطر ‬ ‫الرشاكة بني القطاع العام والخاص ‬

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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

‫‪Production & Design‬‬ ‫‪Distinctive Publishing‬‬ ‫‪Unit 6b, Floor B, Milburn House‬‬ ‫‪Dean Street, Newcastle upon Tyne NE1 1LE‬‬ ‫‪Tel: 0845 884 2385‬‬ ‫‪www.distinctivepublishing.co.uk‬‬

‫‪Advertising‬‬ ‫‪Distinctive Publishing‬‬ ‫‪Tel: 07813 874 9703‬‬ ‫‪john.neilson@distinctivegroup.co.uk‬‬

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