contents July 2015
w w w.t h e e d ge. m e
Business Interview: 'Brain guru' Tony Buzan on his 'mind mapping' techniques
Vol. 7 No. 7
- July 2015
44 Dr. Aisha Yousef Al Mannai, dean of Qatar Faculty of Islamic Studies (QFIS), commenting on the programmes that it offers, says, “QFIS chose to be different by offering programmes that embrace the essence of perception, knowledge and awareness, and less about competition.”
features
36
- QATAR’S BUSINESS MAGAZINE - Vol. 7 No. 7 - Issue 69 - July 2015
cover story
RAMADAN ISSUE
BUSINESS Exploring Qatar's piscary industry and seafood consumption
East vs. West
Could the US really ban Gulf-based airlines from their skies?
100% Qatari
PLUS: Qatar's draft realtor law New Hukoomi government app Creating a legacy of hospitality in Qatar Shari'ah compliant lending
Expatriate fishermen prepare nets in the coastal town of Al Khor in Qatar. The country has a vibrant maritime tradition that includes both fishing and pearling. But, says the author, Qatar’s fishing industry faces many challenges, including a lack of interest from nationals in fishing as a vocation, overfishing, environmental problems, tight regulations and a consumer base that favours red meat over seafood.
Business Interview: Dr. Aisha Yousef Al Mannai on the plurality of Islamic jurisprudence 44
Dr. Aisha Yousef Al Mannai, dean of the Qatar Faculty of Islamic Studies (QFIS), speaks to The Edge’s Aparajita Mukherjee about the role of theology and religion in the modern world.
Feature Story East vs. West – Can the US ban Gulf-based airlines from their skies? 50
Escalating competition from Gulf carriers has made United States’ airlines vulnerable enough to initiate a strong lobbying for a review of the open sky policies between the regions. However, what might be profitable for the airline companies is not necessarily in the best interest of the customers, writes Syed Ameen Kader.
Business Interview: Tony Buzan – Making most out of the human brain 56
Speaking with The Edge’s Aparajita Mukherjee, Tony Buzan, the pioneer of the concepts of mind mapping, speed reading and memory boosting, shares his insights on what he has spent his life doing – helping people learn better by using their brains more efficiently.
Business Interview: The smart side of Msheireb with Abdulla Hassan Al Mehshadi 62
The Edge’s deputy editor Farwa Zahra explores the ‘smart’ side of Msheireb Downtown Doha in an exclusive interview with Engineer Abdulla Hassan Al Mehshadi, chief executive officer of Msheireb Properties.
62 Among the ICT solutions embedded in Msheireb Downtown Doha is a multi-play and communications infrastructure comprising public WiFi, indoor geo-location, free-to-air TV and radio, etcetera.
The Edge | 3
contents
sectors
Finance & Markets 24
With the assets of the world’s growing number of Islamic banks now standing at around USD1.8 trillion (QAR6.6 trillion), Qatar’s shari’ah-compliant lenders have rapidly become key players in a major global industry.
Energy & Sustainability 27
Introducing... The Edge's Weekly
PODCAST
Qatar continues its strategy to broaden its gas customer base around the globe, with a landmark inaugural cargo of LNG delivered to Jordan.
Real Estate & Construction 31 Qatar’s government makes it mandatory for real estate brokers to obtain a licence before doing business, setting obligations and disciplinary accountabilities for them.
The Edge now has business news podcast on the Ginger Camel Media Network. Hosted by our Managing Editor Miles Masterson and featuring the editors of The Edge and QCN magazines as well as special guests, The Edge Business News podcast covers business news, current affairs and analysis of the main news stories across all sectors related to the economy and society in Qatar, as well as
Qatar’s growing expatriate population has created huge demand for housing in Doha and surrounding areas, which has made regulators wary about setting disciplinary guidelines for brokers . (Image Corbis)
Tech & Communications 33
With Qatar having smartphone penetration of over 80 percent across all key demographics, the government’s new app is expected to bring all key e-services to your fingertips, reports M. Iqbal.
Arab countries and the rest of the world. Please subscribe The Edge Qatar Business News podcast and download our weekly edition for the up to date insights into the world of business in Qatar and beyond.
Business Insight 67
Manuel Biota, FNAC’s vice president Franchising and New Format, spoke about the group’s first Middle Eastern foray. Brian Humphries, president, worldwide Manuel Biota tells The sales and strategy, Enterprise Edge that FNAC has done a market study Solutions Group, Dell, shares with to see what kind of display will work best The Edge how his company not in Qatar. being locked into a proprietary infrastructure business model allows itself to embrace new trends and technology in the market.
regulars For more info go to www.gingercamelmedianetwork.com/edge
4 | The Edge
From the Editor 8 Photo of the Month 10 Business News 12 Qatar Perspectives 20 Products 73
publications director mohamed jaidah m.jaidah@firefly-me.com general manager joe marritt j.marritt@firefly-me.com managing editor miles masterson m.masterson@theedge-me.com senior business editor aparajita mukherjee a.mukherjee@theedge-me.com deputy editor farwa zahra f.zahra@theedge-me.com special projects editor roisin bailey r.bailey@firefly-me.com
Read QCN. Online.
associate editor ameen kader syed a.syed@firefly-me.com global energy editor simon watkins s.watkins@theedge-me.com international sales director julia toon j.toon@firefly-me.com | +974 66880228 head of business sales manu parmar m.parmar@firefly-me.com | +974 33325038 sales manager adam kynnersley a.kynnersley@firefly-me.com | +974 66079716 senior advertising manager UAE nesreen shalaby n.shalaby@urjuan-me.com | +971 507199707 distribution & subscriptions azqa haroon/joseph isaac a.haroon@firefly-me.com/ j.issac@firefly-me.com art director sarah jabari production manager/senior designer srimani welagedara finaliser ron baron
Smartphone and Tablet optimised.
printer ali bin ali printing press Doha, Qatar
Get updates on leading projects shaping Qatar’s booming construction industry. firefly communications PO Box 11596, Doha , Qatar Tel: +974 44340360 / Fax: +974 44340359 www.firefly-me.com
Find out more about upcoming events and tenders and read expert opinions and articles on architecture, materials, technology, project management, infrastructure, sustainability and more.
www.qatarconstructionnews.com
The Edge is printed monthly Š 2015 Firefly Communications. All material strictly copyright and all rights reserved. Reproduction in whole or in part, without the prior written permission of Firefly Communications, is strictly forbidden. All content is believed to be factual at the time of publication. Views expressed by contributors are their own derived opinions and not necessarily endorsed by The Edge or Firefly Communications. No responsibility or liability is accepted by the editorial staff or the publishers for any loss occasioned to any individual or company, legal or physical, acting or refraining from action as a result of any statement, fact, figure, expression of opinion or belief contained in The Edge. The publisher (Firefly Communications) does not officially endorse any advertising or advertorial content for third party products. Photography/image credits and copyright, where not specifically stated, are that of Shutterstock and/or iStock Photo or Firefly Communications.
6 | The Edge
QCN Web VHP.indd 1
2/19/15 3:11 PM
editor’s letter Welcome to our fourth annual Ramadan issue. Generally at this time of year, we try to offer some coverage of subject matter beyond the normal matrix of oil and gas, finance and banking, construction and real estate, transport and logistics, technology, healthcare and education, etcetera, that are at the core of The Edge’s editorial. Indeed, in the spirit of the season, our Ramadan edition is an opportunity for us to think beyond these parameters and offer up a story further outside the usual business paradigms. Something with a bit more humanity than gas contracts and annual results. Hence our cover story focus this month on Qatar’s fishing sector. Have you ever wondered where the fish that ends up on your plate comes from? Or whether those dhows and fishing boats you see gently rocking at anchor in the bays of Qatar or resting in the hot sun on the country’s beaches actually are used for the purpose they were ostensibly created, or are just pretty props for photographs? Personally, I cannot say I ever really thought about it. Or if I did, it was a fleeting moment that soon passed as another Landcruiser cut me off on the Corniche and my focus returned to my immediate survival. But Abed Ayyed, author of our cover story and special report on page 36, did wonder. In fact, so curious was he about the fishing industry in Qatar, that he spent many months visiting the country’s fishing villages, speaking to fishermen, boat owners and the like (as well as the less glamorous part of investigative journalism, mining and processing whatever data he could find – which was in this case somewhat limited). The result is a fascinating insight into Qatar’s fishing fleet and the current state of its piscary industry. Given the fact that fishing was once one of two maritime vocations that formed the majority of the output of Qatar’s local working population (the other, of course, pearling), it is enlightening to realise, for example, that the
discovery of oil and gas in the country heralded the transition away of at least half its people from the sea to extracting what is beneath the ground. A blindingly obvious fact, of course, but one that Ayyad succinctly puts into cultural context when viewed from the perspective of the fishing sector. It remains one that faces many challenges and obstacles as it contributes to feeding the ever-growing population of Qatar, and providing a livelihood for the fishers and boat owners. We continue to offer less than customary business fare this month, relating to the Ramadan theme specifically, with our exclusive lead interview with Dr. Aisha Yousef Al Mannai, dean of the Qatar Faculty of Islamic Studies at Qatar Foundation. On page 44, Dr. Al Mannai informs The Edge’s Aparajita Mukherjee how she believes such an institution can contribute positively to the image of Islam throughout the world, and how it can unlock human potential. Another individual who our intrepid interviewer Mukherjee spoke to recently is the eminent British thinker Tony Buzan. Indeed, our senior business editor immersed herself in a one-day workshop Buzan hosted in June in Doha focusing on his ‘mind mapping’ techniques designed to extract the most from one’s brain. Again, not traditional The Edge fare, but a process Buzan is emphatic can contribute indelibly to the success of firms large and small. Rounding off our features with more regular type of content, The Edge’s deputy editor (and editor of Qatar Construction News) Farwa Zahra talks on page 62 to Engineer Abdulla Hassan Al Mehshadi about how technology will contribute to the Msheireb development, of which he is CEO. Finally, associate editor Syed Ameen Kader also explores, on page 50, the ongoing war of words between the airlines of the Gulf (including our own Qatar Airways), and the three largest airlines in the United States – a saga which reached a zenith of sorts at the recent International Air Transport Association summit. So whatever your preference, we do trust you will find something of interest in this edition of The Edge – and we would like to wish our Muslim readers Ramadan Kareem and Eid Mubarak. See you all in August.
Our annual Ramadan edition is an opportunity for us to offer up a story outside the Miles Masterson usual business paradigms. Managing Editor 8 | The Edge
10 | The Edge
Ramadan Kareem
photo of the month
Jordanians perform the first Taraweeh prayer to begin the holy Muslim month of Ramadan at the mosque of King Abdullah I on June 17, 2015 in Amman, Jordan. Ramadan month this year started at daylight on Thursday June 18, when Muslims around the world fast all day until sunset for 30 days, followed by the three-day Eid Al Fitr celebration. The Edge would like to wish all our Muslim readers Ramadan Kareem and Eid Mubarak. (Image Getty Images) The Edge | 11
news
business news
Embedding CSR reporting with Islamic values
main story
The Islamic world has exceptional potential to be a global leader in corporate social responsibility (CSR) and an inspiration to others in achieving sustainable growth. The Islamic Reporting Initiative (IRI) – the first reporting tool for CSR that meets the highest international standards, built on Islamic principles and values – will create a legacy of corporate and organisational sustainability, writes Dr. Daan Elffers. Launched earlier this year, the IRI has rapidly gained momentum and support from businesses, government organisations, non-profit organisations and educational institutions from all over the world. The IRI aims to create the first, mainstream integrated reporting standard for corporate sustainability and social responsibility (CSR) based on Islamic principles. This will enable organisations to inclusively assess, report, verify and certify their CSR programmes. The IRI, a not-for-profit organisation, has the potential to offer many benefits to organisations in over 50 countries, including all members of the Organisation of Islamic Cooperation (OIC). Development is currently at phase one of three, which sees the IRI which has members from across the Middle East, Central and South-East Asia and Europe, representing business sectors from healthcare and finance, to education and environment. It is expected that collaboration with partners from across all regions and sectors will bring to the IRI extensive industry-specific expertise, and ensure appropriate inclusion of culturally specific elements, such as those relating to shari’ah, Zakat and Fitra. Once all sectors and industries have been represented, a process of expertise mapping will be conducted to identify the scope of resources, before round table discussions commence. The IRI and course for development is in response to research confirming that companies are finding the current, broad tools for CSR application to not always be as practical or relevant in a local context. The IRI is an alternative and effective solution to this challenge. It will allow us to recognise and engage with the nuances of the local culture, while still working towards international standards of best practice. One significant element is, of course, the long-standing philanthropic culture, which prevails through considerable organisational and
“IRI will allow us to recognise and engage with the nuances of the local culture, while still working towards international standards of best practice.” 12 | The Edge
societal generosity. There is a tendency to equate philanthropy and CSR as comparable mechanisms, and the IRI identifies them as distinct and complementary concepts. The latest organisations in the Middle East and North Africa region to partner with the IRI include the International Medical Centre (IMC) in Saudi Arabia, and Jerusalem Pharmaceuticals, a leading publicly listed company in Palestine. With both companies broadly operating in the healthcare sector, the IRI is anticipated to benefit from a diverse and extensive range of expertise from across this industry. Dr. Iyad Masrouji, CEO of Jerusalem Pharmaceuticals, said, “As a partner, we intend to contribute insight to form a tool that facilitates prosperous conditions for all, and we hope to make a lasting impression in the way CSR reporting will be conducted in the future.” Recently, the IRI announced its partnership with the Social Stock Exchange (SSX), to work towards compatibility with their standards. The SSX is the first platform in the world to showcase publicly listed social impact businesses. The global market for social impact investment has been estimated to be worth USD9 billion (QAR33 billion). Further, with London already a leading centre for Islamic finance, the strategic partnership between the London-based SSX and the IRI is a valuable prospect for responsible business, on an international scale. The IRI is inviting organisations from Qatar to collaborate and lead in the development of the IRI, to ensure representation of the local principles and values of Qatar.
Dr. Daan Elffers is the founder and chairman of the IRI. More information can be found at www.islamicreporting.org.
news
by the numbers Turkish Airlines capitalises on its strategic location Temel Kotil, deputy chairman and CEO, Turkish Airlines, says its Istanbul hub, being at the crossroads of the East and the West, works as a major differentiator that gives the airline a competitive edge.
Qatar’s Retail Rally A recent report released by A.T. Kearney has ranked Qatar in the top five of its Global Retail Development Index (GRDI). Marking its debut into the 30-country index, Qatar’s retail market is expected to expand greatly in coming years.
4th
Previously unranked, Qatar’s global position on the 2014 GRDI.
1st
Temel Kotil, deputy chairman and CEO, Turkish Airlines.
How would you like to position yourself in this region? We would like to be known for the fact that at Turkish Airlines we connect you to more countries than any other airline in the world. Moreover, we are competitively priced and come with exceptional service, including but not limited to our fabulous onboard catering. Our hub in Istanbul, at the crossroads of the East and the West, is a major differentiator. To what do you attribute your company’s consistent growth? We believe our growth is due to our wide network, which connects travellers to 110 countries across the world. We are eyeing the United States, Europe and Africa for expansion, with plans to increase frequencies of flights to various destinations and add new routes. Turkish Airlines is backing future plans with an increase in its aircraft fleet to reach 300 by the end of 2015, and over 400 aircraft by 2020. Talk us through your expansion strategy? We aim to almost double our aircraft fleet and hit USD24 billion (QAR87 billion) in revenues by 2023. We have geography on our side; with one foot in Europe and the other in the Middle East, our hub in Istanbul could not be more strategically located, and this is a huge driver of growth. We plan to capitalise on this, especially with the planned opening of Istanbul’s new airport soon. With USD35 billion (QAR127 billion) in investments, the new airport will have six runways, 500 aircraft parking spots and the capacity to accommodate 150 million passengers.
NUMBER OF THE MONTH
USD
29
billion
The International Air Transport Association (IATA) announced an upward revision of its 2015 industry outlook to a USD29.3 billion (QAR107 billion) net profit. The significant strengthening from the USD16.4 billion (QAR60 billion) net profit in 2014 reflects the impact of several global factors, including stronger global economic prospects, record load factors, lower fuel prices, and a major appreciation of the US dollar.
Qatar’s GCC position.
100%
Qatar’s market attractiveness (compared to ranking leader China, at 66.7).
34.3%
Qatar’s market saturation showed large potential for growth.
1/3
The amount by which the number of ultra high net worth individuals is set to grow in the Middle East in the next decade.
9.7%
Compound annual growth rate (CAGR) over the past four years.
7th
The position of Qatar’s nearest Gulf rival, UAE, which dropped from 4th in 2013 (Saudi was 17th, Oman 26th and Kuwait 27th).
13
The number of standalone luxury brand retailers in Qatar, which alongside its regional neighbours, is considered an established market in this segment.
USD
12.4 billion
in retail sales achieved in Qatar in 2014.
USD
70.9 billion
UAE’s retail sales in 2014.
USD
2400
The amount that the average luxury goods buyer spends per month on beauty, fashion and gifts.
1 million
square metres of retail space coming on line in Qatar in the next 3 years.
Source: A.T. Kearney Global Retail Development Index (GRDI)
The Edge | 13
news
business in quotes
Business News in Brief Mohammed Ali Al Mannai appointed president of Communications Regulatory Authority
“The global economic recovery is showing encouraging signs, oil demand is improving.”
HH the Emir Sheikh Tamim bin Hamad Al Thani has appointed Mohammed Ali Al Mannai as president of the Communications Regulatory Authority (CRA) by Emiri Decree No. 25 of 2015. As president, Al Mannai will be responsible for leading technical, financial and administrative affairs of the CRA, established last year to regulate the communications and postal sectors, as well as access to digital media. Al Mannai brings to the job nearly 18 years of wide-ranging experience in the telecommunications industry, including serving most recently as the CEO of Qatar National Broadband Network (Qnbn).
Speaking at the opening of the Organization of Petroleum Exporting Countries (OPEC) international energy seminar in Vienna, Switzerland in early June, Qatar’s Energy and Industry Minister Mohammed Saleh Al Sada, current president of the body, optimistically continued: “Looking at the oil market today, there are a number of reasons to feel more optimistic about the general situation going forward. Indeed, going by current trends, there should be a more balanced market in the second half of the year.” Al Sada did, however, offer a caveat of slightly more objective realism. “Of course, we are not out of the woods yet and we are still faced with a lot of uncertainty,” he added.
“The more generations of transmission, the longer we have to monitor the cases.” So stated the Hong Kong secretary for food and health Ko Wing-man at a press conference in late June, in response to concerns that the outbreak of the Middle Eastern Respiratory Syndrome virus (MERS) in South Korea might spread to the Chinese territory. As the incubation period of MERS is two weeks, Hong Kong authorities will uphold the existing preventive measures until it is determined that South Korea has effectively controlled the spread, Ko Wing-man added. To date, more than 150 people have contracted the disease in South Korea and 19 of those have died, sparking widespread concern in surrounding countries. Patient zero in the current outbreak is believed to have been a 68-year-old man who had travelled to the Middle East in late May. The first death by MERS was also reported in Germany on June 16.
14 | The Edge
Prior to becoming CEO of Qnbn, new CRA president Al Mannai served as senior director for the network rollout at Ooredoo (formerly Qtel).
Bedaya Center hosts social media workshop on building an online imprint
The Bedaya Center for Entrepreneurship and Career Development, a joint initiative by Qatar Development Bank and Silatech, held a two-day ‘Be in control of your social media channels’ workshop in June in Katara Cultural Village in cooperation with social media experts Ammar Mohammed and Mostafa Sheshtawy. The workshop provided a deeper understanding on how to build an online brand and imprint. It offered all possible help for identifying goals and proper planning in using social media and presented participants with creative ideas for more active and efficient control. Meanwhile, entrepreneurs had direct access to guidance, training and support and were introduced to real-life experiences by the two speakers who discussed a wide variety of topics.
business in brief Skytrax awards for Turkish Airlines
Turkish Airlines has been chosen Best Airline in Europe, Best Airline in Southern Europe and awarded World’s Best Business Class Airline Lounge, by Skytrax World Airline Awards. Skytrax is the acknowledged name associated with air travel excellence in the 21st century and provides unique products to the global aviation industry through professional Audit and Service Benchmarking programmes for airlines, airline alliances, airports and related air transport product and service suppliers across the globe.
Start-up Watch Travelandaid: Packaging travel with charity
Kahramaa Awareness Park wins Energy Globe Award Qatar 2015
The accolade was awarded to Kahramaa Awareness Park as an innovative project, designed for their science museum, for disseminating information on ways to conserve water and electricity, and which serves as an original source of knowledge for young visitors. Its goal is that of educating the next generations in the understanding of environmentally conscious, sustainable living systems from the inside and the outside. A representative group from Kahramaa was honoured in a ceremony at the Austrian Embassy recently.
GWC inaugurates UPS flagship customer centre in Qatar
GWC, the authorised service contractor for UPS in Qatar, inaugurated its new flagship location in the State of Qatar, located on D-Ring Road. The new UPS Customer Centre will operate from Saturday till Thursday between 7 am to 7 pm. The inauguration also celebrated the launch of UPS four further UPS locations in the country, with branches at the Qatar Financial Centre in West Bay, among others.
“By bringing UPS under our umbrella, our clients will have access to complete logistical services from GWC,” said Ranjeev Menon, group CEO for GWC (pictured left with UPS’s Christos Volis).
news
Managing a charity business has a reputation for being a somewhat sedate job – but for Mohamed Al Shahawy, strategic planner of Qatar Charity, it is more about transforming the charity into a successful business model. That is how the idea came up to develop a travel and aid portal, travelandaid. com, which can generate sustainable revenue through different channels. by Syed Ameen Kader. When Al Shahawy, who comes from an IT marketing and strategic planning background, joined the Qatar Charity team a year ago, the main thing he wanted to do was to develop a sustainable business model that not only does charity work but also offers great value to people. “My plan is to change the way people look at charity organisations. We are not here to beg for money. As a brand, we will offer you value and in return, you will give us money to support those people who are in need,” said Al Shahawy. Currently, travelandaid.com has an arrangement with Expedia, which allows its interface to be used at the back end for hotel bookings. The charity portal also has tie-ups with seven leading airlines, including
Qatar Airways, Etihad, Turkish Airlines and Lufthansa, to allow visitors to book air tickets. But Al Shahawy is working with his team to develop a system that will allow users to book with every airline in the world, just like the hotel reservation system that they have with Expedia. “We are hoping to get this system ready in a couple of months’ time,” he revealed. Under the current model, travelandaid. com earns commission on every booking made through its website. But, Al Shahawy explains, the idea is to not just have a portal where people who want to do some good work for the society, come and make travel booking once or twice but to “make them come again and again”. “So in order to generate that volume of traffic to our website, we need to give them some value or incentives. That’s why we are working on developing a blog on our website with some original content and crazy ideas about travel and charity,” said Al Shahawy. The portal intends to develop a strong community engagement platform where people can participate in debates, discussions and various other online competitions and activities. They will also be rewarded with prizes such as free air tickets or hotel stays. Travelandaid.com has a target of attracting five million users in its first year. “When I have that many visitors, and I go to any airline or organisation, they will be happy to sponsor my website. That’s our real plan because if I manage to achieve that, it will bring millions of dollars for our charity work through a totally different channel, and not the traditional ones,” he explained. The website expects to generate at least USD1 million (QAR3.64 million) revenue in its first year. www.travelandaid.com The Edge | 15
news
events
Business events calendar September-October 2015 6-9 September Port Development Week
Qatar’s first Port Development Week will serve as an interactive platform for all project stakeholders. This will feature high-level strategic discussions, and share peer-led case studies, addressing some of the biggest challenges, opportunities and requirements in delivering and operating world-class ports in the region. The event will have four focused streams, incorporating port operations, port security, port planning and expansion, and marine and coastal engineering. There will be an exclusive closed door briefing on upcoming projects from Sohar Port. This will be a great opportunity for suppliers and solution providers who wish to be shortlisted as potential partners.
7-8 September Future Interiors Qatar
The second annual Future Interiors Qatar offers a good business platform for Qatar’s interior design and architecture industry, by bringing together top professionals, developers and end-users. They will deliberate upon various industry topics including how to deliver excellent interior design for Qatar’s residential, commercial, hospitality, retail and tourism projects. This could also be a good opportunity for industry practitioners to exchange ideas and best practice through case studies on major projects in Qatar and the Gulf Cooperation Council. For whose who are interested to explore new and advanced construction materials and products, alongside current design trends, this is a must-attend event.
Events Listing September 8-9 September 4th Annual ITS & Road Safety Forum
During the Port Development Week, there will be an exciting site visit to one of the largest regional ports.
Future Interiors Qatar aims to provide the ideal meeting place for industry players to stay up to date on the latest trends and lucrative business opportunities.
4-6 October QBX Expo
The first Qatar International Exhibition for Support Services and Business Solutions (QBXEXPO) is aimed at those who are engaged in various business sectors in Qatar. Participants can expect to gain good knowledge about the best business solutions, support services, and logistic services. For businessmen and companies looking to do business in Qatar, this could be a great opportunity to familiarise with the requirements of commercial and investment entities. The event aims to meet some of the leading companies in Qatar, whether in public or in private sectors, providing huge networking and business opportunity.
October 4-6 October QBX Expo 11-13 October Employee Health and Wellbeing Conference 13-14 October Qatar Transport Infrastructure 2015 15 October Back2Business 13-15 October Global Hospitality and Horeca Show
Sedeer Media’s senior management team held a press conference on June 7 to announce the 1st Qatar International Exhibition for Support Services and Business Solutions (QBX-EXPO) in Doha.
16 | The Edge
26-27 October Qatar Port Summit
Doing Business in the Middle East? So are we... As the largest law firm in the Middle East, Al Tamimi & Company knows more than just the law. We pride ourselves on understanding the business environment in which we operate, benefiting the clients we work with. We have the knowledge, expertise and cultural awareness to ensure that our clients are at the forefront of doing business in the Middle East. 16 Offices
I
9 Countries
I
330 Lawyers www.tamimi.com
qatar perspectives
Creating a Qatari hospitality legacy With the hospitality trade in Qatar set to soar with the Business Optimism Index for the Trade and Hospitality sector increasing to 57 in Q1, 2015, it is now key to strive for excellence. The huge increase is largely driven by the imminent 2022 World Cup and Qatar National Vision 2030 – leading the country on the path of economic diversification and recognising the increasing demand in international business tourism, writes Hamad Abdulla Al Mulla.
Katara Hospitality hotels are an eclectic portfolio catering to high-end business travellers and the cost-conscious, through to the MICE segment.
With both the 2022 and 2030 deadlines, it is no wonder that there are huge investments currently being made in Qatar. With the first motivation being the football event, it often leads to questions about what will happen after the eyes of the world shift from this internationally acclaimed event. The investments are set to serve the country’s economy in the long term by giving an added boost to the infrastructure, including the newly opened Hamad International Airport and upcoming developments such as the Mall of Qatar, Festival City and theme parks. This is why Katara Hospitality continues its mission to preserve the existing industry heritage within the country, while also acquiring spectacular properties that once set the standards in the sector. Today, the institution represents a legacy. The aim is to further invest in these historic and iconic hotels to restore them to their former glory and turn them into thriving businesses, while ensuring that their hospitality heritage is secured. Each property represents a hospitality icon in its own right, further strengthening Qatar’s reputation as a key player in the global tourism market. Currently, the hotels owned and managed by the company in Qatar form an eclectic portfolio that cater to demand from both the high-end business travellers to the more cost-conscious ones, through to the meetings, incentives, conferences and exhibitions (MICE) segment. In line with the Qatar National Vision 2030, Katara
Hospitality is also focusing on developing a network of first-class business hotels in Qatar with its home-grown Merweb Hotels brand. A recent example of how the company is showcasing its dedication to the heritage and development of Qatar is the focus on pioneering spectacular projects that will redefine the design and presentation of luxury hospitality in the country. One of the projects is the iconic Katara Towers in Lusail Marina District, a luxury hospitality complex and an architectural translation of Qatar’s country seal. Scheduled to open in 2018, Katara Towers will host a five-star luxury hotel, a five-star ultra-luxury hotel, and branded apartments. The project features twin arched towers that rise gracefully from the podium level and symbolically represent the crossed swords of the country’s seal. With its design complemented by landscaped gardens and palm trees, the hospitality complex is set to become the hospitality icon of the 21st century. In Qatar, for over four decades, Katara Hospitality has played an instrumental role in shaping the hospitality landscape, which today is part of the national infrastructure that grows alongside the country’s development. When investing abroad, the organisation is the hospitality flagship of the country, representing an industry that is perceived as an essential sector in Qatar’s economic diversification. The organisation believes that it is important across the industry to grow the
20 | The Edge
hospitality sector, not only for the present, but also for the future to create a true legacy that the country can really be proud of. Keeping this in mind, it is important that the industry does not forget that the focus of the world will soon be upon Qatar on the back of the 2022 World Cup. The development of legacy hotels across the country will firmly put Qatar on the map as a world-class, key international destination, and one that will continue to attract travellers for generations to come.
Hamad Abdulla Al Mulla is the CEO of Katara Hospitality.
Wishing you
Ramadan Kareem
qatar perspectives
How technology makes payment transactions safe and simple In the past decade, advances in technology have accelerated almost every aspect of our lives – none more so than the way we pay. But with every progressive step towards making payments faster and simpler, new threats emerge from fraudsters determined to exploit these new systems. And while payment technologies have never been safer, criminals continue to get smarter, writes Raghav Prasad.
Consumers want speed and simplicity, not frustrating prompts for passwords, and while the removal of passwords may seem counter intuitive, when it comes to data security, static passwords are vulnerable.
It is no coincidence that amid the rapid growth of digital transactions, cybercrime has become one of the biggest concerns to consumers, businesses and national economies ever seen. The need to secure payment channels grows every day both here in Qatar and throughout the world. Nearly a quarter of all purchase volume originates from mobile devices, and that number is growing rapidly. As payment products become more complex and payment channels more numerous, issuers demand better fraud monitoring and detection strategies that account for the complexities of today’s marketplace. However, these measures to combat fraud should not defeat the very purpose of new payment technologies – to make transactions faster and easier. MasterCard’s innovations in authentication are a case in point. The rate of online fraud is three times higher than in the real world because identification is more difficult. But while password authentication has improved security, it also makes payments more cumbersome. Now, through biometric technology – such as fingerprint, voice and facial recognition – as well as the latest 3DS 2.0, or 3D Secure 2.0 authentication service, the need for a password is being eliminated. In doing so, MasterCard is making identification not only more secure, but also faster and simpler too. Safety and security are not hindrances to more efficient
payments – the two go hand in hand. As an organisation, MasterCard innovates to stay ahead of criminals while constantly improving the payment experience for customers. Since there is no surefire way to fight fraud, the approach adopted is multilayered. For instance, 3DS 2.0, which will soon replace the existing 3DS or 3D Secure (SecureCode), will be the largest wholesale upgrade to online payment security. It will benefit consumers, banks and merchants alike, with invisible authentication and fewer prompts for passwords, as well as increased approval rates. The tool will utilise richer cardholder data, which will result in fewer password interruptions at the point of sale. In the event that an authentication challenge is needed, cardholders will be able to identify themselves with the likes of one-time passwords, or fingerprint biometrics, rather than committing static passwords to memory. Consumers want speed and simplicity, not frustrating prompts for passwords, and while the removal of passwords may seem counter intuitive, when it comes to data security, static passwords are vulnerable. We simply have too many to remember and so many of us fall into the habit of either writing them down or using the same password for everything. This is why, in addition to developments in 3DS 2.0, we are already running trials of biometric payment technology to help consumers make purchases more easily,
22 | The Edge
with even greater security, and also satisfying forthcoming regulatory and government rules for a two-form authentication process. As we move into a future where technology continues to impact the way we pay, we will ensure safety and security remains our number one priority, and continue to innovate so everyone is protected everywhere and every time they pay, which will ultimately define and defend the future of payments.
Raghav Prasad is general manager for Gulf countries, MasterCard.
sector name | banner heading
Contents: Qatar’s Islamic banks vie for global role. 24. QFCA appoints new CEO. 25.
finance & markets Qatar’s Islamic banks vie for global role
One Qatari shari’ahcompliant bank, the Qatar International Islamic Bank, was the second entrant to the market. Pictured here is their Grand Hamad Street branch which has other Islamic banks such as Qatar Islamic Bank and Barwa Bank. (Image FotoArabia)
With the assets of the world’s growing number of Islamic banks now standing at around USD1.8 trillion (QAR6.6 trillion), Qatar’s shari’ah-compliant lenders have rapidly become key players in a major global industry, writes Oliver Cornock.
G
lobally, the sector has fast grown to become responsible for a wide range of products and investments, financing everything from shopping malls in Birmingham to sukuks in Istanbul and new cars in Malaysia. However, defining what constitutes shari’ah compliance can be tricky, with no uniform set of guidelines. As a result, for some time the industry has been searching for ways to standardise practices via a single, global regulatory and monitoring authority. This is a cause championed by Qatar, which is seeking to leverage the strength of its own Islamic finance sector to become 24 | The Edge
a driver for standardised regulation in the global market. In 1982, Qatar Islamic Bank (QIB) became the first Islamic finance house to open in the state. Since then, three more have been established – Qatar International Islamic Bank (QIIB), Masraf Al Rayan (MAR), and the newest, Barwa Bank. Growth has been exponential in recent years, with relatively low-level activity in the 1980s and 1990s, followed by rapid expansion in the new millennium. The sector currently has a share of around 25 percent of Qatar’s banking sector, with the International Monetary Fund recording compound annual
25%
The market share of Islamic banks in Qatar’s banking sector. growth rate of around twice that of the conventional sector between 2009 and 2013. Popularity among customers is a major driver behind this growth, as is government support, with a series of measures helping the sector secure its position. In 2011, for
sectors | finance & markets
example, Islamic windows at conventional banks were ordered to be closed, answering concerns over the cross-contamination of shari’ah-compliant products, while also giving the purely Islamic banks a monopoly on such facilities. The regulations governing finance houses have also been gradually brought into line with the conventional banks. A move in December 2014, for example, saw rules on real estate operations equalised, opening more fully this particularly lucrative sector to the Islamic banks. This is likely to be welcome in a sector that saw real estate prices up 35 percent year on year in December 2014. Real estate was, however, one of the main areas in which Islamic banks across the world took a hit after the 2008 global financial crisis. Thus, when Abdullah bin Saud Al Thani, governor of the Qatar Central Bank (QCB), addressed the Institute of International Finance (IIF) conference in Doha in March, he identified real estate, along with consumer lending to certain categories, as a ‘high risk’ area. “We need a regulatory and monitoring authority for the growing, world Islamic banking and financial industry,” Al Thani remarked. However, this will be by no means an easy task. Currently, there is some significant deviation between the shari’ah interpretations behind the Islamic banking codes of different nations – a difference
“There is some significant deviation between shari’ah interpretations behind the Islamic banking codes of different nations between Gulf nations and global Islamic finance hub, South-East Asia.”
that has often been broadly characterised as between Gulf nations on the one hand and those of the other global Islamic finance hub, South-East Asia – and Malaysia in particular – on the other. This difference of interpretation has affected the range of Islamic products available in the market, with what qualifies as shari’ah compliance in one place not necessarily qualifying in another. At the same time, while some countries, such as Qatar, have a single regulatory authority for both Islamic and conventional banking – the QCB – others, such as Bahrain and Kuwait, have two independent regulators. Other countries have mixed systems, or specific provisions for Islamic banking within a single code. Some countries require a shari’ah compliance board to sign off on financial statements, while others, such as the United Kingdom and Turkey, do not. Deposit protection schemes often vary between countries and between conventional and Islamic banks within those countries too. All these variables would be difficult to bring into a single code. Yet such a regulatory framework could still be workable, particularly if it addressed a core number of issues, while allowing flexibility beyond these. The regulator would have to be independent, while also well supported and accountable. It would also have to take account of the growing cross-sectoral nature of Islamic finance, with insurance, banking and capital markets activities all brought into consideration in assessing risk. Moves on this are happily already underway, though. One of the leading bodies working on creating international standards for the sector is the Kuala Lumpur-based Islamic Financial Services Board (IFSB) – on whose council the QCB governor sits – and which published a Core Standards for Islamic Finance regulation in April 2015. Qatar, as one of the world’s main hubs for Islamic finance, has considerable weight
Oliver Cornock is the regional editor, Middle East, for Oxford Business Group.
in the push towards a single global standard for the industry. The QCB governor has clearly expressed the state’s willingness to pursue this goal, with the year ahead likely to see this gain further momentum – as it will also likely see increased involvement of Qatar’s Islamic banks in an ever-wider range of activities.
New appointment
QFCA appoints new CEO The Qatar Financial Centre (QFC) Authority has announced the appointment of Yousuf Al Jaida as chief executive officer, effective July 2015.
Yousuf Al Jaida joined QFCA in 2010 and previously served as its deputy CEO and chief strategic and business development officer.
Announcing the appointment, HE Ali Shareef Al Emadi, Minister of Finance and Chairman of the QFC Authority, said, “Yousuf Al Jaida has been instrumental in the last year in driving forward the QFC’s broadened strategy. I firmly believe he will continue this momentum and ensure the QFC continues to contribute to Qatar’s economic diversification.” Al Jaida joined the QFCA in 2010 and previously served as its deputy CEO and chief strategic and business development officer. He assumes his new role at an exciting time for the organisation, as it enjoys increasing success in attracting both local and international firms who wish to expand their operations within Qatar. The Edge | 25
Contents: Qatar delivers LNG to Jordan. 27. Wintershall withdraws from Qatar. 28.
energy & sustainability
One of the key strengths of Qatargas amongst its regional competitors is the flexibility of LNG delivery options that it can offer its customers, including aboard its Q-Max class carriers. (Image courtesy Nakilat)
Qatar continues to diversify its reach with Jordan delivery A Given the increasing competition of global gas producers for the fastest growing consumer markets of Asia – as highlighted last month by news that India wants to import at least 10 percent less liquefied natural gas (LNG) this year from Qatar – the country continues in its strategy to broaden out its customer base around the globe, with a landmark inaugural cargo of LNG delivered to Jordan, reports Simon Watkins.
s a potentially lucrative market for many years hence, Jordan is a good target for Qatar. Unusually, in the Middle East region, the country has almost no hydrocarbons resources that are yielding meaningful energy levels, with proved oil reserves at just 1 million barrels and proved natural gas reserves at slightly more than 200 billion cubic feet. Although there are promising oil shale resources, Jordan has yet to exploit them, to the degree that energy imports are required to meet more than 90 percent of the country’s energy demand, accounting for more than 40 percent of its budget.
Additionally propitious for Qatar is that the volumes of natural gas imports flowing into Jordan from its main supply route - the Arab Gas Pipeline that runs from Egypt – fell dramatically in 2011 and 2012 as a result of political turmoil in the Sinai Peninsula, and remain highly prone to disruption as a result of ongoing military action in and around Syria. The same sort of problem has also negatively affected Jordan’s key plan to bolster its energy security that revolved around Iraq sending oil from Basra to Aqaba, to the tune of up to 100,000 barrels per day, and a natural gas pipeline to run along the same route, carrying up to 100 million cubic The Edge | 27
sectors | energy & sustainability
90%
Despite some hydrocarbons resources, Jordan is expected to meet only 10 percent of its energy demands internally, and must import the rest. feet per day for Jordan. One of the key strengths of Qatargas amongst its regional competitors in particular has been, and remains, the flexibility of LNG delivery options that it can offer its customers, including both landbased LNG receiving terminals and Floating Storage and Regasification Units (FSRUs). This competitive edge was further underlined recently by another landmark delivery to a Middle Eastern neighbour, Dubai, which
This competitive edge was further underlined recently by another landmark delivery to a Middle Eastern neighbour, Dubai, which chose Qatar over other regional alternatives. chose Qatar over other regional alternatives. The end of last year saw the first LNG delivery by Qatargas on board a Q-Max vessel to the Dubai Supply Authority (DUSUP) LNG Terminal located at the Jebel Ali Port. The Q-Max LNG vessel Lijmiliya – which, at 345 metres long and with a capacity of 263,000 cubic metres, ranks as one of the largest LNG vessels in the world – was loaded with 150,000 cubic
metres of LNG in the Port of Ras Laffan. From there it later pulled alongside DUSUP’s 125,000-cubic metre FSRU Golar Freeze, which is moored at a jetty in the Jebel Ali Port to unload the cargo, a process which took two days. The LNG destined for Jordan was loaded on board the FSRU, Golar Eskimo, at Ras Laffan Port, which is to be permanently moored on the Red Sea coastline in Aqaba.
Hydrocarbon contracts
What does Wintershall’s withdrawal from Qatar mean for the local energy sector? With the recent news that Qatar’s trade surplus dropped by more than 50 percent in the first quarter of 2015 from the same period a year ago, primarily as a result of declining energy export numbers, the announcement by German crude oil and natural gas producing giant Wintershall that it is to cease its activities in Block 4N of its 2013 Al Radeef gas discovery and to close its office in Doha might be regarded on the surface as bad news. Given the recent surprise decision, though, by Qatar not simply to renegotiate the terms of Maersk Oil’s original 25 year operational and developmental contract for the emirate’s largest oil field, Al Shaheen, and instead open it up to all comers, the timing of Wintershall’s announcement could be seen as worse still. The reason, moreover, cited by the German
multinational for its complete withdrawal from the country is potentially disastrous. “There were a lot of eyebrows raised in the industry when Qatar apparently didn’t give any advance warning to Maersk Oil that it was not going to just rollover its contract, or even to allow it first crack on renegotiating the terms, especially as the firm had only
OPEC share of world crude reserves 2013 (billion barrels)
just begun work on a USD2.5 billion (QAR9.1 billion) drilling programme in 2013,” Sam Barden, CEO of SBI Markets, in Dubai, told The Edge. Indeed, according to Martin Bachmann, Wintershall’s Kassel-based executive director for Exploration and Production in Europe and the Middle East, “During Venezuela Saudi Arabia
Non-OPEC 284 billion barrels 19%
Source: OPEC Annual Statistical Bulletin 2014
28 | The Edge
OPEC 1,206 billion barrels 81%
298.4 / 24.7% 265.8 / 22%
Iran
157.8 / 13.1%
Iraq
144.2 / 12%
Kuwait
101.5 / 8.4%
United Arab Emirates Libya
97.8 / 8.1% 48.4 / 4%
Nigeria
37.1 / 3.1%
Qatar
25.2 / 2.1%
Algeria
12.2 / 1%
Angola
9 / 0.7%
Ecuador
8.8 / 0.7%
FireflyPremium VHP.pdf
1
6/25/15 11:33 AM energy & sustainability
| sectors
PREMIUM Yo u r p u b l i c a t i o n s p a r t n e r
”At the time of low hydrocarbons prices when IOCs are looking to cut back on existing project expenditure and are being extremely selective about the places they to go into, Wintershall’s comments may not help Qatar,” Sam Barden, CEO of SBI Markets, in Dubai, told The Edge.
2.5
trillion cubic feet
The estimated amount of natural gas at Al Radeef, the extraction of which is now in question following IOC Wintershall's withdrawal from Qatar. the development planning, it was always clear to us and our partners that an economic development of the discovery, including the processing of the gas, would only be possible if we have access to local infrastructure, but this access was not granted and that is why we have decided to take this step.” As a result of this, the fate of the 25-year licence for the 544 square kilometres of shallow water Block 4N, adjacent to the super giant North Field, awarded to Wintershall in 2008 (with 20 percent subcontracted out to Japan’s Mitsui two years later) remains unclear. In the short term, Qatar Petroleum is expected to attempt to minimise any outright damage to the project, but the full optimisation of the gas field is likely to require a range of expertise that only the major Western international oil companies (IOCs) possess. “There’s an estimated 2.5 trillion cubic feet of gas in Al Radeef and a lot of that will require enhanced recovery techniques at some point down the line,” added Barden. “However, at a time of low hydrocarbons prices when IOCs are looking to cut back on existing project expenditure and are being extremely selective about the places they go into, Wintershall’s comments will not have helped Qatar going forward, however much gas it has, especially with massive new supply set to come onto the market as and when sanctions on Iran are lifted.”
Introducing... Firefly Premium The custom print and digital media publishing division of Firefly Communications. Firefly Premium produce quality bespoke and contract publications for a top echelon of corporate companies in Qatar. Specialising in: ➤ ➤ ➤ ➤ ➤ ➤ ➤ ➤
SUSTAINABILITY REPORTS PRINT MAGAZINES COMPANY NEWSLETTERS DIGITAL PUBLICATIONS E-NEWSLETTERS ANNUAL REPORTS PDF READERS AND ELECTRONIC MAGAZINES COMMEMORATIVE AND COFFEE TABLE BOOKS
Let Firefly Premium find a solution for all your print or electronic publishing needs. Underpinned by professional personal customer service and world-class editorial, design and production services. Firefly Premium FOR MORE INFORMATION CALL: +974 44340630 OR EMAIL : PREMIUM@FIREFLY-ME.COM
The Edge | 29
Contents: Qatar approves draft law for real estate brokers. 31. GCC construction sector has USD172 billion worth of projects in 2015. 32.
real estate & construction
Qatar approves draft law for real estate brokers
Qatar’s growing expatriate population has created huge demand for housing in Doha and surrounding areas. (Image Corbis)
Government makes it mandatory for real estate brokers to obtain a licence before doing business, setting obligations and disciplinary accountabilities for them. by Syed Ameen Kader
R
eal estate brokers will now have to obtain a licence to do business in Qatar. In May, the cabinet approved a draft law that stipulates special provisions for licence to practise real estate brokerage business in the country. The law will set obligations and disciplinary accountabilities of the real estate brokers, who were outside the purview of any specific law until now. The Qatar real estate sector has been growing steadily on the back of strong property demand arising out of the country’s increasing population that, according to
the Qatar Statistics Authority (QSA), stood at 2.34 million in March. With the market growing substantially over the last few years, this has also created many business opportunities for real estate agents and brokers, many of whom are not necessarily well trained. The industry experts feel the new law will certainly bring in more transparency and accountability in the real estate industry. Mark Proudley, associate director, DTZ Qatar Consultancy, said, “We would welcome legislation that regulates real estate brokers
and their activities and we consider it long overdue in Qatar.” “We anticipate that it will take time to both finalise the legislation and then implement, but it should provide investors, landlords and tenants with greater comfort that they are dealing with a qualified professional,” Proudley told The Edge. Many consider this will help bring more sanity to the Qatar market and avoid a crisislike situation such as the one its neighbour, United Arab Emirates had to face in 2009. The industry experts in the Dubai property The Edge | 31
sectors | real estate & construction
market partially blamed the unprofessional behaviour of a large number of property brokers besides other factors for the market crash. Although the characteristics of both markets are different, real estate pundits suggest, in the longer term, such a law should also lead to a higher level of standardisation and consistency being adopted in the Qatar real estate market. “In Dubai, the regulation of brokers along with registration requirements has enhanced the market and increased transparency. These are factors that have played a key part in the recent softening of the Dubai market and the prevention of what looked like another bubble followed by a bust,” said Proudley. The cabinet meeting that was chaired by HE Prime Minister and Interior Minister Sheikh Abdullah bin Nasser bin Khalifa Al Thani had also approved two separate sets of draft laws to streamline the real estate registration, and the documentation and notary processes. “The preparation of the mentioned draft laws came within the framework of the development of real estate registration and documentation systems aimed at protecting real estate wealth of the state and individuals, and to keep up with the requirements of the comprehensive development in Qatar,” said
In general, he said, the regulation will create a greater level of professionalism within the real estate sector and hold those working in the market accountable for their activities. HE Deputy Prime Minister and Minister of State for Cabinet Affairs Ahmed bin Abdullah Al Mahmoud in a statement issued after the cabinet meeting. The other draft laws include provisions for maintaining the real estate registration,
Mark Proudley, associate director, DTZ Qatar said the law should provide investors, landlords and tenants with greater comfort that they are dealing with a qualified professional.
records of registration and ratification of the signatures. It also includes various other important components such as the registration fees, documents due to be registered and enrolled, the unification of real estate and land registry, among others.
Construction pipeline
Deloitte: GCC construction sector has USD172 billion worth of projects underway in 2015 The estimate is against a backdrop of lower oil prices, continuing political unrest and reduced International Monetary Fund (IMF) growth forecasts across the Gulf Cooperation Council. This will be an eventful year for the GCC construction sector as projects worth USD172 billion (QAR626 billion) are currently planned and underway, stated Deloitte Middle East’s newly-released report: GCC Powers of Construction 2015: Construction: The Economic Barometer for the Region. The report mentioned that key drivers for diversification include job creation, given that 50 percent of the GCC population is under the age of 25. It stated that the GCC population 32 | The Edge
growth is forecast to grow from 35 million to 60.2 million by 2050, all driving the GCC countries’ strategies to provide education, healthcare, infrastructure and support to communities. In Qatar, the report highlighted, the two largest projects in pre-execution phase that are expected to be awarded in 2015 are from QRail, namely the passenger and freight rail, budgeted at USD15 billion (QAR54.6 billion), and the passenger and freight rail: Phase 2 that is budgeted at USD3 billion. (QAR10.9 billion). Cynthia Corby, partner and construction industry leader at Deloitte Middle East, said, “Qatar National Vision 2030 and the preparation for the 2022 World Cup are driving government spend in infrastructure projects. The projects that are in planning and execution stages include rails and roads, Doha Metro,
international airport expansion, health and education facilities as well as leisure developments.” This is followed by two projects, one for the new Qatar Economic Zone budgeted at USD3 billion (QAR10.9 billion), which is one of the three planned economic zones, mainly focusing on logistics and air freight companies (expected to be the biggest of the three), and Occidental Petroleum Corporation (Oxy), again at a projected cost of USD3 billion (QAR10.9 billion). Thus, in Qatar a clear focus on infrastructure continues as expected, the report stated. Referring to the MEED Projects’ data, Corby mentioned some of the other major projects that are planned and underway in Qatar include Lusail City (USD26 million, QAR94.6 million), and Barwa Al Khor (USD9.9 million, QAR36 million), along with a couple of other mega projects.
Contents: New Hukoomi app offers easy access to 300 government e-services. 33. Low-priced smartphones gain traction in the region. 34.
tech & communications New Hukoomi app offers easy access to 300 government e-services In the first five months of 2015, the number of unique visitors to the Hukoomi website has already surpassed a million, and this figure is expected to exceed 2.2 million by end of this year.
With Qatar having smartphone penetration of over 80 percent across all key demographics, the government’s new app is expected to bring all key e-services to your fingertips, reports M. Iqbal.
T
he recently-launched Hukoomi mobile app is expected to make it easier for people to access 300 e-services that the Qatar government’s portal currently offers. It is available across all major smartphone platforms in Qatar – iOS, Android, Blackberry and Windows Phone. Speaking at the launch of the app, Tareq Alemadi, e-government portal department manager, said, “Statistics show high mobile Internet penetration in Qatar; something that pushed us to design the Hukoomi mobile app for people to enjoy smoother access to government services and information.” Smartphone penetration across all key demographics in Qatar as identified by the Ministry of Information and Communication Technology (ictQatar) is 80 percent or above. About 92 percent of households in Qatar have a smartphone. These are the users that ictQatar wants to target with this app.
Although the adoption level for the app has been slow since its launch in the second half of May, the developers hope this will improve. Google Play on Android estimates that the app will have downloads between 1000 and 5000. Apple does not make download statistics available to the public, but it stated the app did not receive enough user ratings to display an average. This is indicative of low number of downloads on the Apple platform. Android and iOS are currently the two most popular smartphone operating systems. In 2014, Hukoomi received just less than 1.8 million unique visitors to its portal. In the first five months of 2015, the number of unique visitors has already surpassed a million. If this trend continues, the number of unique visitors to the portal will exceed the figure of 2.2 million in 2015. According to ictQatar estimates, around 76 percent of Hukoomi’s visitors log on to the portal through desktops,
whereas 24 percent come through mobile devices. If these ratios remain unchanged in 2015, about half a million people will access the Hukoomi portal through their mobile phones, most of them through smartphones – a trend which points out there is a significant potential for growth. Alemadi describes the app as an extra interactive channel between Hukoomi and its users, targeting faster and easier access to e-services and information. The app itself is laid out in a grid of seven categories – News, Events, Map, Directory, Apps, Feedback and Services. Many of the categories are self-explanatory, with News and Events giving an overview of everything that the government’s various arms are doing. The Apps section lists all the official apps. The Map section is designed to find your way around Qatar, even if the points of interests defined on it are not as extensive as, say, Google Maps. Another very useful section in the app is the Directory, which gives you The Edge | 33
sectors | tech & comms
92%
The percentage of households in Qatar that possess a smartphone.
A snapshot of the Hukoomi app that brings government e-services to your fingertips.
Digital habits
Low-priced smartphones gain traction in the region Digital adults, aged between 21 and 45, are eager to embrace new solutions, notably the LTE networking standard, which is fast becoming popular in the region. The share of smartphones priced below USD100, or roughly QAR400, in the Middle East and Africa region went up from just five percent in 2013 to 20 percent in 2014, according to the International Data Corporation (IDC). This means that one in five smartphones sold in the region in 2014 was priced below QAR400. “We are seeing a clear shift in the smartphone market toward the affordable segment, as customers are deciding highend devices may not be best suited to their 34 | The Edge
comprehensive access to contact details of various Qatari ministries, government agencies, public services and other government organisations. You can also get details of Qatar’s embassies in other countries. However, what people are expected to use the most is the various services that Hukoomi offers. This section could use a little refinement as currently it acts as a container for the web portal. Every time a service is selected, the entire page loads up, which one then has to zoom in on to read. The apps layout is different from the portal’s mobile website, which itself can serve as a good starting point for the developers to draw inspiration from. The mobile portal offers quick access to the most-used e-services such as checking
QAR
400
The price range of smartphones that recorded a sale increase of 5 percent in 2013 to 20 percent in 2014, according to the IDC. needs,” said Nitin Sood, managing director, Fly MEA, a European mobile manufacturer that entered the regional market last year. The overall smartphone sales in the region also climbed a significant 83 percent, driven by what Sood describes as ‘digital adults’ – users aged between 21 and 45 who require high data bundles for their online activities. “Digital adults embrace technology and want to get the most out of their smartphones – be it faster processor speeds, larger memory space or better display quality – at competitive prices,” Sood said. “They’re not afraid to try out new models and technologies, and are likely to be very influential on blogs and social media – so
The mobile portal offers quick access to the most-used e-services, something the Hukoomi app currently does not offer.
the status of a visa or paying fines for traffic violations, something the Hukoomi app currently does not offer. The new portal offers around 900 services now, out of which 300 are e-services.
“The subscription figure of the Middle East LTE has jumped by 174 percent yearon-year in the second quarter of 2014.” they are a very important testing ground for new products.” The digital adults’ eagerness to embrace new technology is also pushing the region’s smartphone market toward shorter product lifecycles. They are now open to adopt new solutions, notably the LTE (Long Term Evolution/4G) networking standard, which is fast gaining ground in the region. The subscription figure of the Middle East LTE has jumped by 174 percent year on year in the second quarter of 2014.
Business Exploring the state of Qatar’s piscary industry and seafood consumption habits
36 | The Edge
usiness Special Report
The Edge | 37
cover story | fishing industry
Nobody in Qatar is ever more than 45 kilometres from the sea, but you would be forgiven for not realising that this tiny country is actually a peninsula by looking at people’s dietary habits, which overwhelmingly favour the consumption by weight of red meat and chicken over fish. Even the urban planning in Doha seems to relegate the coastline to an afterthought: there is a Corniche road, yes, but it is far from the heart of the metropolis and much of the architecture, tellingly, does not face the coast. The country’s past connection to the waters of the Gulf arguably also seems obscured by the trappings of modernity, writes Abed Ayyad, who recently investigated the state of Qatar’s often forgotten fishing industry.
Traditional fishing dhow, Doha. Given its rich maritime history and the country’s geography it is surprising to discover, as our author did, that Qataris consume far more red meat and chicken than seafood, their consumption levels of the latter far below global averages. (Image ArabianEye)
38 | The Edge
P
art of this phenomenon is what Ahmad Al Muftah, scion of a Qatari family long established in the east coast town of Wakra as seafarers, decries as a “generational shift” away from a traditional reliance on the bounties of the sea, but is also the result of a longdeveloping separation from its maritime ways by a people now more accustomed to the wealth afforded them by gas and oil. “The problem is not with the lack of fishing areas; Haloul has some of the best fishing in the entire Gulf,” adds Al Muftah. “The thing is, nobody is doing anything for us fishermen.” Although Al Muftah has first-hand knowledge of operating a fishing concern in that town, his perspective is hard to square with the man before me, sitting in a comfortable pool house in his well-appointed compound, with the global stereotype of a weatherbeaten fisherman reliant on the taciturn sea for his livelihood. A state bureaucrat, Al Muftah is instead a thobe-clad, Rayban-wearing licensee of two fishing boats that together keep a crew of 12 active in the fishing industry, and bring in a decent, if not occasionally substantive, profit. This is no mean feat: the Ministry of Environment, which has overall responsibility for managing fishing activities in Qatari waters as well as the country’s three mandated fish markets – in Wakra, Doha and Al Khor – has kept the number of fishing boats fixed at 515 for the past 17 years (roughly half of which are fairly small boats of less than 40 feet in length) who are registered and licensed to sell their catch at one of the markets. A single licence can now change hands for QAR500,000, and, depending on whom you ask, this is either an indication of the boat owners’ dedication to the sea or the income they stand to gain from operating their vessels. The average fishing vessel in Qatar has a crew of around seven, thus keeping a total of 3500 fishermen active in the Qatari fishing fleet. These fishermen are almost always drawn from the Indian subcontinent, usually India or Bangladesh. With the lure of desk jobs and a stable income subsidised with natural gas reserves, young Qataris seem to have abandoned what would have been a traditional – and respected – vocation in towns such as Wakra. But although neither Al Muftah nor his father were ever fishermen who relied on the seas for their livelihoods, his connection with the Gulf seems natural, perhaps even
fishing industry | cover story
515
The number of legal fishing boats in Qatar, which has stood the same for 17 years.
qar
500,000 The cost of a licence in Qatar to fish from a boat and sell the catch at one of the country’s three fish markets.
3500
The estimated number of fishermen in Qatar, mostly from India and Bangladesh.
Wizened sea salt, Qatar Dhow Festival. Like many Gulf counterparts, interest in Qatar’s longstanding legacy fishing is almost solely the preserve of the older generation, with younger people not even considering it as a full time job. (Image FotoArabia).
instinctive. He remembers a time when there were only two registered fishing boats serving all of Wakra and that was only in the 1970s. As Al Muftah admits, scarcity and tight control have led to increased prices for fish from which he and the other fishing boat owners benefit from, but despite this, the wider picture he paints of Qatar’s fishing industry and the challenges it faces does not bode well for the future. Al Muftah explains this by pointing to the fishermen, who stand most to gain from an improvement in the infrastructure: poor, foreign and disenfranchised, nobody powerful stands to gain from helping them out. This, of course, raises a question about whether or not the Qatari sponsors of the fishermen could do more to further the cause of the operators of the boats; but with a limited appetite for risk, no financially secure Qataris are likely to come forward and clamour for the benefits of what is, at best, a precarious industry staffed by foreign guest workers. The challenges facing fishermen in Qatar thus go beyond the comparatively limited demand by consumers for most types of fish and the citizenship status of the people doing the fishing. Indeed, the problems they face have some clear parallels with global trends.
The roots of consumption
In broad terms, Qatari families are either ‘seafarers’ (‘ahl al bahr’) or ‘desert dwellers’ (‘ahl al bar’), with some large clans having a foot in both camps. Etiquette dictates that one does not ask openly which of the two categories an individual Qatari falls into, but it is also clear which of the two sides won out: with oil and gas money, the value system of the desert dwelling Qataris, or at the very least their dietary choices have influenced if not dictated the everyday food of Qataris: frozen and chilled supply chains for red meat and poultry exist as a matter of priority, making Qatar one of the world’s highest
cover story | fishing industry
per capita consumers thereof . Pointedly, it is the absence of a frozen supply chain from port to supermarket or restaurant of which Al Muftah at least in part speaks, and almost all informed sources agree on as a major obstacle to the increased efficiency of Qatar’s fish and seafood industry. The country’s consumption of fish, meanwhile, lags far behind other foodstuffs, even as fish increasingly becomes an ‘aspirational’ food the world over, mainly for its health benefits. Beyond the raw numbers, a meaningful understanding of how Qatar spends money on fish would be more meaningful; it is not only that Qatar residents consume relatively small amounts of fish, but their fixation on certain fish species is also due to give fishermen, such as Al Muftah, a headache in the future. Most seafood finds its way to Qatari plates by way of the fish markets. Data from the Qatari Ministry of Environment suggests that between seven to eight kilograms (kg) of fresh/live fish and other seafood (about 15 percent of which is imported) is sold per person per year in Qatar; adding data from various private and public sector sources on imported fish, this figure rises to between 16 and 18 kg per person. Even this revised figure is significantly below an accepted benchmark of between 20 and 25 kg seen as an indicator of ‘wellbeing’ per person per year, and below the global average of 18.6 kg per person of consumed fish, estimated for 2010. Bizarrely, Qatar’s fish consumption data in fact puts the tiny, enormously wealthy Gulf state on the same footing as ‘LowIncome Food-Deficit Countries’, some of which are also, like Qatar, coastal countries. The economics of the distribution of fish can indeed produce counter intuitive results, one being that people living in coastal countries might have constrained access to fish as a food source. On an island such as Zanzibar, a part of Tanzania, for example, there is somehow an economic rationale for using fish as a cash crop that brings in hard currency. But in Qatar, this kind of reasoning does not hold. Indeed, per capita fish consumption in Qatar ranks the country not that far ahead of low-income countries such as in the Caribbean and Bangladesh. Unlike those other countries, however, Qatar is blessed with very high income levels and can afford to replace a lot of its meat consumption with healthier, less environmentally damaging 40 | The Edge
Data seems to indicate that production of specific fish species in Qatar has already peaked – in particular, the hamour grouper.
There is no definitive data available for Qatar, but in neighbouring United Arab Emirates, the amount of fish caught per square km of maritime area dropped from a high of 9100 kg in 1970 to just 529 kg as of 2011. Qatar’s is estimated to be roughly the same. (Image Arabian Eye)
fish, and has no pressing need to export any of its domestic catch (in fact, in the case of hamour, exports have been banned recently; more on that later). Clearly, Al Muftah was onto something when he spoke of young Qataris turning their backs on fish as a desirable food option, opting for red meat instead. The price differences between the two items go only some way to explaining this: Qatari and non-Qatari households alike spend at least three times as much on meat and poultry (QAR1668 and QAR360, respectively) as they do on fish (QAR500 and QAR122, respectively), in a typical month. It is also true, however, that Qatar might just not have enough fish to feed its population sustainably.
Catch 22
Qatar’s territorial waters, or Exclusive Economic Zone, cover a total area of around 31,500 square kilometres (km2) in the Gulf, itself one
Fishing boats at Al Khor (below) and Doha (above). Mostly owned by Qataris who hold a government issued licence to catch and sell their haul in the country’s markets, these vessels generally carry a crew of between seven and 12, most of whom are from Bangladesh or India. (Image FotoArabia) Fish market, Doha. Gulf fish stocks are increasingly under pressure, including the once ubiquitous hamour, pictured here. (Image FotoArabia)
The Edge | 41
cover story | fishing industry
facilities – and increased stress from unbridled population growth. Direct imports can only ever be a part of the solution. At present, Qatar imports roughly 18,000 tonnes of seafood per year from a total of 22 countries. Specific by-fish data are impossible to find, but some general indicators are easy to calculate. Imports from Saudi Arabia, Thailand, Oman and Vietnam, which together account for 55 percent of imports to the country by weight, are valued at QAR7 per kg (wholesale). Imports from Norway, the Netherlands, Denmark, France and the United Kingdom, meanwhile, account for a paltry two percent of total imports, but have a wholesale value of roughly QAR52 per kg. What this comparison demonstrates is the way in which market demands are hostage to fickle consumer choice: as the composition of Qatar’s population changes in the run-up to 2022, who decides whether the country brings in expensive, Scottish smoked salmon, or the more affordable Saudi sardines and Vietnamese pangasius? More to the point, Qatar’s market cannot be expected to withstand the instabilities inherent in a global market for seafood, nor is the infrastructure in place to allow for a complete replacement of some of the overfished local varieties with imported fish, which too, are under pressure on a global scale due to overfishing and environmental degradation. Ameliorating the problems of climate change is now a challenge for the planet as a whole, but a microcosmic version has been playing out in Qatar since oil reserves were discovered here. With a growing population came the need for electricity and drinking water, almost all of which come from desalination in Qatar. It may have been an ingenious idea in the 1950s, but the dual use turbines that use steam to create electricity and then extract potable water from the sea produce both excess salt, to add to Qatar’s already highly saline waters, and heat. Al Muftah, like many fishermen who can be canvassed in Qatar, reports being able to see the results of this immediately and first hand in the water surrounding any of Qatar’s industrial areas. This has arguably had some devastating consequences for, in particular, the hamour grouper which thrives in the coral reef formations that dot the Qatari coast: the heat has destroyed Fresh catch, Al Khor. All of the fish caught off the coast of Qatar is destined for local consumption, with none exported. “Bizarrely,” writes the author, “Qatar’s fish consumption data in fact puts the tiny, enormously the habitat of this massive grouper. To compound wealthy Gulf state on the same footing as a league of ‘Low-Income Food-Deficit Countries’, some of which the problem, hamour is one of the easiest fish are also, like Qatar, coastal countries.” (Image FotoArabia) to market to foreigners: with its neutral taste, it fills in easily for cod. The statistics show that hamour catches peaked between 2008 and 2010, in tandem with a rapid rise in the expatriate population. This is also a trend across the southern GCC, with the UAE taking the extraordinary step of banning the garageer traps used to catch hamour, but this might be too late. As Ahmad Al Muftah puts it, “there are no hamour left anyway”, and those fish which are caught are getting smaller with each year. Inventive restaurateurs have taken to forwarding ‘baby hamour’ as a viable meal option, a clearly worrying trend given that the Fish restaurant, Doha. At present, Qatar imports roughly 18,000 tonnes of seafood per year from a total of 22 countries and consumes all of its local catch domestically. Rising population and demand for fish as a name hamour used to be a byword for ‘behemoth’ healthy dietary choice is placing a burden on the local fishing industry. Fish farming is one solution being in the spoken Arabic of the Gulf. investigated by the Qataris. (Image Arabian Eye)
of the world’s most biologically diverse bodies of water, but the amount of fish coming out of each this area is rapidly diminishing. The data for Qatari waters are unreliable, but they are likely not too different from the United Arab Emirates, where the amount of fish caught per km2 of maritime area dropped from a high of 9100 kg in 1970 to just 529 kg as of 2011. Qatar’s own fisheries are very likely to have experienced a similar, and much accelerated trend during the last 10 years alone. In fact, a very basic estimate shows that the total Qatari catch stands at 507 kg per km2, but this does not even begin to tell the whole story. Data seems to indicate that production of specific fish species in Qatar has already peaked – in particular, the hamour grouper. Informed sources at the Ministry of Environment and other places insist that eating habits will have to change: if people want their children to eat hamour then they themselves will have to opt for other choices at meal times, but even this cannot heal the environmental damage done by unregulated pollution – both from fishing vessels and electrical and industrial
42 | The Edge
fishing industry | cover story
Offloading a fresh catch, Al Khor. Fishing provides a living for around 3500 fishermen on 515 boats with single fishing licence potentially fetching more than QAR500,000. (Image FotoArabia)
The first fish farms to go online in Qatar are likely to farm shrimp and to harvest species such as sea bass, which is not normally found in local waters.
qar
1668
The amount Qatari households spend on meat and poultry per month.
qar
360
The amount the same household spends on fish per month.
3000 tonnes
The amount per year Qatar’s first commercial fish farm is expected to generate once it becomes fully operational in 2016.
Farming the future
So with a booming population coupled with falling fish stocks and a preference for meaty groupers, and the public health prerogative of encouraging a healthy intake of a variety of fish, where is Qatar’s fishing industry and seafood retail sector supposed to go? This is where the ideas of people such as Elias Kountouris come in. Kountouris, aquaculture expert and advocate from Greece, works for Hassad Food, a Qatari corporation which, together with Al Meera hypermarket chain, has a unique niche role in ensuring the food security for the population of Qatar. Kountouris has a specific interest in ensuring that the Qatar population has an adequate access to the right type of fish, and he brings a perspective which differs greatly from Al Muftah’s, but the points on which they agree are very revealing. As far as Kountouris is considered, the problem is simple: “Fish is a commodity,” he says and, with Qatar’s population growing, this demand is simply unsustainable without the ability to rely on homegrown aquaculture farms. Kountouris is palpably excited about a new research centre – announced in January of 2015 – that should begin its first operations in early 2016. Even this new facility, however, will have a production capacity of 3000 tonnes per year. It can definitely contribute to the food security of Qatar, but with the population here still expected to increase sharply, there is no way that this single facility will be enough. Additionally, a previous pilot programme has shown that not all fish lend themselves to being farmed, with the farming of hamour in particular unfeasible. Instead, the first fish farms to go online are likely to farm shrimp – a 1993 ban on trawler fishing means that there is no domestic production of shrimp in Qatar at present – and to harvest species such as Mediterranean sea bass, which would not normally be found in Qatari waters. The aim, is not, then, to take away the livelihoods of either the fishing boat operators such as Al Muftah, or the fishermen whom he employs, but rather to expand the scope of locally available products to both feed the masses and ensure that there will continue to be a need for fishermen in Qatar’s future. The Edge | 43
Dr. Aisha Yousef Al Mannai, dean of QFIS, leads a multicultural college under the Hamad Bin Khalifa University (HBKU). Dr. Al Mannai told The Edge, “My educational background is rooted in religious studies.�
QFIS reflects the plurality and tolerance of Islamic jurisprudence Dr. Aisha Yousef Al Mannai, dean of the Qatar Faculty of Islamic Studies (QFIS), speaks to The Edge about the role of theology and religion in the modern world, the advantages QFIS enjoys as part of Qatar Foundation and how an Islamic university can bridge the gap about perception issues related to the religion on the global scale. by Aparajita Mukherjee
In Dr. Al Mannai’s opinion, the new QFIS building blends perfectly with the educational atmosphere of the mosque in Education City, which is connected to it. She continues, “The mosque itself represents notions of serenity, clarity and aspiration with its massive structural dome embracing the main prayer hall, and the addition of the mezzanine floor which is exclusively for the use of women for study and prayer.”
A
s the first woman in Qatar, and possibly the entire Gulf Cooperation Council, to head an Islamic educational institution, Dr. Aisha Yousef Al Mannai, dean of QFIS, leads a multicultural college under the Hamad Bin Khalifa University (HBKU) which has been a member of the Federation of Universities in the Islamic World since 2010. Talking to The Edge on her academic training, Dr. Al Mannai says, “My educational background is rooted in religious studies. I received my first bachelor’s degree from the College of Education at Qatar University and I later pursued a second degree in Islamic Jurisprudence, again at Qatar University.” Subsequently, Dr. Al Mannai enrolled at Al Azhar University in Cairo to pursue a PhD in Faith and Religions. Dr. Al Mannai says, “I believe that my choice of study was stirred by my dream and passion for Islamic studies as it enriched me with greater knowledge and discernment.“ She 46 | The Edge
adds, “I continued to pursue and advance my learning until I was honoured to serve as the dean of College of Sharia and Islamic Studies at Qatar University for nine years.” Having been in a leadership role at Qatar University and now at QFIS, Dr. Al Mannai believes that the challenges that she faced during her career “are also faced by men in the academic field”.
QFIS and Qatar Foundation
QFIS is part of Qatar Foundation for Education, Science and Community Development (QF), which has an avowed mission of unlocking human potential through superior educational, research, and development programmes that are actualised by a bevy of education centres. Many students, according to Dr. Al Mannai, go through a comprehensive education cycle, starting with one of the Qatar academies and then progressing to one of the universities at Education City. Dr. Al Mannai continues, “One of
QF’s highlights is the creation of HBKU, alongside its partner universities, which created a unique, dynamic and innovative model comprising several universities providing students with world-class higher education learning. By engaging with individuals at every stage of their academic lives, QF is able to unlock their potential and enhance the culture of innovation and creativity.” Discussing the role of QFIS in unlocking human potential, Dr. Al Mannai says, “QFIS represents one of many institutions contributing to QF’s comprehensive educational cycle that provides quality learning to serve the higher education needs of Qatar and the wider Islamic societies.” “As a member of HBKU,” adds Dr. Al Mannai, “QFIS has worked to fulfil the vision and mission of QF by providing quality education to students and helping them realise their potential, while instilling in them a respect for and commitment to
theological education | business interview
Islamic traditions, alongside innovation. Thus, maintaining and balancing the Islamic values and culture in Qatar.” Under the patronage of Her Highness Sheikha Moza bint Nasser, QFIS opened its new facility recently. Talking about the architectural specifics, Dr. Al Mannai says, “The QFIS building reflects a strong commitment to its philosophy of originality, plurality, and contemporaneity. It reflects the beauty and moderation of Islam in a unique and contemporary manner and features all modern amenities needed to serve as a new and futuristic example of Islamic architecture, derived from the traditional concept of a Madrasa.” In Dr. Al Mannai’s opinion, the new QFIS building blends perfectly with the educational atmosphere of the mosque in Education City, which is connected to it. She continues, “The mosque itself represents notions of serenity, clarity and aspiration with its massive structural dome embracing the main prayer hall and the addition of the mezzanine floor, which is exclusively for the use of women for study and prayer. It also has the inscriptions of the diverse messages and meanings mentioned in the Holy Quran, which are all closely tied to the rich ideas of Islamic architecture.” Through this new facility, QFIS will continue to grow, develop and serve the higher education needs of the State of Qatar and the wider Islamic societies in various aspects of life and sciences, according to Dr. Al Mannai. Commenting on the courses offered at QFIS, Dr. Al Mannai reveals that QFIS is based on the plurality and tolerance of Islamic jurisprudence and civilisation. It provides a structure of study that adapts and contributes to a modern and changing world. She continues, “The curriculum illustrates the richness and diversity of Islamic culture, emphasises the openness of the Islamic faith, and demonstrates the power and potential of Islam to serve humanity through infinite paths for dialogue and action.” QFIS offers six master’s programmes that cover theology and jurisprudence, sociology, public policy, finance and economics, architecture and urbanism, and comparative religions. How do students taking QFIS courses gain an edge in selecting a career? Dr. Al Mannai is of the opinion that QFIS
programmes increase the understanding and skills of the students by equipping them with wider Islamic knowledge. These courses, she adds, will help them develop problem-solving and decision-making techniques through shari’ah law. Dr. Al Mannai clarifies, “QFIS’ ultimate goal is to produce responsible decisionmakers in various governmental institutions that may serve the public by the essence and ethics of Islam, including ministries, local authorities, as well as the private sector such as banks, private business, and many other institutions.”
Theology in the modern world
In the opinion of Dr. Al Mannai, theology is perhaps one of the most remarkable subjects one can study within social sciences and the arts. Commenting on the role that religion and theology play in shaping the life choices of youngsters in today’s modern world, she says, “The study of theology and religion requires an intellectual exploration of various aspects of life and the need to frame or set them within the Islamic religion, in order for it to play a vital role in shaping our world, as it has through the centuries.” Dr. Al Mannai adds that young people are in continuous search of meaning and answers, and their engagement with religion and study of theology allows them to connect religion with the various needs of life. “Theology helps humanity to seek the crucial meaning and worth of life, based on rational and critical philosophy of the human faith, commitment, and morality,” she says.
“QFIS is based on the plurality and tolerance of Islamic jurisprudence and civilisation. It provides a structure of study that adapts and contributes to a modern and changing world.”
Commenting on the edge that a degree from QFIS gives a student in choosing a career, Dr. Al Mannai (pictured here with QFIS students) says, “QFIS’ ultimate goal is to produce responsible decision-makers in various governmental institutions that may serve the public by the essence and ethics of Islam, including ministries, local authorities, as well as the private sector such as banks, private business, and many other institutions.”
The Edge | 47
Talking about the role that QFIS plays in shaping the perception about Islam on the global scale, Dr. Al Mannai says, “Ever since QFIS was established, the initial idea was to create a faculty that would supplement or fill in the areas of deficiencies that required religious attention.”
The majority of students of the QFIS faculty are Muslims, according to Dr. Al Mannai. “Nevertheless, we have nonMuslim students among our student body. On the other hand, the teaching philosophy at QFIS is to associate the study of Islamic theology with modern sciences and knowledge. Thus, the faculty identifies and fills in the increasing need for detailed theological study of Islam by Muslim teaching staff from diverse ethnic backgrounds and nationalities,” Dr. Al Mannai tells The Edge. As the dean of an Islamic college, Dr. Al Mannai sees QFIS as contributing to bridge the gap in perception issues with respect to
1500
The number of people QFIS has trained in the field of stock market exchange systems. 48 | The Edge
Islam as a religion on a global scale. Talking about the role that QFIS plays in shaping the perception of Islam on the global scale, Dr. Al Mannai says, “Ever since QFIS was established, the initial idea was to create a faculty that would supplement or fill in the areas of deficiencies that required religious attention. Thus, rather than having an Islamic teaching institution similar to the ones that are already present around the Islamic world, we chose to be different, by offering programmes that embrace the essence of perception, knowledge, and awareness and less about competition.” The initial idea, explains Dr. Al Mannai, is to introduce religion in our daily life sciences and submission of the self to Islam, in all forms of operations. QFIS’ philosophy is to engage, on a global scale, by partnering with international universities and institutions to help bridge the gap of understanding and amalgamate Islam in sciences. She adds, “Needless to say,
“QFIS chose to be different, by offering programmes that embrace the essence of perception, knowledge, and awareness, and less about competition.”
Through the new building, QFIS will continue to grow, develop and serve the higher education needs of the State of Qatar and the wider Islamic societies in various aspects of life and sciences, according to Dr. Al Mannai.
we succeeded in establishing more than 12 partnerships with high-profile international universities to explore the different methods of teaching and course supervision at QFIS. This helps prevent any kind of competition that may arise between cultures and religions internationally. Through our partnerships, we aim to pursue mutually beneficial research objectives.”
The road forward
Commenting on the new initiatives that one can hope to see in the coming two years from QFIS, Dr. Al Mannai says, “QFIS offers various science courses apart from the study of Islam and jurisprudence. Our current student and faculty body is made up of over 50 nationalities. Thus, QFIS is seeking to establish a PhD degree-granting unit for outstanding students with high
academic standing who are planning to study interdisciplinary research.” The programme, says Dr. Al Mannai, is intended for dissertation topics, which require supervision from two or more of the embedded programmes of QFIS and other faculties of HBKU. Each of these research studies is designed by students with a considerable amount of input and continued guidance from the students’ supervisory committee. The PhD programme is in the early phase of planning and will focus on the disciplines of Islamic finance and public policy to start with, to be followed later by other disciplines taught at QFIS. Detailing out the academic achievements of QFIS, Dr. Al Mannai focuses on the six different programmes that have been established with more than 350 postgraduate students within Education City.
“QFIS,” says Dr. Al Mannai, “has attracted some of the finest teaching staff from around the world, whose research has also attracted a few Qatar National Research Fund research grants. We have successfully engaged the youth by developing various professional training workshops in order to serve the wider professional community in Doha.” Dr. Al Mannai adds that QFIS has trained more than 1500 people in the field of stock market exchange systems. “We have also organised several public lectures and conferences. We hosted the 10th International Conference of Islamic Finance and Economics, with more than 100 delegates who shared their ideas and innovations in this field, with local partners such as the Qatar Central Bank, and many other financial institutions,” says Dr. Al Mannai. The Edge | 49
East Vs. WEST
Could the US really ban Gulf carriers from their skies? 50 | The Edge
An escalation of competition from Gulf carriers has made United States (US) legacy airlines vulnerable enough to initiate a strong lobbying for review of the open sky policies between the states. However, one needs to draw a distinction between business fairness and consumer interest in this whole debate. What is profitable for the airline companies might not necessarily be in the best interests of the customer, writes Syed Ameen Kader
What started as a verbal war between top executives of US and Gulf carriers, involving American Airlines chairman and CEO Douglas Parker (L) and Qatar Airways GCEO Akbar Al Baker (R) among others, is gradually turning into a massive aviation tussle amid fear of creating diplomatic animosity between the states.
T
he US legacy carriers have a strong argument to make about the ongoing aviation debate. Jill Zuckman, chief spokesperson of their coalition body, the Partnership for Open Skies, says, “Open skies policy is clear that the market should be free of subsidies and other government interference that distort and undermine competition.” The ‘Big Three’ US carriers (American Airlines, Delta Air Lines and United Airlines) in a January report alleged that Qatar Airways, Etihad Airways and Emirates have received more than USD40 billion (QAR145.45 billion) in quantifiable subsidies and other unfair benefits from their respective governments in the last decade alone. “These unprecedented and unfair government subsidies have allowed Qatar Airways, Etihad Airways and Emirates to rapidly expand their fleets and international routes, distorting the commercial aviation marketplace,” says Zuckman. Expressing their surprise about the report, an Emirates’ representative who did not want to be named says the three largest US carriers – each of which was a beneficiary of America’s unique Chapter 11 bankruptcy reorganisation law – has been presented as a case against open skies access for some airlines including Emirates, based on claims of government subsidies. The representative refutes the claim by saying that Emirates operates on a fully commercial basis and rational market assessments. He argues that the airline currently flies to nine US cities, providing travellers with non-stop services to Dubai, as well as one-stop connectivity to 60 other cities in the Middle East, Africa and Asia Pacific – destinations currently not served by the US carriers, except perhaps via their alliance partners where routings are often relatively convoluted or inconvenient. “Head-to-head, there are virtually no competitive overlaps between Emirates’ network and those of the three complaining US carriers,” he claims. It is beyond debate that all the benefits of open sky have made air travel more attractive for business and leisure travellers, providing huge impetus to the aviation industry to reach where it is today. Any hindrance to open sky activities – no matter whether it is due to unfair business practices or not – would make a huge blow to customers’ choices. But business ethics is important too. For companies to offer better service, they need to perform well – both financially and ethically. Martin Rivers, an aviation analyst, says that this debate is about whether or not the business models of the Gulf carriers are distorting the marketplace, and damaging rival airlines. “Passengers don’t care about that side of things, but it matters,” he explains. By subsidising international air travel, Rivers argues, the Gulf carriers can cause damage to foreign airlines – cause them to shrink, make them unprofitable, and ultimately The Edge | 51
feature story | air travel
Qatar Airways is one of the largest buyers of Boeing aircraft including the 777-300ER model pictured here.
15.7 billion
The net profits of the North American aviation industry in dollars this year – highest in the world. kill them. “Aviation is an international marketplace. If one airline isn’t playing by the same rules as another, then of course governments will intervene,” he adds.
How big is the threat?
It would be interesting to analyse though if the US carriers are actually shrinking. The numbers suggest otherwise. According to the International Air Transport Association’s (IATA’s) latest mid-term data, North America has currently registered the strongest financial performance in the world, with net profits being the highest at USD15.7 billion (QAR57 billion) this year, against USD1.8 billion (QAR6.5 billion) in the Middle East. Industry observers attribute the growth in profits to a number of mergers and consolidations that the North American aviation market witnessed over the years. Today, the ‘Big Three’ control 65 percent of the US domestic flights, and more than 82 percent of the USEuropean Union traffic through their antitrust immunised alliances across the Atlantic. 52 | The Edge
The often-criticised anti-trust exemptions allow member airlines to coordinate among themselves on pricing, scheduling and marketing of flights without fear of prosecution. Many critics say that although anti-trust immunised alliances are good for airlines, as they allow them to dictate price, they limit competition and customer choices. With the growing opposition by the ‘Big Three’ to curtail the Gulf carriers’ rapid expansion, the voices have also become louder to review the privileges enjoyed by the US carriers through the immunised joint ventures. Robert Land, senior vice president for government affairs, JetBlue, said in his letter to the US regulators, “The US regulators should review the agreements known as immunised joint ventures to ensure they are truly benefiting the travelling public. The accords should be re-examined periodically.” Emirates president Tim Clark had also echoed the same sentiment. So has Qatar Airways’ group chief executive officer Akbar Al Baker, who last month said that his airline would be forced to leave the Oneworld alliance if the opposition from the US carriers continues. But finding a solution to this dispute would not be as easy as one would imagine – especially when the allegations of unethical business practices against the three Gulf carriers are still to be proved. The 55-page dossier released by the ‘Big Three’ could be a good reference guide for the US
Tim Clark, the president of Emirates, refuted the allegation of government subsidy.
authorities to investigate further, but the interpretation of those ‘subsidy’ numbers are still to be justified in the court of law, if at all it reaches to that level.
Where do customers stand?
Are customers now a pawn in the growing battle between the US legacy carriers and the fast-growing Gulf carriers? Both sides claim to champion the cause of customers and the general public. The Gulf carriers are vouching how their expansion due to the open sky has provided an indisputable benefit for consumers. The Emirates’ representative says, “This has also encouraged competition amongst airlines, and as a result multiple foreign carriers have enjoyed the ability to pick up and drop off passengers in Dubai for onward flights.”
air travel | feature story
“Qatar and the UAE are powerful actors in a very volatile geopolitical region. They are really indispensable to America. These considerations make it very hard to predict what will happen. - Martin Rivers, aviation analyst.
If one talks about the customer choices, Emirates and the other three Gulf carriers rank among the top 10 airlines in the world. According to the Skytrax 2015 awards for top 100 airlines, Qatar Airways holds the top position, whereas Turkish Airlines is fourth, followed by Emirates and Etihad Airways at fifth and sixth positions, respectively. The ‘Big Three’ though have managed to find a place at 45th (Delta Air Lines), 60th (United Airlines) and 79th (American Airlines) in the Skytrax 2015 list, which was selected based on a global passenger survey. Temel Kotil, deputy chairman and CEO of Turkish Airlines, says, “Passengers across the world want lower fares, better service, easy connections, comfort, and convenience while travelling to international destinations, and the Middle Eastern airlines are strong enough to provide these without financial support from their governments.” The Gulf carriers also stress how their expansion is contributing towards creating more jobs and opportunities in the US. On the other hand, the US carriers are highlighting the plights of American citizens and the workers who are involved in the aviation industry, and the customers, who, they say, might be affected in the long run, if the Gulf carriers are allowed to capture the whole market. Those who take either side have their own interests to protect. The tourism bodies, hotels, aircraft manufacturers and feeder carriers and some airports, whose business model thrives on the benefits of the open sky, are understandably supporting the Gulf carriers. So is the case with the ‘Big Three’ and their sympathisers, who are supporting the idea of curtailing the Gulf carriers’ expansion because their businesses are in line to get hit.
Possible repercussions
The debate and public onslaught have been continuing for the past six months, and there are enough undercurrents within the industry to keep this alive for some time. But what could be the fallout of this battle? Could the US take drastic steps such as curtailing the open sky agreements with the UAE and Qatar? Rivers says, “Maybe there will be a modest curtailing of open skies, which would keep America open for business but
Qatar Airways GCEO Akbar Al Baker wants to draw a distinction between what can be called a government subsidy and an equity investment by the owners.
just limit the pace of growth by the Gulf carriers – growth which is fuelled by political design, not commercial achievement.” He points out most European countries have taken that approach so far. Turkish Airlines’ Kotil adds that the Gulf carriers have a large network of destinations that are not generally well serviced by the US carriers, so any restriction would bring a huge shift in the travel dynamics. “We could expect to see flagging competition and service and many underserviced routes,” he cautions. The Middle East today is indispensible to the US – both politically and economically. The US needs them for a number of things, right from the geopolitical issues – whether it is relating to Iran’s nuclear programme or combating ISIS – to issues of economic interest that involve oil and gas, defence, trade and business deals. The Middle East is one of the biggest markets for the US and European manufacturers. Talking about Boeing alone, the US aircraft manufacturer forecasts that this region will require 2950 new aircraft, worth an estimated USD640 billion (QAR2328 billion), over a 20-year period from 2014 to 2033. Bernie Dunn, vice president, Boeing International and president, Boeing Middle East, agrees, “To date, we have delivered over 600 aircraft to regional carriers. Thirty percent of the company’s wide-body backlog is accounted for by Emirates, Qatar Airways and Etihad Airways alone and we have been growing about five percent in the last four years.” Boeing currently has a robust order book for the Middle East with a backlog of more than 550 units. The Edge | 53
cover story feature story| Iran | airnuclear travel deal
And it is not just Emirates, Qatar Airways also announced at this year’s Paris Airshow that it is purchasing 10 Boeing 777-8Xs and four 777 Freighters, at a total order value of USD4.8 billion (QAR17 billion). Boeing also said that the Qatar Armed Forces has agreed to buy four additional C-17 Globemaster III airlifters to double its capacity. Understandably, companies such as Boeing are worried about the possible implications of any hindrance to open sky activities. Dunn says, “Boeing’s stand on the current open skies debate is to continue to support open and fair policies that help grow the aviation industry, expand trade, and contribute to economic growth.” But, if the US still does what its major airlines want it to do, the repercussions could be huge. Rivers says, on the US side, the response could be a renegotiation of the open skies treaties to curtail the Gulf carriers’ access to US airports – which means limits on the number of destinations, the frequencies of their flights, the type of aircraft, the onward connectivity, etcetera. “That’s how Washington can respond. But Doha and Abu Dhabi can also respond. They buy a lot of Boeing aircraft, which supports US jobs,” Rivers says. The possible and immediate reaction could be Qatar Airways staging a walkout from the Oneworld alliance. Emirates and Etihad are still not part of any alliance. But the dispute can affect the composition of the 15-member Oneworld alliance, considering the fact that Qatar Airways owns 10 percent stake in the International Airlines Group (IAG), the parent company of two other members, Iberia and British Airways. Meanwhile, Etihad Airways owns a 29 percent stake in another Oneworld member, Air Berlin. The second in line could be aviation purchases that the UAE and Qatar make from the US manufacturers. The biggest casualty could be Boeing. How quickly and specifically this would impact the aircraft orders is hard to predict but the Gulf states may take some symbolic steps to send across the message. The US and European companies may also find difficulties in doing businesses in the UAE and Qatar. Akbar Al Baker was quoted as saying in May that if his airline is not allowed to “benefit in a small way by bringing additional flights to the 54 | The Edge
US Secretary of Transportation, Anthony R. Foxx (L), is greeted by American Airlines chairman and CEO W. Douglas Parker (C) and IATA director general and CEO Tony Tyler after his remarks at the 2015 International Air Transport Association (IATA) Annual General Meeting (AGM) and World Air Transport Summit in Miami. The ‘Big Three’ have been lobbying with the US authorities to review the open sky polices with the UAE and Qatar.
Netherlands, then you should also not expect a lot of commercial contracts from our government. It’s as simple as that”. That came after a Dutch government minister said Gulf carriers would not be allowed new landing rights at Amsterdam’s Schiphol Airport. Remember, both the UAE and Qatar are readying to stage two major global events – Expo 2020 and the 2022 World Cup – within five and seven years, respectively. There are a lot of business opportunities for Western companies to grab. Rivers says, “Qatar and the UAE are powerful actors in a very volatile geopolitical region. They’re really indispensable to America. These considerations make it very hard to predict what will happen.”
How can this be resolved?
One could speculate that after some sorts of retaliation from both sides, each party may decide to sit across the table to find an amicable solution. This might involve the Gulf carriers agreeing to open their books but asking for a time frame of two to three years – the period that they can utilise to put their accounts in order. The US may
agree to revive the open sky treaties with the Gulf states with the provision for partial expansion until the time the Gulf carriers come up with satisfactory explanations about their accounts. In the mean time, the Gulf carriers may try to up their ante in the trade war by making a back-door entry into the US and European markets through stake purchases in airlines and airports. The top executives of Gulf carriers have already expressed their willingness to infuse more equities into other airlines. How far they would succeed in doing so in the US market is still a question mark, but there can be some attempts made by them. It may not go that far but it is very difficult to predict what form it will take. Some also speculate that the US carriers could sign partnerships with the Gulf carriers, and start sending more traffic over their hubs through revenue-sharing, metal-neutral joint ventures. All agree that we are a long way off that, but in the long run that is the outcome that makes most sense. “The Gulf carriers are here to stay, so you have to think about ways to work with them,” concludes Rivers.
air travel | feature story
The Edge 2015 Online Aviation Survey results
In May and June 2015 The Edge conducted an online reader survey to gauge your travel habits and opinions regarding the most popular regional carriers and their services. Do you normally fly?
Which airline do you use the most to fly in and out of Doha? First choice
Why do you use your number one airline the most?
Qatar Etihad Airways Poor food 11.8%
Emirates
Turkish FlyDubai Airlines Poor food 11.8% Delays 17.6%
Delays 17.6%
Consistently the best price
They are the only ones that fly to my regular destination(s)
22.6%
19.2%
booking prob booking problems Expensive 11.8% Expensive Poor food 11.8% tickets 11.8% tickets 38.2% of their Lost luggage 38.2% I like their service I trust them (baggage, Lost luggage I am a member Delays flight safety etc) 14.7% Loyalty Programme 14.7% 17.6% (Frequent Flyer miles)
20.9%
Have you ever had problems with them?
13%
Delays 17.6% booking problems 11.8%
No 64.3%
Lost luggage 14.7% Damaged luggage 5.9%
Damaged Expensive luggage 5.9% tickets 38.2%
Have you ever had problems cashing in frequent flyer miles?
Poor food 11.8%
Expensive tickets 38.2%
14.05%
2.8%
2.3%
3.35%
32%
82.45%
27.3%
Economy
16.25%
11.9%
2.2%
5.65%
64.35%
Business
36.55%
Second choice
First Class
Do you think Middle East airlines are unfairly subsidised?
Yes 35.7%
booking Damaged problems luggage 5.9%
11.8% 13%
Lost luggage 14.7% Do you think airline loyalty programmes Damaged are a scam? luggage 5.9%
Yes Yes35.7% No No 38.9% 61.1% 64.3%
Yes 35.7% No 64.3% Yes 41.9% No 58.1%
No 61.1%
Yes No 38.9% Yes 61.1% 41.9% No 58.1%
Yes The Edge | 55
3
Holding up coloured pens as a memory aid, Tony Buzan , the pioneer of mind mapping and speed reading techniques tells the audience at Doha, “Colours negate the bankruptcy of ideas. A typical example of taking notes on lined paper using black/blue pens which induces brains to switch off.�
56 | The Edge
Mind mapping: A manual to make the most of the human brain
Tony Buzan, the pioneer of the concepts of mind mapping, speed reading and memory boosting, was in Doha last month for a day-long seminar entitled ‘Use Your Head’. The presentation dealt with topics such as knowing the brain, the essential mind tools for higher-capacity brains and efficient learning. On the sidelines of the event, speaking with The Edge’s Aparajita Mukherjee, in an exclusive interview, Buzan shares his insights on what he has spent his life doing: helping people learn better by using their brains more efficiently.
T
he day-long seminar with Tony Buzan began with anecdotes from his early childhood, into his university days when he felt that he was suffering from an information overload. Detailing his student life experiences, Buzan told The Edge, “My black and white linear notes written down assiduously during the lecture courses were becoming monotonous and the entire process of memorising those notes was demotivating and boring.” This is when he decided to visit the university library and asked where the section on how to use the brain was. The librarian directed Buzan to the medical section, but he told the librarian that he did not want a book about brain illnesses and diseases but a manual on how to make the most of his brain. The librarian responded that such a book did not exist. This is when Buzan reasoned that every electrical appliance or piece of machinery came complete with an instruction manual; however, the human brain, the most complex organ in the known universe, had no such manual. Buzan says, “I therefore decided to write it myself and in that process mind maps were born. I realised that black and white was literally a monotone, the root of monotonous, that is, boring and sleep inducing. The more I looked at it, I realised that the student libraries of our major universities had become giant
dormitories for tired, exhausted and sleeping brains.” Does Buzan apply the techniques of mind mapping and boosting memory to himself? “Yes, of course I do. Once I had realised that there are structures in nature, natural architecture, which mirror our patterns of thought generation in our brains, it is then I had unlocked the key to the brain manual I had so powerfully both visualised and desired,” says Buzan. He adds that once he had made the breakthrough to understanding the workings of the human brain, he had also discovered the tools for using the brain more efficiently. Commenting on these tools, Buzan names mind mapping and speed reading. In Buzan’s opinion, “These are the forgotten secrets of memory enhancement, boosting and power which I use myself in my global endeavours and which I also promote to millions of eager human beings across the planet, who are hungering and thirsting after the knowledge which will supercharge their thinking apparatus, to use their heads in the way that should be intended.” According to Buzan, the techniques that he discovered underpin the principles of mind mapping, speed reading and memory – the triple pillars of what he calls “mental literacy, the creed which I promulgate around the globe”. One recurrent theme through the
“Once I realised that there is natural architecture which mirror our patterns of thought generation, I had unlocked the key to the brain manual I had so powerfully both visualised and desired.”
The Edge | 57
sector name business interview | banner | memory heading & learning
seminar was Buzan’s assertion that the human brain is like a sleeping giant. Explaining what he means by that, Buzan says that if one looks at the history of the human race, certain individuals stand out such as Alexander the Great, Julius Caesar, the philosophers Averroes, Aristotle and Avicenna, Queen Elizabeth I, Shakespeare, Newton, Leonardo da Vinci, Marie Curie, and Einstein, among others. He adds, “We might at best enquire how this exclusive club of personalities was established. Who elected them? Why are they in the club and others are not? Is the rest of humanity simply made of inferior material to these supermen and women? “I began by asking who decides who is intelligent and I realised that anyone, by unlocking the true potential of their own brains and by using the previously undisclosed secrets of mental literacy, can aspire to awakening their brains and joining the genius club. There is no automatic bar or impediment to entry.”
Buzan is emphatic that anyone who learns the global mental literacy techniques and applies them, opens the entry door to the awakened brain.
The basics of mind mapping
Going back to his allegory that mind mapping mirrors natural architecture and reflects the infinitely branching synapses of the physical brain itself, Buzan tells The Edge, “The principles of mental literacy which I worked out as a student require colour, they demand association and they revel in the creation and proliferation of ideas. Mind maps satisfy all these functions.” Delving into the principles of mind mapping, Buzan discloses that the key principle is to select an idea, concept or plan as one’s main topic, “be it your vacation, recalling past holidays, or planning those to come. It can centre on your finances, or an academic subject. There is no limit or constraint whatsoever on your selection
of a theme.” Buzan continues that the first step towards creating one’s mind map or maps is starting with a sheet of paper and to “arm yourself with coloured pens or pencils. In the centre of the paper, preferably landscape A3, draw a colour image of your chief topic. For example for a holiday it might be a swimming pool or palm tree. Now draw radiating branches in different colours emanating from that central image to create a universe of notes and ideas”. The rules of mind mapping, in Buzan’s view, demand only one key word per branch and as each branch proliferates from the central image; and grows fresh associated branches, one will find that a host and wealth of creative, memorable and innovative thoughts come flooding in. Buzan furthers, “Your page becomes a reflection of the teeming flashes of brilliance in your mind, now translated into blossoming and burgeoning visual form. Your brain is stimulated, the sleeping giant awakes and
A guide to mind mapping
58 | The Edge
memorysector & learning name | business | bannerinterview heading
“I realised that anyone, by unlocking the true potential of their own brains, can aspire to awakening their brains and joining the genius club.”
the floodgates of creativity open as if by a miracle before you.” Advising the attendees of the seminar, Buzan insists that anyone can enhance the recall power of one’s mind map by adding coloured images. “Memory,” says Buzan, “is not a dry-as-dust exercise: true and effective recall of facts you wish to remember and use, depends on the dramatic and imaginative use of image and colour.” Buzan urges, “Become your own artist. Etch your own scientific insights onto your page.” What does a mind map do for us? According to Buzan, the mind map records notes, generates strategies, reflects the workings of one’s own mind, “now made manifest for you to see and recapture at a glance”. Can mind mapping be applied to the workplace for the benefit of both the employee and the employer? Can it, when applied, lead to a boost in employee productivity, corporate bottom lines and ultimately national productivity? To Buzan, it is self evident that the adoption and inculcation of all the related and associated principles of global mental literacy (of which mind mapping is a part) must ineluctably bring about serious benefits in every sphere of human activity, be it business, corporate, government, military, social or education. Explaining how mental literacy can help increase productivity, Buzan tells The Edge, “If those at the helm have a perfect comprehension of the concepts of mind
mapping, speed reading and memory, and these mental virtues and strengths are reflected and replicated within and by their support teams, it is inevitable that major benefits and advantages will accrue.” Buzan believes that a harmonious and felicitous combination of the mental virtues throughout any organisation will lead to greater efficiency, speed of execution of decisions, designs and plans as well as coordination between all functioning elements of that organisation. “Initiatives and details will be remembered, not overlooked or forgotten and the communality of shared mentally literate templates will ensure that corporate hand and eye, body and mind, understand each other perfectly and function as one,” adds Buzan.
Effective speed reading
The other concept that Buzan has pioneered is speed reading which, according to Buzan, is the ability to absorb and understand large quantities of text at greater reaction times than the human average, which is several hundred words per minute. Clarifying the exact method one can employ to read and absorb faster, Buzan explains, “It is very easy to significantly increase your reading speed, at first into the high hundreds (any unspecified number that is between 100 and 200, but closer to 200 than 100), then the first thousand and finally multiples of a thousand words per minute, without sacrificing comprehension.”
Buzan tells the audience at Doha, “I began by asking who decides who is intelligent and I realised that anyone, by unlocking the true potential of their own brains and by using the previously undisclosed secrets of mental literacy, can aspire to awakening their brains and joining the genius club. There is no automatic bar or impediment to entry.”
The Edge | 59
sector name | banner heading
Buzan tells The Edge, “The principles of mental literacy which I worked out as a student require colour, they demand association and they revel in the creation and proliferation of ideas. Mind maps satisfy all these functions.”
Seven rules of mind mapping in Tony Buzan’s words
1
Compulsorily day dream: “A successful day dreamer will have the positive energy to power their day dreams into reality.”
2
Use colours in note taking: “Colourful note taking breaks the monotony and helps people remember.”
3
The three principles to bear in mind are, explains Buzan, “Firstly use a pointer when you read, such as a pen or pencil. The pointer forwards as you read and helps keep your focus on a particular place and avoid the backsliding and repeated reading of passages which is the bane of effective reading.” The second step is to realise that the human eye span is in fact incredibly wide. “If you try you literally have eyes in the side of your head. Once you grasp this principle you can move to the third and vital lesson, which is chunking. Instead of reading single words at a time, take in chunks at once. You will find that this has an amazing effect on your reading velocity and effective absorption and comprehension,” says Buzan. Does speed reading apply to online reading too, now that many read books on Kindle and overall reading has shifted from the printed word to online mediums? There is no difference between the printed page and the online page, in Buzan’s opinion. Exactly the same principles apply. Talking to The Edge about the advantages of speed in reading online rather than from the printed page, Buzan points out, “One plus is that there is no danger of your book page suddenly curling up or the book shutting inconveniently and 60 | The Edge
thus losing your place.” A further advantage of reading online is that in many cases one has the option of altering the size of the onscreen print to make it simpler to digest, at the mere touch of a keypad. Buzan’s latest global campaign is the butterfly universal project, which is designed to reveal in dramatic and colourful form to billions of people around the planet what dormant resources of the mind are open to them . Explaining the concept, Buzan says, “Students gather at my worldwide public lecture tours brainwashed by uninspired, rigid and conventional teaching into erroneous and reductive beliefs about themselves and their so-called limitations, and convinced that they are hopeless at art. By insisting that they all draw on the spot the most beautiful and colourful butterfly they can, the realisation dawns that they can be artists, or scientists.” Drawing an allegory with the crawling embryonic caterpillars of human brains, Buzan continues, “Human brain capacity is infinitely capable of achieving anything it wishes to and brings us right back to my earlier point about the brain being a sleeping giant. My global mission is to awaken the entire worldwide race of sleeping giants.”
Use colour in your creative thinking: “Colours negate the bankruptcy of ideas. A typical example of taking notes on lined paper using black/ blue pens which induces brains to switch off.”
4
Use illustrative diagrams for all thinking processes: “Mind maps are the floral representations of your intelligence.”
5
Take breaks without fail throughout the day: “The brain, body and spirit need breaks to be creative.”
6
Use curved lines for illustrative drawings: “Curved lines have a rhythm and energy that is natural, organic and more creative.”
7
Use key words to illustrate your thoughts on the diagram: “Key words help the mind to prioritise and aids in remembering better.”
The smart side of
Msheireb Downtown
More than 75 percent of waste produced in the construction of Msheireb Downtown Doha project is being recycled instead of being sent to a landfill, thereby ensuring sustainability before the start of its operational phase.
Talk about Qatar’s green developments, and the project of Msheireb Downtown Doha (MDD) will immediately come into the discussion. However, behind its more popular features of regeneration and sustainability are lesser-known smart city solutions. With its special MDD Service Catalogue, the project continues to review its IT infrastructure incorporating smart city solutions. Just as Lusail City is dubbed as Qatar’s future city, MDD could be called the future town of Doha. The Edge’s deputy editor Farwa Zahra explores the ‘smart’ side of MDD in an exclusive interview with Engineer Abdulla Hassan Al Mehshadi, chief executive officer of Msheireb Properties.
B
ut what is a smart city? The European Commission defines it as “a place where the traditional networks and services are made more efficient with the use of digital and telecommunication technologies, for the benefit of its inhabitants and businesses”. According to Deloitte’s report Technology, Media & Telecommunications Predictions 2015, Middle East, in the next five years, the global smart cities technology market
62 | The Edge
is expected to reach somewhere between USD400 billion (QAR1.45 trillion) to more than USD1.5 trillion (QAR5.46 trillion) by 2020. Reporting six smart city projects launched in the past decade in the Gulf Cooperation Council (GCC), the Deloitte study further forecasts that the number of smart cities in the GCC will double within the next two to three years. Among these smart cities is Qatar’s Lusail City, also dubbed as the country’s
future city. With this project from Qatari Diar Real Estate Investment Company attracting much of the limelight in the realm of smart cities, what remains less discussed are Qatar’s other projects incorporating advanced solutions. One such project is Msheireb Downtown Doha (MDD), located in the heart of Qatar’s capital. Known more for its features of regeneration and sustainability, this QAR20 billion project is also home to smart city solutions.
According to Engineer Abdulla Hassan Al Mehshadi, CEO, Msheireb Properties, the overall strategic objective of the Msheireb Downtown Doha project is to reverse the pattern of real estate development in Doha in recent years, which has tended to encourage isolated and energy-intensive land use, urban sprawl, and an over-reliance on automotive transport across Qatar.
“Information and communication technology will provide the competitive edge required to create a modern state community in the context of Arab culture and traditions.” - Engineer Abdulla Hassan Al Mehshadi, CEO, Msheireb Properties.
Engineer Abdulla Hassan Al Mehshadi, chief executive officer of Msheireb Properties, explains where smart city solutions fit into the concept of sustainable regeneration. “Sustainability is central to the Msheireb project, in terms of both the conservation of natural resources and the quality of its design...The entire project features sustainable design that consumes fewer resources, generates less waste, costs less to operate, and achieves a reduced carbon footprint. This is completely in line with the smart city concept,” he says. With more than 177 million man-hours completed, MDD is now halfway through with more than 52 percent work-in-place assessment. According to Al Mehshadi, construction of Phase 1A, containing governmental buildings, is complete. Similarly, heritage museums, which are in close proximity, are nearing completion, and currently undergoing commissioning and testing. Phases of 1B, 1C, 2 and 3 of MDD comprise mixed-use facilities, containing around two thirds of the development area which includes residential units, retail spaces, commercial offices, hotels, mosques, and cultural and school buildings. While the majority of structural works are completed through Phase 1, 2 and 3,
enabling works at Phase 4 are in progress to accommodate a Doha Metro station within the development. Commenting on the expected opening of MDD, Al Mehshadi says, “The project is on track and includes a combination of turn-key and future tenant fit-out areas dependent upon the building usage. The commercial retail and offices are being completed for follow-on tenant fit-out installations, and primarily located in Phases 1B to Phase 3.”
ICT solutions in MDD
In a development like MDD aimed to regenerate old Arab architecture, will advanced technological solutions stand in contrast with Msheireb’s branding peg? Al Mehshadi explains that IT support will provide an edge to the concept of MDD. “Information and communication technology (ICT) will provide the competitive edge required to create a modern state community in the context of Arab culture and traditions,” he says. At the heart of MDD’s IT infrastructure is MDD Service Catalogue, which includes a broad range of services for citizens, tenants and businesses operating in the downtown development. Services featured in this catalogue, according to Al Mehshadi, The Edge | 63
business interview | smart cities
The commercial retail and offices, being built in Msheireb Downtown Doha, will primarily be located in Phases 1B to 3. (Image Msheireb Properties)
include citizen contact, multi-play and communications infrastructure, ICT services specific to business, community portal/smart estates, community portal/ lifestyle, city services, and access to external services. The Citizen Contact component will include MDD’s general information portal, social media integration, MDD’s news and events, its shops and restaurants’ directory, Msheireb Community Portal/Smart Estates will focus on the sustainability feature of a smart development. Other services accessible through this system will include laundry, nursery and maid facilities, car park reservation and payment, MDD services payment, and facilities maintenance requests. Finally a part of MDD Service Catalogue will connect MDD with other areas of Doha by providing access to external services in the fields of health, education, immigration, utilities services, and others.
Smart and sustainable regeneration
In the next few years, GCC would be among the leading regions developing smart cities, according to the Deloitte 2015 report. While a number of such projects have already been 64 | The Edge
Smart city initiatives have required a constant review process to ensure that new technologies are accommodated during the lifespan of the project. launched in the Gulf, what sets MDD apart is the feature of regeneration. The ambitious project simultaneously strives to achieve sustainability, cultural regeneration and smart ICT infrastructure. “MDD is one of the very few downtown regeneration projects in the region that is in the very centre of the city. The reason there are not many in the region is not because they are not needed, but because they require a specialised skillset, considerable financial investment and, more importantly, political willpower and focus which we are very lucky to have in Qatar,” says Al Mehshadi, who believes MDD has a number of aspects which make it truly smart. Speaking about some smart features of MDD, which also make it sustainable, Al Mehshadi mentions the use of renewable energy. Almost all the buildings in MDD will have solar photovoltaic electricity panels
52%
Msheireb Downtown Doha’s work-inplace assessment, as of April 2015. to offset gas turbine electricity and solar water heating for 75 percent of hot water demand, annually. Once complete, MDD will feature 5200 solar rooftop panels totalling 8400 square metres. On the sustainability front, MDD will also have one of the largest collections of LEED certified green buildings. The project aims to maximise the use of micro climactic effects by utilising wind and sun patterns, maximise water and energy efficiency, and reduce carbon emissions across the site. Ultimately, the idea behind these design
smart cities |business interview
features is to use natural resources smartly, whether it is after the completion of the project or in the course of its development. To ensure end-to-end sustainability, more than 75 percent of all construction waste produced at MDD is being recycled instead of being sent to a landfill. Similarly, “new construction materials for MDD coming from the region, and materials with recycled content are being tracked during construction and represent a minimum of 20 percent of all materials used on the project,” says Al Mehshadi. Blending sustainable elements with traditional architecture was a result of years of research, according to Al Mehshadi, who says, “We undertook three years of research with leading academics, architects and master planners to develop a masterplan and architecture for a built environment that suits our climate and identity that is forward looking, yet draws on the very rich Qatari architectural heritage and DNA.” An example of the conditioning in MDD’s built environment came in the form of technologies that encouraged pedestrianisation – something that fits well with the old Arab identity of MDD. Unlike the case in ancient Arabia, modern lifestyle and harsh climatic conditions in the GCC have limited the culture of pedestrianisation to a great extent. Reviving this cultural legacy, Msheireb Properties aims to increase foot traffic across MDD by regulating the outdoor temperature. The streets are deliberately planned to be narrow to allow stronger wind flow and excessive shading for pedestrians. Similarly, light colours are used in the public realm and building facades to reflect the sun and reduce urban heat retention. “Visitors to this project will appreciate that in the public realm, streets are cooler, breezes flow through the development, the
surroundings are quiet, the scale is humane and pedestrians and bike riders are given priority,” says Al Mehshadi.
Challenges
No infrastructure development is free of its set of challenges. For a large-scale project such as MDD, the issues are even more complicated. In the quest to build a smart and sustainable regeneration project, the task for MDD is ostensibly more daunting. “A project of this scale, regenerating over 31 hectares of an inner-city urban environment, necessitated a multi-phase approach, which introduced potential system integration issues as the design and construction progressed at different timelines,” says Al Mehshadi, explaining that one of the challenges linked to smart technologies within MDD had to do with constant changes in the IT world. Considering that the initial masterplan was completed seven years ago, he explains that “smart city initiatives have required constant reviews to ensure that new technologies are accommodated during the lifespan of the project.” Through this process of constant appraisals, Al Mehshadi says, “Numerous project technologies have been developed both internally and in conjunction with our local authority partners to ensure the highest standards are met.” With ongoing challenges being regularly addressed, he explains the rationale behind using smart solutions in MDD. “The technological solutions that will be provided to MDD will ensure that Msheireb is recognised for its innovative leadership in the use of these technologies to deliver a great place to live and work, while pioneering the development of a smart community and city,” says Al Mehshadi.
ICT solutions incorporated within MDD: Citizen contact
General information portal, social media integration, news and events, shops and restaurants directory, central service desk, information and way finding, and digital signage.
Multi-play and communications infrastructure
Public WiFi, indoor geo-location, freeto-air TV and radio.
ICT services specific to business
People counting, active and passive network infrastructure, future developments in security and safety.
Community portal/smart estates
Smart home, energy consumption reporting, waste collection reporting, water consumption reporting.
Community portal
Events booking and payment, restaurant booking, laundry, nursery and maid services, car park reservation and payment, and facilities maintenance requests.
City services
Car parking information and payment, public realm lighting control, irrigation control, district cooling control, building management, lifts, and electronic amenities.
Access to external services
Health, education, immigration, regulated triple play and utilities services, travel, airports, harbours, city transports, hotels, courier, vehicle booking, and Doha events’ information.
Msheireb Downtown Doha’s IT infrastructure is backed by its unique MDD Service Catalogue, which includes a broad range of services for citizens, tenants and businesses operating in the development.
The Edge | 65
Q a t a r ’s B u s i n e s s M a g a z i n e
Stay informed about business in Qatar. Online.
For more exclusive content visit us at
www.theedge.me
Inside the minds of leading business figures
business insight Dell’s strategy in the data centre business is to ride the momentum in the PC arena 70 In an exclusive interview with The Edge, Brian Humphries, president, worldwide sales and strategy, Enterprise Solutions Group, Dell, shares how his company not being locked into a proprietary infrastructure business model allows itself to embrace new trends and technology in the market.
FNAC will adapt and develop customised services and products for Qatari customers 68
FNAC, an international retailer of cultural, leisure and technological products, opened its first regional outlet at Doha’s Lagoona Mall. Manuel Biota, FNAC’s vice president Franchising and New Format, spoke to The Edge in an exclusive interview about the group’s first Middle Eastern foray.
68
At the opening of FNAC’s Doha store at Lagoona Mall, from left, Manuel Biota, FNAC’s vice president Franchising and New Format, Bader Al Darwish; chairman of Darwish Holding; Sheikh Khalifa bin Jassim bin Mohammad Al Thani, chairman of Qatar Chamber; HE Dr. Hamad bin Abdulaziz Al Kuwari, Minister of Culture, Arts and Heritage; Eric Chevallier, French Ambassador to Qatar; and Saoud Al Darwish, vice chairman of Darwish Holding.
The Edge | 67
business insight | retail industry
franchise sector
FNAC will adapt and develop customised services and products for Qatari customers FNAC, an international retailer of cultural, leisure and technological products, opened its first regional outlet at Doha’s Lagoona Mall. On the occasion of their Doha opening, Manuel Biota, FNAC’s vice president Franchising and New Format, spoke to The Edge in an exclusive interview to talk about the group’s first Middle Eastern foray. Tell us about your role in the FNAC group.
I am in charge of all the new format stores and franchises for the group. I started four and a half years ago, with a strategy that we built with the personal interest of our CEO Alexandre Bompard. The target of this strategy was to open a new concept around retailing and experiment with size (because we only added big stores till then), with focus on the scale of our airport stores and the convenience stores in other locations. We understood that in the franchise world, because we needed to expand quickly with partners who have the capacity to understand their own market. This holds special relevance in markets such as Qatar where we have partnered with Darwish Holding, which has relevant experience in terms of distribution of technical and education-oriented products. My job revolves around developing a newlyopened store, and with our Qatar foray, we are in the process of opening the 40th store in four years. In retrospect since I arrived, I have created five different kinds of concept stores, based on size and location: big stores of more than 1000 square metres (sqm); convenience stores between 300 68 | The Edge
“FNAC has done a market study to see what kind of display will work best and we concluded that while the details can evolve as we go along, the thrust has to be on displaying the technical products which have a high level of attraction for the local population,” Manuel Biota, FNAC’s vice president Franchising and New Format told The Edge.
retail industry | business insight
“While designing the store in Qatar, we have used adjustable shelves which can be rearranged in less than three hours to give a part of the store a totally new look.”
Why did FNAC choose to set up a store in Qatar, given its diversity from the European markets?
FNAC has come to Qatar because here we found the most relevant partner in the Middle East – Darwish Holding – and they have a profound understanding of the local market. Additionally, as a group, FNAC could easily identify with the education programme of Qatar Foundation. We have witnessed similar journeys in countries such as France, Spain, Portugal, Switzerland and Brazil. The cause of education appeals to us as a group. Also, having looked at neighbouring markets such as Dubai, we felt they were more structured already. Our business development model in Qatar will focus more on developing multicultural editorial products (which will centre around CDs, DVDs and books in different languages) that this country has missed so far. While there is already a focus on Arabic literature, and a market that is fairly developed with regard to electronic devices aiding education, there is clearly a gap on the multicultural aspect.
Will you be displaying your entire product range that is available in the European markets? Have you done a market study about the display that will work here? and 900 sqm; travel retail stores (ranging from 60 sqm in duty free area to 300 sqm in railway stations) which we have developed in Spain, Portugal, France and Brazil; and corner shopping shops inside big shops, that we are testing now (dedicated to connecting products and smart phones).
FNAC has a history steeped in books and other educational products. Can you comment if your recent strategy is any deviation from the original product log? If we go back to our origin 61 years ago, we were actually selling cameras. Gradually, we diversified into many other kinds of products, ranging from computers to books, and audio CD, and DVDs. During the past four years, we have targeted our product strategy around developing a kids’ area with toys, educational CDs and DVDs, books and technical products for children.
Yes, we will, but we are aware that we also have to adapt to a market with different kinds of products and needs. FNAC has done a market study to see what kind of display will work best, and we concluded that while the details can evolve as we go along, the thrust has to be on displaying the technical products which have a high level of attraction for the local population. We will also weave in event ticketing and our other products under the same roof which will woo a wide crosssection of the people here.
What is your opinion on the level of competition that this market already has – Virgin and WH Smith, to name the most prominent ones? How will you create your niche among them?
Competition is good for market development, irrespective of the business one is in. The way we approach business globally is to seek customers’ feedback and
advice on what they expect from us. We use these feedback sessions as a tool to educate our customers too. So if a customer says that he wants a camera from us, we try to educate him with all the available alternatives and what would be the best fit within his budget and needs. This is in FNAC’s DNA and we have replicated this strategy in Qatar too. In Morocco, for instance, we have coexisted with Virgin and have defined our territory quite well. There are different strengths that each market player brings in, and we do not expect Qatar to be any different in terms of competition.
FNAC is known for organising events such as book fairs, forums, and special cultural forums with authors in other parts of world. Do you hope to replicate these events in Qatar?
If you look at what we have done in Morocco, you will come across the events we have organised around our store, ranging from book signing forums to concerts, and these are working rather well there. We would want to have those here as well, and are eagerly looking forward to adapting and developing customised services and products. While designing the store here, we have used adjustable shelves which can be rearranged in less than three hours to give a part of the store a totally new look. It is these flexibilities that will give us room to manoeuvre when we need space for an in-store event or when showcasing new products that call for a new décor.
Does FNAC have plans to open more stores in Qatar in the near future? What about your regional expansion plans?
Within the terms of our partnership with Darwish Holding, we are starting with the first store of 1500 sqm at Lagoona Mall, and will gradually start looking at increasing the number, only after we have consolidated. We are hopeful about the Qatari retail market, which is expanding hand in hand with the development of the country. As for our presence in the other Middle Eastern markets, that fits in with FNAC’s expansion plans, but that will depend on how well we grow and attain stability in the region. The Edge | 69
business insight | technology
Enterprise Solutions
Dell’s strategy in the data centre business is to ride momentum in the PC arena In an exclusive interview with The Edge, Brian Humphries, president, worldwide sales and strategy, Enterprise Solutions Group, Dell, shares how, by virtue of not being locked into a proprietary infrastructure business model, his company is free to embrace new trends and technology in the market.
Tell us about your role at Dell. What did you do before joining Dell that prepared you for the role you play now?
I have been working with Dell for more than two years, and presently, I am responsible for the enterprise solution business, which is one of Dell’s four business units. The enterprise solution units include the software business as well as the services business. In my capacity as the president, I look after the global enterprise solution business. We have four regions: North America; Latin America; Asia Pacific and Japan; Europe, Middle East and Africa. So within those four regions, I spend around 80 percent of my time on the road visiting customers and partners, and our employees based around the globe. Prior to joining Dell, I spent the best part of 18 years at Hewlett-Packard via the Digital Equipment and Compaq Computer mergers, holding various positions. I have probably done seven or eight international relocations as part of my 18-year journey, and spent 10 years of it in California in the United States. 70 | The Edge
The enterprise solutions market across the geographies that you cover is different for every region. What are the strategies for expanding your business that you apply, irrespective of the geography?
Our strategy across those four regions has been very consistent; of course, the tactics to implement our strategy can be different from region to region. The strategy is very much to take advantage of the momentum we have in the server franchise, which is called our power edge business. Those servers when connected to a data centre tend to be connected to a switch from a networking fabric point of view only to storage. The server business will get further momentum into the data centre world as well. We are doing that through a whole series of things, including the local partnership, system integration, and alignment to independent software vendor (ISV). One of the big things that Dell has that is very different today versus 20 years ago, is we are truly an omni-channel centric.
“I think from an IT point of view, the Middle East is very consistent with adopting latest technology, newer versions, and new architectural designs. It has leapfrogged many of the countries around the world.”
business insight | technology
PC. If you think about the data centres these days, we have a tremendous opportunity to go on the attack, relative to the pureplay companies – the EMCs, the Ciscos, the NetApps of the world. But we are bringing our value proposition into the data centre and that value proposition is built around modular and scalable X-86 architectures. I think in the Middle East, we are number one in a number of countries. We want to leverage that momentum drive into the data centre and try to change the value proposition for the customers. They no longer need to pay excess amount of money to some of the pure-play companies for a solution that is ultimately built around proprietary. Instead, we would like to have them embrace industry standard architectures in a softwaredefined data centre world, which we believe is the future.
Given the number of players and the level of competition, what is Dell’s strategy to stay ahead of the other players?
Brian Humphries, president, worldwide sales and strategy, Enterprise Solutions Group, Dell told The Edge, “Some of the competitors prefer to have proprietary architectures and they make a lot of money out of those.”
Tell us about the hallmarks of the Middle East market. How different or unique is it, compared to Dell’s other markets, say that of Europe or the Americas?
I think from an IT point of view, the Middle East is very consistent with adopting latest technology, newer versions and new architectural designs. It has leapfrogged many of the countries around the world. I find the public sector, the government sector, in particular to be very progressive. It is pushing new things such as e-health, e-education, and generally, more of these solutions orient towards citizens in the country. Obviously, security is a major element over here as well, but generally, I found that from an IT perspective, it is perhaps in some cases on the bleeding edge of the world.
Talk us through your main enterprise solutions, and why you think they are Dell’s top offerings?
If you go back to the start of Dell’s history, it was always about bringing superior solutions to market with superior relationship models. We were always thinking about affordable innovations. We saw an opportunity to bring a very different value proposition to the market, and in many ways, accelerate technology acceptance – something that we would term as democratising IT. Today, Dell is still doing the same thing, the same fundamental and DNA elements are there: focus on the customer, account management, and bringing innovation to the market at affordable levels. We are actually doing it more mainstreams and broadly, and it has moved well beyond the
Our strategy is very much about acknowledging the trends in the market, and the beauty of Dell is that we do not have proprietary infrastructure or business module that we are trying to protect. On the contrary, we are actually fully embracing the new trends. So trends such as softwaredefined data centres, where customers are thinking less about the capital expenditure cost of an investment, but more about the total cost of ownership, actually plays very much to a company like ours that is focused more on a scale out modular architecture which is industry-standard based. So from our point of view, our strategy is very much around pushing and taking advantage of that trend what is happening in the industry. Some of the competitors prefer to have proprietary architectures and they make a lot of money out of those proprietary architectures. Therefore, they are less inclined to embrace the technology evolution because they know that is moving away from their profit pool and moving more to a level playing field where companies such as Dell operate. So I think what we are seeing is that the competitions are dragging their feet a little bit in this new world, but Dell on the other hand is very much embracing these trends and very much fast forwarding. The Edge | 71
Royalty-free Middle Eastern & Arab stock images
www.fotoarabia.com
products & reviews
Reviews
Honda Odyssey J
targets luxury minivan segment
H
onda recently launched its Odyssey J model that combines the technologies of passenger and utility vehicles, targeting the luxury minivan segment of the Middle Eastern market. Its exterior has been designed based on a ‘solid streamline’ concept with an ultra-low platform – 300 mm above the ground – that offers ease of entering and exiting the vehicle. The Odyssey’s interior is primarily patterned to the ‘modern suite room’ concept to offer a luxury feel. Its efficient packaging allows for comfortably accommodating seven passengers on the EX-V grade and eight passengers on the EX grade, with generous head, elbow and leg room. The minivan is also equipped with the standard power sliding doors on both sides with the addition
of one-touch technology. New to Honda’s luxury edition is the application of captain cradle seats in the second row for the EX-V leather grade, which provides a comfortable travel experience with adjustable ottomans and armrests. The third row has individual headrests to provide comfort all around. The vehicle is powered with the Earth Dreams technology 2.4-litre, DOHC i-VTEC 4-cylinder engine, and continuous variable transmission. Its low centre of gravity offers a comfortable ride and smooth driving performance. The engine combines a torque of 225Nm at 4000 rpm and generates a power output of 173hp at 6200 rpm. Another latest feature of Odyssey J is its G-Design shift that has been engineered to
give the vehicle more natural and sporty looks. While accelerating, this system responds to driver’s demands more quickly than conventional automatics and other CVT technologies. In terms of safety, the new Odyssey utilises Honda’s advanced compatibility engineering body structure technology to enhance the occupant’s protection and crash compatibility. It also boasts Honda’s activesafety features such as the vehicle stability assist (VSA), anti-lock brake systems (ABS), electronic brake distributor (EBD) and hill start assist (HSA). Odyssey J has received a fivestar rating from the ASEAN NCAP as well as Australia for superior Adult Occupation Protection and safety performance.
The Edge | 73
products & reviews
Read it:
Business Adventures
Many business-related books are dry affairs requiring both unbridled enthusiasm for the subject matter and a degree of stamina to complete. Or they are infused with an almost evangelical fervour that is a crucial ingredient of the self-help, get-rich-quick type of offering, which is often insipid and occasionally repellent. So John Brooks’ Business Adventures comes as a breath of fresh air to this jaded book reviewer – except it is not fresh. Indeed, in this fastpaced world, it is positively ancient, having first been published in 1959 (and reprinted every year for the following decade). Yes, you read that right, 56 years ago. Why, you might then be inclined to ask, is this book at all topical now? Before we get to that, a little background. Brooks, now deceased, was a well-known and prolific writer for New Yorker magazine in the late 1950s and 1960s. Praised more for his elegant writing ability than his cutting financial analysis, he mostly covered the business beat and authored a number of popular books on the topic, including Business Adventures.
Read it:
Available at Virgin Megastores in Doha.
The Shift
In past issues of The Edge, we have reviewed a number of books on work management. Not much, however, has been written on effective management of distant future work life that still has years or perhaps decades to come. As the title explains, Lynda Gratton’s The Shift: The Future of Work is Already Here takes a futuristic approach. It introduces the idea of predicting the future of work, and strategising to balance it with other aspects of life. The main premise Gratton follows here is that “knowing something about the future helps us to prepare for our future.” Looking 10 or 20 years into the future, of course, will not generate accurate estimations. That said, varying degrees of reliability and precision about future trends and challenges could provide an idea on understanding and developing the right set of skills. Explaining ‘the shift’, the writer identifies five key areas of change, including technology, globalisation, society, demography and energy resources. Based on these changes, she creates dark and bright storylines, demonstrating hypothetical scenarios being both negatively and positively impacted by the wider shift. Leaving a warning call with the ‘dark’ storylines, the writer moves on to guide her readers about some strategies they can adopt to deal with the changes. Addressing the issues in the future of work, she explains, must come with a shift within the individuals. The first proposed shift is from a shallow generalist to a serial master. Instead of knowing a little about many traits, one should
74 | The Edge
Long out of print, the book has experienced a revival of late, which is widely accredited to Bill Gates recently praising it on his blog; indeed the book has gone back into print and is also widely available now in digital format, where it is at present a best-seller. Business Adventures covers 12 stories from the annals of Wall Street and American business legend, including the rise of Xerox, the (Flash Crash) New York stock market collapse of 1962 and Ford Motor Company’s disastrous Edsel automotive brand failure. Reading the book, one can see why Gates loves it. Brooks’ writing is that truly rare, butter-smooth style of all great authors, the kind that can describe paint drying with page-turning magnetism. Take this gem of an opening line in a story called The Federal Income Tax (which largely takes a jaundiced look at how some go to great, often risky, lengths to avoid paying such): “Beyond a doubt, many prosperous and ostensibly intelligent Americans in recent years have done things that to a naïve observer might appear outlandish, if not actually lunatic.” Apart from being wonderful prose, the above excerpt, which could be equally applicable to the reckless behaviour that led to our most recent financial meltdown, also serves to highlight why Business Adventures is still relevant today. The more things change the more they stay the same, or so the saying goes.
focus on in-depth understanding of some core areas, as specialisation would be a valuable skill in the future. The second shift is from isolated competitor to innovative connector. Success in the future would be as much about social capital as it is about intellectual capital today. Shifting from voracious consumer to impassioned producer encapsulates a change in attitude towards work. Instead of being considered as a source of money, work must be seen to have a more meaningful purpose to pursue it with passion. Overall, The Shift provides generic but detailed career advice on successfully surviving the future of work. For career professionals, it proposes period calculations of a few decades. For graduates and undergraduates, this 374-page long book provides the possibility of endless choices and decision making based on what will potentially work in the future. Available at Virgin Megastores in Doha.
products & reviews
ACER CURVED MONITOR
Acer’s 34-inch XR341CKA curved monitor features a 21:9 UltraWide QHD (3440 x 1440) resolution IPS display panel with a 178-degree viewing angle, providing an immersive experience in games and entertainment with a broader view. It supports 100 percent of the sRGB colour gamut, delivering accurate colour reproduction desired by design professionals and photo enthusiasts for precise colour matching across applications and print output.
BOSE BLUETOOTH NOKIA 105 SPEAKER MOBILE The compact (570 gram) SoundLink Color Bluetooth speaker from Bose offers quality sound for music, wherever you go. The rechargeable lithiumion battery gives you up to eight hours of playing time and it has a wireless range of about 30 feet. The speaker can connect to two Bluetooth devices at the same time, letting you switch between them quickly. It comes in five colours: blue, mint, red, black and white.
Aimed at first-time mobile phone buyers, as well as people looking for a reliable back-up device for their smartphone, the new Nokia 105 (also comes in dual SIM) helps connect with people and businesses without great expense. It has all the features of the previous Nokia 105, and more, including expanded storage for up to 2000 contacts, enhanced audio call clarity, and increased talk time for up to 15 hours.
CANON EOS 760D & EOS 750D Canon’s latest two DSLRs – the EOS 760D and EOS 750D – in its entry-level EOS line-up come with a new 24.2MP sensor and DIGIC 6 image processor. The EOS 760D and EOS 750D ensure sharp focus precision, with a powerful 19 cross-type AF point system adapting to any composition, whether it is shooting fast-moving animals on safari, or action-packed adventure sports.
App Reviews Wordweb
By M. Iqbal
This free mobile app does everything you would want from a dictionary on your phone. It is simple, unobtrusive, works offline and gives you word meanings from a database of 285,000 words, phrases and derived forms. It also offers simplified pronunciations of 85,000 words. Wordweb also has a desktop app that instantly shows you the meaning and pronunciation of a word you click on in your browser or a document file.
IF
The idea behind IF is simple: If this happens, do that. For instance, if you Instagram a picture, it will automatically be stored to your Dropbox. If you want the daily weather to be saved to your Google Calendar or want to receive an email from the New York Times when any article starts trending – it can all be done through this app. A simple registration process gives you access to hundreds of predefined IF relationships.
QuickBooks QuickBooks wants to bill itself as a small business cloud accounting solution. The app allows you to create and send professional looking invoices. While registering, you select your industry and let the app streamline its interface according to your needs. From within the app, you can keep track of your activities, expenses, customers and invoices. It will even generate an estimate of your profits and a balance sheet. QuickBooks is paid but lets you try it out for free of charge for the first month to see if it is worth the USD13 (QAR47) per month asking price.
The Edge | 75
The Edge is international
International Sales Representatives Asia Sonney Media Networks Tel: +852-2783-1603 / +8522151-2351 E-mail : hemant@sonneymedia.com
The Edge currently has a growing network of international media sales representatives across numerous jurisdictions. To reach Qatar’s thriving business markets from any location, please contact your closest representative to inquire about advertising in The Edge, Qatar’s Business Magazine.
For sales enquiries please contact: International Sales Director:
Julia Toon
Tel: +974 66880228 E-mail: j.toon@firefly-me.com United Arab Emirates Senior Advertising Manager UAE :
Nesreen Shalaby
Tel: +971 50 719 9707 E-mail: n.shalaby@urjuan-me.com Qatar Head of Business Sales:
Manu Parmar
Tel: +974 33325038 E-mail: m.parmar@firefly-me.com
India Media Star Pvt Ltd Tel: +91 22 42202103 E-mail: ravi@mediastar.co.in Australia & New Zealand The Media Machine Tel: +61 89 447 2734 E-mail: okeeffekev@bigpond.com Germany IMV Internationale Medien Vermarktung GmbH Tel: +49 8151 550 8959 E-mail: w.jaeger@imv-media.com Turkey Media Ltd Tel: +90 212 275 84 33 E-mail: tanbilge@medialtd.com.tr United Kingdom & Ireland Smyth International Media Representatives Tel: +44 (0) 208 446 6400 E-mail : jo@smyth-international.com
France Mediactiv Tel : +331 5688 2080 E-mail : info@mediactiv.com Switzerland Mediactiv Tel : +41 22 779 1289 E-mail : info@mediactiv.com Italy Mediactiv Tel : ++39 02 58 322149 E-mail : info@mediactiv.com Benelux Mediactiv Tel : +32 2 335 1063 E-mail : info@mediactiv.com Seoul, Korea YJP & Valued Media Co., Ltd Tel: +82-2-3789-6888 E-mail : hi@YJPvm.kr USA WorldMedia Tel: +1-212-244-5610 E-mail: melissaworrell@worldmediaonline.com