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October 2015
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“QLM strongly believes that efficient service is the key for medical and life insurance lines, which are service sensitive,” says Salem Al Mannai, deputy CEO, QLM. The Supreme Council of Health, pictured here, is working in active partnership with Hamad Medical Corporation, Primary Healthcare Corporation and more than 50 other organisations across the country.
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Qatar’s road fatality rate is more than triple the rate recorded DISTRICT COOLING BENEFITS in some of SMART the best TRAFFIC performing developed countries in Qatar’s National Health Strategy the world. The country has started to address the issue more seriously with the introduction of an intelligent transport system, but it still has a long way to go, writes Syed Ameen Kader. Business Interview: QPM’s Salah Nezar on connecting economy with ecology
Reducing pollution caused by the refrigerant gases used in conventional airconditioning systems that deplete the Ozone layer
Reducing the demand for natural gas for power generation. Since natural gas is one of the sources for power generation in the State of Qatar, it is therefore in line with the National Gas Conservation Strategy
Substantially lowering operating costs and increasing operating reliability and availability of air-conditioning
Improving air quality and temperature control which are difficult to monitor and regulate through conventional airconditioning systems
- QATAR’S BUSINESS MAGAZINE - Vol. 7 No. 10 - Issue 72 - October 2015
40%
Reducing CO2 emissions
10%
60%
Being 40% to 60% more energy efficient than conventional airconditioning systems such as, air cooled chillers, split air-conditioning units and window air-conditioning units
Reducing construction costs as air-conditioning systems typically constitute up to
10% of overall building costs which developers are able to save by outsourcing air-conditioning requirements
Can ITS help to solve Qatar’s road safety challenges?
Special Section
Where is NHS in 2015?
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Impact of Chinese meltdown on Qatar International property measurement standards Wealth managers and social media Serviced apartments in Qatar on the rise
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Business Interview: Finance & Markets 27 Within the wealth management industry, social Sustainability can link economy to ecology 40 media is changing the way customers stay Salah Nezar, sustainability director, Qatar Project Management, talks to The Edge’s Aparajita Mukherjee about the status of sustainable construction in Qatar.
informed. Wealth managers must keep up with the shift or risk falling behind and exposing themselves to significant reputational and commercial damage.
Vol. 7 No. 10
- October 2015
Reducing electrical consumption by almost half as electric consumption by air-conditioning systems is estimated to peak up to 75% of the overall electricity consumption during summer months
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Business Interview: 52 Tailor making, quality service, smooth claims experience Salem Al Mannai, deputy CEO of QLM, the wholly Qatari-owned life and medical insurance company, talks about the factors that contributed to its S&P rating and its plans for the future.
Within the wealth management industry in Qatar, social media presence is limited, with individuals and organisations still largely choosing to engage with clients and potential clients through traditional methods (face to face, on the phone and via email).
Feature Story: Qatar’s National Health Strategy Energy & Sustainability 31 Negative market reaction to recent news that 69 The National Health Strategy 20112016 was launched as one of 14 sector strategies to realise the goals of the Qatar National Vision 2030 in the healthcare sector. The Edge takes a look at its achievements so far.
India had begun talks with Qatar to import at least 10 percent less liquefied natural gas this year and to review the level of such imports regularly has been mollified somewhat with a markedly more flexible attitude of Qatar manifesting itself over contract terms. The Edge | 3
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With the United Arab Emirates and Saudi Arabia already showing their commitment to adopt International Property Measurement Standards, industry professionals are advocating the same practice for Qatar’s property market.
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A white paper released recently by ictQatar identifies the various challenges that Qatar will face in equipping its cities with smart ICT-powered solutions aimed at managing them more efficiently.
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Sultan Al Mansouri, GCC country manager, TCA Abu Dhabi, discusses tourism in Abu Dhabi and what they offer to attract more travellers from Qatar. Vincent Miccolis, area manager, Ascott Limited, GCC, speaks about Ascott’s business model, its regional presence and their prospects in Qatar. Scott Balsdon, managing director, private wealth management, Globaleye, talks about their business philosophy.
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The Edge now has a 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 current affairs, business news and analysis of the main news stories across all sectors related to the economy and society in Qatar, as well as Arab countries and rest of the world.
Sultan Al Mansouri, GCC country manager, TCA Abu Dhabi, says, “We are working hard to attract more travellers from Qatar, and TCA Abu Dhabi’s promotional road show in Doha was a step towards achieving that.”
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editor’s letter In 2015, people between the ages of 18 and 34 – or those born between 1980 and 1995* – will become the largest group in the workforce in the United States (US). This is a trend that is being echoed to a larger or lesser degree around the world, including the Middle East. And it is creating numerous challenges, particularly for those tasked with managing this group, who by virtue of seniority are mainly ‘Generation X’ (or Gen-X, 35 to 50 years old), and in fewer numbers (but mostly higher positions) the ‘Baby Boomers’ (born before 1965). Also known as ‘Generation Y’ (Gen-Y) or ‘Millennials’ (and also ‘The 9/11 Generation’ and ‘Echo Boomers’ in the US), these are the first ‘digital natives’ having grown up surrounded by technology. This is unlike Gen-X for example, who had to evolve with and adjust to computers and the Internet as they grew up, and the older generations, many of whom have struggled to adapt at all. It is hardly surprising then to learn that members of Gen-Y possess a greater degree of technical skill. However, they are in fact struggling more than previous generations to secure a financial foothold. Many still live at home with their Baby Boomer or late Gen-X parents, and in the US at least, they are struggling to find meaningful employment. There are further marked differences between Gen-X and Gen-Y, with the potential to create many problems in the workplace if not recognised and/ or managed well. For a start, Gen-X, at the same time individualistic and consciously career-driven and ambitious, as a whole, does not need so much praise. With parents mostly from a generation born before around World War 2 (the so-called ‘Silent Generation’), Gen-X is a small demographic, half the size of Gen-Y, and is a fiercely independent group that mostly got on with focusing on their vocations and did not receive or require too much feedback or praise in the workplace as they grew up. These are gross generalisations of course, as many similarities exist in these groups and individuals share many traits, but numerous studies over the years have backed these assertions up. Gen-Y, on the other hand, is seen as craving constant feedback, if not praise, ironically the one thing that
their Gen-X managers are almost pathologically unable to provide them, having never craved it themselves or been given in any large measure by their Baby Boomer bosses and mentors. For the Gen-Yers (regarded in one survey as being regarded four times as narcissistic by managers as Gen-Xers, and in another they referred to themselves as ‘selfabsorbed’), not receiving this feedback proves difficult and can lead to disengagement and low productivity. Yet it is not all about recognition of skills, but perhaps also a mindset, as technology plays a role here too. Gen-Y for example is used to – and indeed has grown to expect – immediate feedback to posts and comments on social media growing up and naturally extends this expectation in the workplace. Gen-X managers (full disclosure: of which your author is one) have to therefore recognise this trait and consciously provide feedback in the form of praise (and criticism, of course) in greater measures than they might expect for themselves or their peers. Arguably, these kinds of challenges are and will increasingly become even more acute in the Middle East, where there is a huge youth bulge, with more than 30 percent of its population between the ages of 15 and 29, representing over 100 million youth, many of whom – unemployment issues aside – will enter the region’s work force in the next few years. Moreover Qatar, which has a diverse population drawn from all around the world (and whether by accident or design, when it comes to expatriates is skewed very young) has a work force that is still mostly managed by Gen-Xers and a handful of Baby Boomers), increasing this complexity. The bottom line is that, using the above example of feedback, this is just one of many differences between the two generations that must be noted by business owners and managers in order to coax the best out of each generation and ensure they work harmoniously together. Gen-X and Gen-Y possess more commonalities than differences - more, in fact, than Gen-X shares with the Baby Boomers. Correctly harnessed these two groups together can be utilised as a potent force in business in the region.
There are marked Miles Masterson differences between Gen-X Managing Editor and Gen-Y, with the potential to create problems in the workplace.
*Accepted dates regarding where one generation ends and another begins vary; but most accept these as approximations.
8 | The Edge
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Refugees refused
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Thanks to a shocking photograph taken by an aid worker of a drowned young Syrian Kurd boy named Aylan Kurdi lying face down on a beach in Turkey, in September 2015, unprecedented media coverage was focused on the tens of thousands of migrants and refugees fleeing war and unrest in the Middle East, particularly Syria. The refugee crisis, as it has been termed, has invoked mixed reactions from the citizens and governments of Europe, with many feeling sympathy and empathy and offering welcome sanctuary to those less fortunate, while others, in particular the government of Hungary, were less welcoming, building a fence and invoking new laws to halt their progress. Here refugees, ostensibly from Syria, await further passage to Western Europe, at Keleti Railway Station in the Hungarian capital Budapest, in early September. (Image Istvan Csak/Shutterstock.com) The Edge | 11
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Impact of Chinese meltdown on Qatar
main story 12 | The Edge
Dramatic news from Chinese markets made headlines worldwide in late August, while also leaving many emerging markets (EM) analysts wondering what the full fallout from Shanghai and Beijing would be, and in particular what this would mean for Qatar, analyses Oliver Cornock. For Qatar, China’s wobbles have come at a time when relations – both trading and diplomatic – have never been stronger. Thus, the impact of recent events and the longer-term issues behind them may be amplified for Doha in the days to come, both for the bad and the good. To recap, China’s recent crisis was spectacular in both size and speed. Just three months ago, the Shanghai Composite Index (SHCOMP) had hit a seven-year peak, reaching 5,166.35 points on June 12, following a surge of around 150 percent in the previous 12 months. But this huge speculative bubble, fuelled in large part by many over-leveraged individual investors, then burst with a global bang. Despite some drastic interventions by the Chinese authorities, by July 27, around two-thirds of all companies listed on the Chinese mainland (not including Hong Kong) had been suspended from trading, after losing value up to their daily 10 percent limit. Further drastic measures followed, including, on August 11, the biggest one-off devaluation of the Chinese yuan in 20 years, followed by three more daily cuts. This surprise move came after reports of a major slump in Chinese exports, with the devaluation aiming to redress this, particularly with regard to non-dollar-denominated exports, where the yuan had been appreciating. The Chinese authorities also likely calculated that devaluation would strengthen Chinese companies’ exports, helping the SHCOMP to bounce back. The immediate impact of all this on Qatar was most evident on the Qatar Stock Exchange (QSE), although this fared better than some of its regional peers. The QSE lost 1.9 percent in August, while Saudi Arabia’s exchange dropped 17.6 percent and Dubai’s 11.6 percent. Many of these losses were a continuation of declines resulting from falling oil prices, although these were also accelerated by the bad news from China. However, the more troubling news coming from the People’s Republic has been the impact on world commodity prices of the overall deceleration of Chinese economic performance. In the 10 days after August 11, oil prices fell six percent, while copper fell five percent over the same period and the Thomson Reuters Core Commodity CRB Index fell around four percent. This slide has been testimony to the enormous importance of China to global commodities consumption, with Qatar also a major player in supplying the People’s Republic with some of those consumption needs.
The QSE lost 1.9 percent in August, while Saudi Arabia’s exchange dropped 17.6 percent and Dubai’s 11.6 percent. China is Qatar’s fourth-largest liquefied natural gas (LNG) export market after Japan, South Korea and India. Exports of LNG to China rose from zero in 2008 to seven million tonnes per annum by the end of 2013, meeting one-third of China’s total LNG demand and making Qatar China’s single largest LNG supplier. At the same time, total two-way trade between the two countries tripled from 2008 through to 2013, topping USD11.5 billion (QAR41.9 billion). Since then, in November 2014, the Qatar Investment Authority (QIA) signed an agreement with China’s CITIC Group to launch a USD10 billion (QAR36.4 billion) regional investment fund, while in April 2015 HH the Emir Sheikh Tamim bin Hamad Al Thani visited China and Qatar Central Bank (QCB), in a deal with Industrial and Commercial Bank of China (ICBC), opened the first centre in the Middle East for clearing yuan-denominated transactions. That same month QNB, Qatar International Islamic Bank (QIIB) and China’s
business quotes CSI 300 STOCKMARKET INDEX December 31, 2004=1,000
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Southwest Securities also signed a memorandum of understanding to set up an Islamic finance company in the People’s Republic. All of this is evidence of the deepening bilateral relationship. Indeed, companies such as China Harbour Engineering – which is doing the key excavation and reclamation works for new Hamad Port – and China National Offshore Oil Company (CNOOC) are now common sights in Doha. So continuing softening in China is not good news for Qatar’s exporters, although cheaper Chinese imports will likely stoke price deflation in the construction sector and for many manufactured goods, to the benefit of domestic projects. Qatari investors in China will also find their riyals going much further. Indeed, the yuan devaluation – which has in turn triggered devaluations in many other emerging markets – may also be part of a strategy to make the currency more market sensitive. The collapse in Chinese stock markets – and Beijing’s often clumsy response to the crisis – does highlight other longer-term worries about the economy, now the world’s second largest. That economy is engaged in an at-times painful transition to consumption-led growth, with credit bubbles still needing to be worked out of the system, along with some major restructuring and opening up. Like the rest of world now heavily dependent on China’s economy, Qatar may have to ride out a few more bumps on the road ahead before that transition is complete.
Oliver Cornock is the regional editor, Middle East, Oxford Business Group.
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“Mathematics tells you that this will lead to a Europe where our way of life will end up in a minority, or at least face a very serious challenge.” Hungarian prime minister Viktor Orban, discussing measures his government undertook in September to stem the surge in migrants wishing to cross their country on their way to Western European nations such as Germany and Sweden. Hungary erected a four-metre fence along its border and passed new laws making it illegal for migrants and refugees, the majority fleeing the civil war in Syria, to cross its 177-kilometre border with Serbia. “The supply is nearly endless – we can see how many of them are coming,” added Orban. “And if we look at the demographics, we can see that these people have more children than our communities.”
“We’ve stuck with the oil prices at this level...there is enough room for us to manage this.” Qatar’s minister of finance, Shareef Al Emadi, during a lecture at Carnegie Mellon University in Qatar in early September. Discussing the country’s state finances in respect to the depressed oil prices at present and the impending budget deficit, the country’s first in 15 years, Al Emadi said, government would continue with all major infrastructure and development projects as planned and had no current plans to cut state fuel and food subsidies. “Our budget is still not that far in terms of deficit,” he added, “I still think the financial situation is very healthy and I don’t think we’ll take any extra measures for these things.”
The Edge | 13
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“We announce ongoing work to establish a new alliance needed for the economy and humanity.” So said Venezuelan President Nicolas Maduro, at an event in his country’s capital Caracas, celebrating the 55th anniversary of the creation of the Organization of Oil Exporting Countries (OPEC). Maduro also revealed plans to travel internationally to gain support for his plan to organise a summit of OPEC and non-OPEC nations to do something about the low oil price, which has negatively affected the South American country, a leading oil producer. “I’m making a proposal that I’m sure countries will open up to slowly but surely,” Maduro continued. “This is a win-win proposal. Nobody wins with unstable prices. Oil at USD40? No. Minimum, minimum, USD70.”
“There is no greater enthusiast than me for seeing more women in positions of power and influence.” New Australian leader Gordon Turnbull, who replaced former Australian prime minister Tony Abbott in a leadership challenge in September, was quick to criticise his predecessor in many areas, including the lack of female parliamentarians in the latter’s government cabinet, which featured only two women out of 19. Turnbull was also critical of the Abbott government’s fiscal policies, adding, “The government is not successful in providing the economic leadership that we need.”
14 | The Edge
Business News in Brief MENA reinsurance markets to attract further capital
The Middle East and North Africa (MENA) region continues to be an attractive destination for the global reinsurance industry. According to the 2015 MENA Reinsurance Barometer, an annual survey, strong primary insurance market growth and a perceived low exposure to natural perils still lure further regional and global reinsurance capacity to the region. The 2015 edition survey shows that between 2009 and 2014 the region’s total non-life and life insurance premium volume expanded from about QAR117 billion to more than QAR186 billion. Growth is driven by the low insurance penetration in the region, with premiums accounting for just 1.4 percent of GDP in 2014.
Texas A&M University announces first recipient of Al Sraiya Holding Group professorship
Texas A&M University at Qatar has conferred Dr. Milivoj Belic with the first Al Sraiya Holding Group professorship, which will support his academic, development, and research activities for a period of three years. A professor at Science Programme at the university, Belic’s record at Texas A&M at Qatar has garnered him many recognitions in the past, such as the Research Team of the Year Award in 2012 and 2014 from the Qatar National Research Fund.
Al Sraiya Holding Group professorship will give universities a competitive edge by providing funds to attract top faculty.
Qatari project among 2015 WISE awards winners
The World Innovation Summit for Education (WISE), an international initiative of Qatar Foundation for Education, Science and Community Development (QF), has announced the six 2015 WISE award winning projects, including the Qatari project AlBairaq. A jury comprised of education leaders selected the winning projects from a shortlist
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of 15 finalists. The winning projects address education issues linked to literacy, special needs, access and employment. The Qatari project Al-Bairaq is a nontraditional educational programme based at the Center for Advanced Materials (CAM) at Qatar University. Supporting innovation and entrepreneurship, AlBairaq immerses secondary students in hands-on science activities, builds appreciation for the work of scientists, and offers students new opportunities.
Start-up Watch
Embrace Doha QTA is putting efforts to boost cruise tourism, in line with the industry’s 20 percent growth in the region.
QTA to host Seatrade Middle East Cruise Forum
Qatar Tourism Authority (QTA) has been announced as the host for this year’s Seatrade Middle East Cruise Forum 2015. Working alongside organisers, the forum will bring together cruise line executives, government representatives and industry stakeholders from the ports, tourism, immigration and security departments to discuss the future of cruising in the Arabian Gulf. The two-day event will take place at the Kempinski Marsa Malaz in Doha, Qatar, from 7 to 8 December, 2015.
Bedaya holds monthly forum for entrepreneurs
Bedaya Center, which promotes entrepreneurship and small and medium enterprises (SMEs), recently hosted its monthly meeting with entrepreneurs in Katara. Held every second Sunday of each month, these gatherings give young people of Qatar access to guidance and training, as well as support for their businesses. The recent event shed light on how Qatar’s SMEs can create brand dominance through new innovative services, which ultimately generate strong brand – mainly through social media and social networks. 16 | The Edge
What was the idea behind starting this company? The idea behind starting this project was to build a bridge between expats and the local community, to help expats better understand local culture, and to break the ice between both communities. We realised there is a need for such services to help expats overcome the cultural shock and misconception about Qatar upon moving here. We guide guests in learning about the region’s lifestyle, customs, and business etiquette through cultural sessions and cultural trips that can be provided in multiple languages such as English and French and, of course, Arabic. How do you foresee your organisation evolving with the surge of population due to the 2022 World Cup? We see ourselves as a cultural gate to our guests, no matter whether they come for work or travel. We also provide cultural awareness sessions to many organisations – something that can help speeding up the adjustment process for their employees. Besides, Embrace Doha is approaching various schools, large organisations and expatriate communities to spread awareness about the local culture and community. What have been the main challenges in setting up this organisation? We have had this idea since 2011, but we started the company officially in 2014 after
Embrace Doha is a first of its kind consultation company in Qatar that offers cultural awareness and training programmes for expatriates, visitors, companies and organisations. Located at the traditional hotspot Souq Waqif, the company is a brainchild of Amal Al Shammari, a graduate of Qatar University and an employee at a semigovernmental oil and gas company. In an exclusive interview with The Edge, she shares why she felt the need to develop a cultural bridge between the expatriate and the local communities.
being incubated by the Qatar Business Incubation Center (QBIC). Since then, Embrace Doha has faced many challenges during the start-up phase. For instance, we had difficulties in registering the company as no such concept existed before. So we had to explain to them how important this organisation is for a growing country such as Qatar. What unique do you offer as opposed to other government cultural bodies? The role that government bodies such as Qatar Tourism Authority play is very essential. We cannot compare Embrace Doha to the government authorities. What we can do, however, is complement the tourism authority’s vision, which talks about ‘leading the sustainable development of Qatar into a world-class hub with deep cultural roots’. Embrace Doha can play a very important role in achieving this vision through many services that we offer. What has the response been so far from the market? We have worked with some of the best organisations in the country such as Qatar Foundation, international schools, banks and oil and gas companies. We are happy that people find our sessions tremendously informative and helpful. Most of the contracts we have received are through word of mouth. www.embracedoha.com
For the 5th year in a row, we are chosen the best airline in Europe. Every year, Skytrax, the world’s largest airline passenger satisfaction survey asks millions of passengers around the world to choose their favourite European airline. For the past five years, the answer has always been the same. Turkish Airlines remains the best airline in Europe. We would like to thank you and congratulate our employees for making this possible.
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Business events calendar October-November 2015 13-14 October The Qatar Transport Infrastructure 2015
This will be a good event to gain first-hand insights on the Qatar Rail’s focus towards delivering better infrastructure.
Transport is a key enabler to the Middle East economy and, as such, will be a cornerstone to its growth in the near future. The Qatari government is currently working on the development of advanced transport infrastructure aligning with the preparation to host the 2022 World Cup. The Qatar Transport Infrastructure 2015 Conference in October will be an ideal platform to discuss these developments. The focus of the conference would be the land transport sector in the emerging markets especially in railways under urban transportation. This strategic conference is designed to attract all those who are involved in the development of transport infrastructure developments.
13-15 October HQ 2015 HQ 2015 is a global exhibition in Qatar featuring all aspects of the hotel, restaurant and cafe food, supply, design and investment industry. The exhibition offers an ideal platform in the Gulf region for hospitality professionals, hotel and franchise investors to buy, network and learn with the food, HORECA suppliers, franchise and hotel brands. The show is being launched at a time when the Gulf region is booming on both the existing hospitality market and the hotel build market due to the requirements for the 2022 World Cup in Qatar and the 2020 World Expo in Dubai, as well as expanding the market of religious tourism in the Kingdom of Saudi Arabia (to Mecca).
Events Listing 4-7 October ISQua International Conference 11-13 October Employee Health and Wellbeing Conference 12-14 October Kitchen and Bathroom Accessories Exhibition 14 October Back2Business 26-27 October Power Qatar Summit 2015
The main objective of HQ 2015 is to create a new platform in the GCC region for HORECA professionals.
23-25 November CSR Qatar 2015 Qatar’s premier CSR and sustainability summit will return with a refreshed, interactive and engaging programme and a brand new speaker panel. The third edition of the summit will focus on innovative ideas that can help transform corporates’ social responsibility agendas to deliver exceptional business outcomes as well as meet the needs of the region’s community, economy and environment. The gathering of ministries, government bodies, corporates, NGOs, universities and award-winning organisations will provide a good platform with opportunities to engage with key stakeholders. This year the organiser is also launching the CSR Qatar Awards as part of the CSR Qatar Summit.
26-27 October Future Landscape & Public Realm Qatar
November 2-4 November Civil Defence Exhibition and Conference 3-5 November World International Summit for Education (WISE) 15-18 November Sport Infrastructure Expo
Delegates speaking during the last year’s CSR and sustainability summit in Qatar.
18 | The Edge
16-22 November Global Entrepreneurship Week, Qatar
qatar perspectives
HR paradigm in production optimisation Ossama Tawfick is vice president of sales, MENA, AspenTech. Global competitiveness has become more intense with price changes in both oil and finished products. The Gulf’s polyethylene producers, for example, face increased competition from the United States as ethylene crackers start producing polyethylene and other derivatives. In fact, petrochemical production in the Gulf Cooperation Council (GCC) countries rose by 4.5 percent in the past year, the second highest growth region in the world, according to the Gulf Petrochemicals and Chemicals Association’s (GPCA) annual report for 2014. However, the region’s producers are now witnessing a limited new gas supply. Industry leaders need to expand their export industry using naphtha feedstock instead, as well as finding ways to develop new growth markets. In addition, the traditional reliance on an expatriate workforce has meant that the region has furthered its efforts to develop local chemical engineering talent and empower them with advanced technology to build a more sustainable engineering skills pipeline and nurture a generation that can grow the region’s industrial prosperity. The ME has deep resources, both in terms of oil reserves and feedstocks, as well as access to capital. Significantly, the region is now a leading global producer and supplier to world markets of ethylene, derivatives and methanol. Despite market turbulence, the region’s exports of polyethylene are still expected to soar as production in the region grows. However, when margins are likely to be lower in the future than companies have experienced in the past, they will need to implement rigorous operational excellence initiatives to boost returns. 22 | The Edge
The Middle East (ME) is undergoing an enormous building programme through the entire value chain of petrochemicals, with companies moving quickly into both bulk and specialty chemical production. This rapid evolution of multibillion-dollar businesses presents both challenges and opportunities for the region, especially in the area of human resource (HR) management, writes Ossama Tawfick. Fostering the next generation of chemical engineers is a high priority for the ME’s refinery and petrochemicals companies, along with engineering and construction organisations. Investment is being poured into training and developing experts, both in the use of advanced software tools and in the control of plant operations and processes. With economic diversification and employment growth ongoing in most ME countries, the expansion of domestic petrochemicals is essential for capitalising on the region’s most important asset – people. By conquering complexity throughout operations, process manufacturers have tremendous opportunities to increase profit with the use of advanced, integrated software solutions. With better visualisation capabilities that can look across entire complex facility, it is possible for engineers to design processes and look at the trade-offs to achieve operational improvements. Many of the new facilities built in the
ME are even more complex than those constructed in the past. Sophisticated technology is now required to manage these assets efficiently. With both refining and bulk chemical operations, advanced process control (APC) has been used for many years to help reduce energy costs, control the plant throughput and be more efficient in meeting production and quality objectives. Due to the complexity of the software, the technology has primarily been restricted to a few specialist engineers, who are focused on installing, tuning and operating APC. Producers need to know what they are supplying and when and where to meet customer expectations. It is vital, therefore, that the planning and the scheduling functions are integrated, so the short-term and longterm decision making can be performed consistently. With advanced software tools, engineers can plan, visualise and analyse the information quickly to make better decisions, which will increase profitability.
With economic diversification and employment growth ongoing in most ME countries, the expansion of domestic petrochemicals is essential for capitalising on the region’s most important asset – people.
qatar perspectives
E-commerce approach shifts with omni channel customer engagement
Anilkumar KM is vice president and head, MEA, Servion Global Solutions. With the proliferation of smart devices such as tablets and smartphones, consumers have the choice of shopping via their handheld devices aside from shopping in-store. The age of the empowered customer is upon us, and it has been found that consumers who shop across a number of channels annually spend about four times more than those who shop in a single channel. Although multichannel and omni channel both sound similar, they connote different things in the marketing world. In order for brands to execute either strategy effectively, there needs to be a well-defined understanding of these two terms. A multichannel strategy refers to brands using two or more channels, such as social media, web, email or in-store to engage with their customers. The key thing is that they may not necessarily be concerned with delivering an uninterrupted and consistent message across these various platforms. Multichannel strategies are more focused on simply engaging their customers, and do not place importance on optimising the customer experience based on different devices such as smartphones, tablets or laptops. An omni channel strategy also uses multiple channels to engage with customers, but the goal in this approach is to deliver a consistent brand experience across all activities on the various platforms, from shopping online to visiting a physical store. An omni channel strategy ensures that customers receive the same experience and message across all different channels and devices involved within their interactions with the brand. There is no disconnect in the 24 | The Edge
In the past, most purchase decisions related to electronic goods such as a computer would involve a visit to the local electronics store to view the various options, and then buy the item in store. Today, other factors impact the decision – not only word of mouth, but also product reviews in newspapers, magazines and on the Internet, writes Anilkumar KM. customer’s journey, creating a holistic and engaging experience. With today’s dynamic retail environment, the price of a product or service is no longer the defining factor for customers. Consumers take into account customer service, speed of delivery, brand connection and attractive online presence, among others. According to a recent study, 40.2 percent of the Middle East’s total population has Internet access, while 88 percent of the region’s online population uses social networking sites daily. Within the United Arab Emirates alone, the e-commerce market is valued at more than USD2 billion (QAR7.3 billion), and is expected to grow significantly in the next 10 years. In today’s ever-changing customer landscape, brands need to learn how to adapt – and fast. While conventional
practices are still vital to businesses, implementing an omni channel strategy is a key ingredient in ensuring that the customers’ demand for personalised goods and services are met. Unlike the multichannel approach, omni channel interactions are not separate and distinct but fully integrated. They enable richer customer experiences that are seamless and continual. A recent Aberdeen Group research concluded that brands with well-defined omni channel customer experience management programmes achieve a 91 percent higher year-onyear increase in customer retention rate on average, compared to organisations without omni channel programmes. Brands that use this strategy have a definite edge – they are tapping into customer information and analysing it, engaging with customers more quickly and robustly than the competition.
Unlike the multichannel approach, omni channel interactions are not separate but fully integrated, enabling richer customer experiences that are seamless and continual.
finance & markets
Within the wealth management industry in Qatar, social media presence is limited, with individuals and organisations still largely choosing to engage with clients and potential clients through traditional methods (face to face, on the phone and via email).
Qatar-based wealth managers: Need to use social media more Within the wealth management industry (and many others), social media is irreversibly affecting the way customers stay informed, how they make decisions and how they interact with businesses. Wealth managers must keep up with the shift or risk falling behind and exposing themselves to significant reputational and commercial damage, writes Angshuman Dey.
T
he lines between the real world and the virtual world are blurring. Social media is the number one activity online with 1.8 billion users globally and this, coupled with the impact of instant access through smartphones and tablets, is affecting everything we do as individuals and how we do business. Leaders in the wealth management industry can often ignore social media because of a misunderstanding that it is purely vanity marketing play. And they
perceive it as too youth focused to appeal to their often older and more traditional clients. Within the wealth management industry in Qatar, social media presence is limited, with individuals and organisations still largely choosing to engage with clients and potential clients through traditional methods (face to face, on the phone and via email). However, in many parts of the world, large wealth management houses are increasingly growing their social media presence, frequently using Twitter, Linkedin and
Facebook to keep clients informed of market developments and provide a platform for dialogue. It is unsurprising however, that Qatarbased wealth managers (WMs) are more reluctant to embrace social media, with the potential risks being considerable: • Improper or inactive management of client enquiries through social media can lead to dissatisfaction – WMs must commit to being available 24/7 if they choose to engage clients through these The Edge | 27
sectors | finance & markets
channels. • Social media can leave an individual or organisation exposed – if a piece of incorrect or misleading information is shared and as a result, acted upon, the impact on clients and the market can be significant – not to mention the potential legal ramifications for the person who posted the information. • Consumers are increasingly looking for real-time information that could impact their investments and if WMs fail to provide this, they are in danger of losing business to competitors and being seen as uninformed. Qatar has the highest smartphone usage in the Middle East with 75 percent of the population owning an Internet enabled handset. Despite the risks, with this in mind, WMs must embrace the opportunities that social media brings to stay competitive. Social media is now the place to find out about market activity before it hits the headlines and, if WMs are actively engaged, they can ensure that this information reaches their clients as it breaks, giving them the edge over competitors and demonstrating that they are deeply entrenched in the industry. WMs can also monitor social media to gain insights into market and consumer behaviour. What should WMs be doing with social media right now? Observe it. Review your social media landscape; this includes what people are saying about your (and your competitors) products and services. Get on with it. Social media is happening whether you are ready for it or not. Customer expectation is changing so embrace it.
Within the wealth management industry in Qatar, individuals and organisations are still largely choosing to engage with clients through traditional methods. TOP THREE SOCIAL MEDIA PLATFORMS PER COUNTRY, BY PERCENT USED WhatsApp more popular than Facebook in most countries
100% 90%
89% 81%
70%
70%
50%
94%
87%
80%
60%
100%
97%
81%
91% 86%
73% 62%
58% 49%
88%
52%
Facebook WhatsApp You Tube Viber Instagram Twitter Skype
58% 52%
Source: Media use in The Middle East, 2015: Egypt | Lebanon | Qatar | Saudi Arabia | Tunisia | UAE, North Western University, Qatar.
Understand it. There are social media opportunities and threats to your business. Become part of it. Seek out opportunities to be proactive in the wealth management space online. Be prepared. Do not ignore your weaknesses. Be prepared to manage crises. Plan for it. Develop a high-level plan that focuses on different sectors and client groups, put some governance around who and how you use different channels.
Angshuman Dey is senior manager in KPMG’s Management Consultancy department.
MOU between QSE and Borsa Istanbul Qatar Stock Exchange (QSE) and the Borsa Istanbul have signed a Memorandum of Understanding (MOU) to formalise cooperation between the two markets. The MOU was signed by Rashid bin Ali Al Mansoori, CEO of QSE, and Tuncay Dinç, CEO of Borsa Istanbul, in the presence of the Turkish delegation representing Borsa Istanbul. In the signing ceremony, Al Mansoori stated, “I am delighted to see this MOU signed between the two exchanges, hoping that it will help enhance the economic cooperation between the two countries. The MOU clearly fits in a range of agreements that 28 | The Edge
have been signed between the State of Qatar and the Republic of Turkey and it signals the willingness of the two countries to cooperate and develop this relationship further.” Dinc thanked the Qatar Stock Exchange and said he was confident that the MOU will prove to be a useful instrument not only to further strengthen the level of cooperation between the two exchanges, but also to open new areas of business opportunities for the market
participants both in Qatar and in Turkey. He added, “We are extremely happy to see the two exchanges making efforts in the mutual cooperation between Turkey and Qatar. We are also very happy to see both parties share the same mindsets aiming to achieve a bright future. I am sure that this MOU will increase the level of cooperation between the two parties as we are hoping to establish a good atmosphere for investments and mutual cooperation.”
energy & sustainability Qatar demonstrates greater flexibility on LNG export contracts
Negative market reaction to recent news that India had begun talks with Qatar to import at least 10 percent less liquefied natural gas (LNG) this year and to review the level of such imports regularly (despite the terms of the fixed long-term import deal in place) has been mollified somewhat with a markedly more flexible attitude of Qatar manifesting itself over contract terms, writes Simon Watkins.
Q
atar’s recent ad hoc agreement with PetroChina and its closer dealings with major oil trading houses underline the point, say analysts. Indeed, news emerged at the end of August that Qatargas had adjusted the three million tonnes per annum (mtpa) of LNG for delivery to PetroChina under an existing 25-year deal that began in 2011 towards the winter period, when demand reaches peak levels, rather than delivering even amounts every month, which would leave China picking up additional storage costs. Although the changes to the original delivery terms of the deal have only been agreed for this year by Qatargas (and its partner in the contract with the Chinese, Royal Dutch Shell), many analysts believe that in current tight market conditions – and with PetroChina’s three import shipping terminals on China’s northern coast often stymied for deliveries due to freezing conditions – the reweighting of the delivery schedule may persist beyond the current arrangement. The result of the new delivery schedule has not only been a reduction in the level of Chinese
Qatar’s gas export strategies are having to become more flexible as dictated by unsteady energy prices and fluctuating demands. (Image Qatargas)
The Edge | 31
sectors | energy & sustainability
The result of the new delivery schedule has not only been a reduction in the level of Chinese imports from Qatar by 42 percent in the first seven months of 2015 compared with last year, according to industry figures, but is also likely to weigh on the spot LNG price in the coming months over the Chinese winter.
2003
2005
2007
2009
2011
2013
2015
297
265
253
245
239
238
243
221
179
167
166
155
139
131
124
Global LNG production (mtpa)
2017
According to a recent Qatar National Bank report, global supply of liquefied natural gas (LNG) is set to increase significantly from 245 million tonnes per annum (mtpa) in 2014 to 297 mtpa in 2017. Three major projects have recently been completed; more than 100 mtpa of LNG projects are currently under construction; and 600 mtpa of projects are under consideration. However, the viability of many of these projects is being threatened by a number of factors, not least the recent collapse in crude oil (LNG prices for long-term contracts are usually indexed to crude oil benchmarks) and LNG spot. Qatar is well placed to compete with the expected increase in supply. It is the lowest cost LNG producer globally; already accounts for 31 percent of the global market (74 mtpa in 2014); and sells most of its gas through long-term contracts, ensuring stability of supply. Sources: BP, International Gas Union, International Group of Liquefied Natural Gas Importers, Moody’s, Press Release and QNB Economics forecasts
32 | The Edge
imports from Qatar by 42 percent in the first seven months of 2015 compared with last year, according to industry figures, but is also likely to weigh on the spot LNG price in the coming months over the Chinese winter. Global LNG figures highlight that, historically over the Chinese winter period, emergency buying by Beijing has caused repeated spikes in LNG prices. But with stock already secured the ‘China winter rally’ is unlikely to manifest itself and help pull spot LNG prices out of their current near fiveyear lows of around USD8 (QAR 29) per million British thermal units (/mmBtu), down from the highs of around USD20 (QAR73)/mmBtu in February last year. The downwards price pressure is likely to be further exacerbated by increases in supply from Australia and Iran in the coming months, and by slackening of demand from one of Asia’s (and the world’s) biggest customers – Japan – as it restarts its nuclear power programme in earnest. In this latter regard, the middle of August saw the recommencement of operations at the country’s Sendai nuclear power plant, the first reopening since the 2011 Fukushima nuclear disaster, and one of seven nuclear plants now expected to be brought back into the national power grid within the next three years. Such an agglomeration of negative supply and demand pressures have not only resulted in greater flexibility in enforcing existing contracts (Qatar is still in the process of trying to accommodate the Indian firm, GAIL’s, re-jigging of its long-term supply contract) but also have prompted Qatar to work more
Global LNG figures highlight that, historically over the Chinese winter period, emergency buying by Beijing has caused repeated spikes in LNG prices.
energy & sustainability | sectors
closely with major trading houses on securing short-term ad hoc deals, Sam Barden, CEO of Middle Eastern energy consultancy and trading firm, SBI Markets, in Dubai, and former Wood Mackenzie trader, told The Edge. In fact, Qatar is now active on the bid side in short-term trade tenders, which alongside its long-term contracts has seen the country win business to supplying spot LNG to Egypt, Jordan, and Pakistan. “Qatar has a lot of long-term business in the bag, with only a relatively
small amount of it in absolute terms being re-negotiated at any given moment, so it can afford to be sharp and nimble in snapping up additional business in the spot market,” added Barden. As it stands, the Caterham-based Andy Flower, senior research associate for the Oxford Institute for Energy Studies, estimates that Qatar’s exports to Asia in the first half of the year fell by around 2.7 million tonnes compared to the same period a year ago, while exports to Eastern Mediterranean
countries including Jordan and Egypt were up by 0.4 million tonnes and those to Europe were up by around 2.5 million tonnes. With further data indicating that the fall in Asia is principally a function of longterm contract realignment, while the rise in the Eastern Mediterranean and Europe is ostensibly a consequence of its nimbler, sharper, activity in the spot LNG market, “this suggests that Qatar is showing increased flexibility in responding to the changes in the markets,” said Flower.
Qatar-Pakistan LNG deal yet to be ratified
With Qatar’s overall balance of payments having recorded a deficit of USD500 million (QAR1.8 billion) in the fourth quarter of 2014, according to official figures, it is little surprise that the Gulf state is looking to optimise all flows from the hydrocarbons sector that dominates its economy.
Although Pakistan received its first-ever liquefied natural gas (LNG) imports in late March from Qatar, the much-anticipated 15-year government-to-government deal between Islamabad and Doha, potentially worth some USD22.5 billion (QAR82 billion) and entailing supply of up to thee million tonnes per annum (mtpa), remains to be finalised. The major downside to the type of newfound contract flexibility referenced in the previous article is the potential for almost instantaneous substitution of gas supplies from other sources. Particularly in the coming months, this may well come from a sanctions-free Iran, determined to
QAR
82
billion
The estimated value of the muchanticipated 15-year governmentto-government LNG deal between Islamabad and Doha.
reassert itself as a superpower in the global hydrocarbons market at almost any price. “Iran has been out in the international economic wilderness for nearly 40 years, so now with the P5+1 sanctions-lifting deal in place it is going to waste no time at all in reestablishing its presence in the oil and gas markets, and will price according to winning all market share from existing incumbents,” Christopher Cook, director of global energy consultancy, Wimpole International, in Edinburgh, told The Edge. “There is no doubt of the will, and it has the weapons for the challenge [estimated proved natural gas reserves of 1,193 trillion cubic feet, second only to Russia], with a target of boosting natural gas production up to 1 billion cubic metres per day by 2018,” he added. At the end of July, Mobin Saulat, managing director of Pakistan’s state-run Inter-State Gas Systems, in Karachi, said that the country would sign the deal by the end of August that is part of a wider initiative to address Pakistan’s perennial gas shortages by importing between 200 and 400 million standard cubic feet per day from Qatar, but thus far the deal remains unsigned. The standout new factor in this gas supply balance is the July 14 deal to lift sanctions on Iran that was also approved on July 20 both by the United Nations and the
The LNG deal with Qatar is part of a wider initiative meant to address Pakistan’s perennial gas shortages. European Union, added Cook. “A preliminary agreement between Tehran and Islamabad for gas imports was signed the previous year to be firmed up if and when sanctions were lifted, which they have now been, and previous logistical problems are also now in the process of being fixed,” Cook said. In fact, the main section of the direct pipeline that will supply Iranian gas to Pakistan - Iran Gas Trunkline 7, running from Gwadar port in the west to Nawabshah in Sindh province - has now re-commenced construction, after China agreed definitively in April to fund some 85 percent of the estimated USD2 billion (QAR7.28 billion) construction costs. The Edge | 33
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real estate & construction
Qatar needs to adopt
international property measurement standards
With Qatar only a few years away from hosting the 2022 World Cup, there is a considerable amount of built assets linked to these plans, making it necessary for the country to adopt International Property Management Standards. (Image: FotoArabia)
With the United Arab Emirates and Saudi Arabia already showing their commitment to adopt the International Property Measurement Standards, industry professionals are advocating the same for Qatar’s property market. By Syed Ameen Kader
R
eal estate is no longer considered a local business, with a growing number of investments happening from property investors and lenders from all across the world. Today, real estate properties as an asset class, have to offer the same level of transparency and uniformity in measurement while these are traded on the global scale. But, ostensibly, every property market follows its own local measurement standards at the moment. Research undertaken by Jones Lang LaSalle (JLL) has shown that if the same floor space were to be measured using a range of standards
from different parts of the world, it could theoretically be reported with up to a 24 percent variance. Robert Jackson, regional director, RICS, MENA region, said, “Clearly this has huge implications on all stakeholders involved in real estate and is highly relevant if we were to ask the following questions: What floor space is a developer selling? What floor space does an investor think he is buying? What floor space is used for valuing a built asset?� The situation prompted the International Monetary Fund (IMF) and 13 other key stakeholders to meet in mid-
24%
The percentage of variance the same floor space can face if measured using standards from different parts of the world.
The Edge | 35
sectors | real estate & construction
2013 in Washington to address the issue of lack of standardisation in the real estate sector. And that gave birth to International Property Measurement Standards (IPMS). The initiative is seeing some movement in the Middle East region with Dubai and Ajman in the United Arab Emirates (UAE) already pledging their support and the Saudi Arabian government now actively engaging with stakeholders in its market on IPMS. “Dubai was, in fact, the first government in the world to commit to adopting IPMS as they recognised the significant benefits IPMS brings in terms of market transparency and confidence for all stakeholders, particularly as the MENA markets look to more international target clients and investors,” Jackson told The Edge. But, unlike the UAE, there has not been any official announcement yet from the Qatari government bodies to adopt the IPMS. As it stands, there are no clear and consistent property measurement standards in place – The Pearl-Qatar, for example, is measured by a different system than Downtown Doha. Mark Proudley, associate director, DTZ Qatar, said, “To date there is no standard measuring approach adopted in Qatar with individual landlords quoting and charging rents on varying basis.” He said adopting this would bring greater transparency to the market and enable all parties with an interest in real estate: investors, financiers, developers, occupiers and professionals to more easily compare and assess properties. “In conclusion it will bring greater confidence
Robert Jackson, regional director, RICS, MENA region.
to the market for all the players,” he added. With Qatar only a few years away from hosting the 2022 World Cup, industry observers estimate there will be a considerable amount of built assets linked to these plans. “Successful delivery would be impossible if there were not standardised rules that all parties associated with the delivery clearly understood,” said Jackson. People involved in the real estate sector said that consultations are currently ongoing with key stakeholders surrounding the opportunity of introducing the IPMS in Qatar. Nick Witty, director, real estate, Deloitte, Qatar, said, “Given that the standards were only launched in mid-May and we have had the intervening summer period, it is perhaps unrealistic to expect their market-wide adoption at this stage.” He said the large private and quasi-
Dubai was the first government in the world to commit to adopt IPMS as they recognised the significant benefits of IPMS.” – Robert Jackson, regional director, RICS, MENA region.
government property companies who have real estate assets outside of Qatar and the region are likely to welcome the adoption of the standards because of the improved consistency and transparency associated with them, which will allow these companies to better understand their portfolios.
Qatar prequalifies contractors for wastewater scheme The Public Works Authority (Ashghal) last month issued a communication inviting contractors to submit their entries by October 8 at the latest. Qatar has started the process of prequalifying contractors for the proposed integrated industrial wastewater treatment works, to be located about two kilometres southwest of the Doha Industrial Area. The project work will involve designing, building, operation and maintenance of the treatment plant with a capacity of 10,000 36 | The Edge
cubic metres a day (cm/d). The first phase of the project which has provision for future expansion, is scheduled to be completed before the end of 2016. According to a MEED report, the plant will provide integrated facilities to treat industrial wastewaters coming from light to medium categories of industrial and trade factories located in Qatar, and dispose the treated sewage effluent produced by the existing Industrial Area Sewerage Treatment Works. The new plant will be equipped with latest technology to treat wastewater with pollutant levels exceeding municipal
discharge limits that control effluent disposal to the public sewer network. For a separate project, Ashghal has issued tenders for Doha and Rayyan Sewerage Scheme. The phase-two reinstatement of major roads at Al Nuaija has to be carried out after milling existing wearing course (maximum 50 millimetres thick). According to the tender document, the road has to be machine laid using only approved Class A road contractors. The selected contractor will have to complete and deliver the works within 90 days and has to offer a 400-day maintenance period.
tech & communications
What stands in the way of Qatari smart
cities
Transportation is a priority area for Qatar and smart solutions will help the government better manage the traffic flow in cities such as Doha, but this also increases vulnerability to cyber terrorism, warns a recent ictQatar white paper.
A white paper released recently by ictQatar identifies the various challenges that Qatar will face in equipping its cities with smart ICT-powered solutions aimed at managing them more efficiently. By M. Iqbal
T
he white paper is a result of a roundtable discussion called by the Ministry of Information Technology (ictQatar) in 2014, featuring representatives of service providers, government agencies, private organisations and others. The report indicates that the booming population in Qatar’s urban areas can be managed more efficiently as the country moves towards smarter, integrated solutions. Transportation, for instance, is a priority area for Qatar and smart solutions will help the government better manage the traffic flow in cities such as Doha. But there are challenges. The first challenge, according to the paper, will be consensus on how to go about implementing these smart solutions. The multiple stakeholders involved may not fully understand how other sectors work in the context of city development and operations, and each stakeholder may push for their own solutions, resulting in disagreements and stalemate. Even the roundtable participants had differing views on what they considered
to be ‘smart’, and acknowledged how this definition will vary for different stakeholders. An architect’s opinion, for example, on what constitutes a smart solution might differ considerably from that of an environmentalist. Therefore, there is need of an overarching vision that will guide and a platform for the various stakeholders – government and nongovernment – to come together and discuss problems, share ideas and develop solutions together. A smart city office can serve as this platform to bring the various stakeholders together, according to the participants. “Collaboration,” stated the ictQatar paper, “is an extremely important element since smart cities cannot be built by one entity alone.” According to the paper, stakeholders believed that the government “must take the lead in introducing supporting policies and initiatives and coordinating efforts to ensure that the prerequisites for success – including an overarching national vision, collaboration, data sharing, and uniform standards – are in place”. The government policy needs to foster
An architect’s opinion on what constitutes a smart solution might differ considerably from that of an environmentalist. access and collaboration, while at the same time addressing issues of confidentiality and privacy that any stakeholder might have. Legal and regulatory barriers to institutions will need to be removed and their willingness to aid the process will be crucial in making the transition to a smart city smooth. Denizens, too, will need to be informed via awareness campaigns on how best to make use of the The Edge | 37
sectors | technology & communications
new solutions made available to them. Another issue that needs to be addressed is better utilisation of vast amounts of the data that Qatar collects. The paper continues: “Qatar already has a vast amount of data on many subjects, including health care and energy. However data collection is not enough if the data is not utilised efficiently and shared.” Therefore, better mechanisms for data analysis are needed, according to the participants. The initial investment in smart city solutions will drive up costs, according to the participants, which in turn may draw criticism from residents. In the long term, however, the solutions will lead to better utilisation of resources and will prove to be cost effective. The participants advised ictQatar to move the agenda ahead with the government and real estate developers to prepare them for the costs involved. Smart solutions are already being implemented in Qatar. Qatar Public Works Authority (Ashghal) has partnered with IBM to put in place a system that enables it to rapidly evaluate and respond to any issues that are reported to it. The system also has predictive capabilities and can anticipate problems in advance. The Msheireb Downtown Doha will also incorporate a host of smart solutions once
Which government is the most tech-savvy?* Network Readiness Index
2015: Indicator Focus Global rank*
Singapore 1 United Arab Emirates 2 Korea, Rep 3 Bahrain 4 Qatar 5 Estonia 6 Japan 7 Saudi Arabia 8 Malaysia 9 New Zealand 10 Source: World Economic Forum, 2015 *Government efficacy in promoting information and communication technologies and providing online services to the population.
completed. The project’s Service Catalogue, for example, will provide a vast range of services to the tenants including information, access to facilities, and reservations, etcetera. Qatar is well connected, ranking 27 worldwide out of 143 countries included on the Networked Readiness Index 2015. In
Middle East and North Africa: Top 10 countries harnessing information technology**
Network Readiness Index 2015 Global Rank* United Arab Emirates 23 Qatar 27 Bahrain 30 Saudi Arabia 35 Oman 42 Jordan 52 Kuwait 72 Morocco 78 Tunisia 81 Egypt 94 Source: World Economic Forum, 2015 *2015 rank out of 143 economies **The index measures how economies use the opportunities offered by information and communications technologies for increased competitiveness and wellbeing.
the Arab region, it is second. The National ICT Plan 2015 aims to improve this further by doubling the ICT sector’s contribution to the gross domestic product, to USD3 billion (QAR11 billion) by 2020, and have highspeed broadband Internet access in 95 percent of households and businesses.
As Gulf countries get more hi-tech, governments urged to invest in better security
As cities across the region move towards integrating more technological solutions, the need for governments to secure their critical national infrastructure from cyber-attacks is of paramount importance. “While GCC (Gulf Cooperation Council) governments and organisations are increasingly connecting industrial automation processes for smart intelligence on the back end of organisations, and on the front end citizen services, operational technology is at a rising risk for cybersecurity attacks,” says Asef Sleiman, general manager, Enterprise Network and Cyber Security Solutions, Omnix International, a GCC-based systems integrator. With smart cities rising across the GCC, cyber-security attacks could “wreak havoc”, according to Sleiman. In one doomsday scenario, cyber criminals could send fake data to sensors to shut down transportation systems or street lights, create fake 38 | The Edge
emergencies, or direct construction crews to intentionally damage utilities, according to a report by Securing Smart Cities, a global initiative for smart city cyber-security. “In anticipation of this growing cybersecurity risk,” added Sleiman, “GCC organisations must adopt world-class standards and regulations to ensure older integrated systems and sensors transmitting sensitive data are protected from cyber attacks that could steal vital data or shut down cities and countries.” Connected IT, management systems, and control areas are facing a sharp rise in the number, scale, and sophistication of cyberattacks, according to research firm Gartner. In particular, manufacturing and energy/
81 mn
The number of security events on computer networks around the world in 2014, including more than 12,000 malicious security attacks. utilities were two of the top five most targeted verticals globally in 2014, seeing a combined 23 percent of all cyber-security incidents, according to a recent report by IBM. Globally, there were more than 81 million security events in 2014, including more than 12,000 malicious security attacks, and more than 100 security incidents that were investigated in-depth, according to IBM’s report.
sector name | banner heading
The Edge | 39
“Professionals must be mindful of the complexity of environmental challenges triggered by a new lifestyle based on more consumption, galloping population growth and alarming way of depleting limited natural resources,� says Salah Nezar, sustainability director, QPM.
40 | The Edge
Sustainability can link
economy to ecology Salah Nezar, sustainability director, QPM, talks to The Edge’s Aparajita Mukherjee about the status of sustainable construction in Qatar, and his role as the chairman of the 7th Annual Middle East District Cooling Summit which will be held in November 2015 in Doha.
The Edge | 41
business interview | sustainable construction
A
s a professional engineer with more than 25 years of versatile international experience in delivering projects across the construction industry, Salah Nezar is currently the sustainability director at QPM. Nezar graduated from Genie Climatique Institute of the University of Constantine in Algeria and added two masters degrees in mechanical engineering from Algeria and the United States (US) to his qualifications. Talking about his career before he joined QPM, Nezar says, “I have held various senior positions with leading and signature architectural and engineering firms in the US, such as Skidmore Owing and Merrill (SOM) in Chicago and Syska Hennessy Group in New York City.” Nezar also chairs two to three international symposiums each year, adding “Through these, I can share my skills and knowledge on matters related to high performance buildings, district cooling, and indoor environment quality.” About his choice to work for QPM, Nezar tells The Edge that he joined the company in 2010. He adds, “At that point in my career, I was looking for a company that could challenge and push me to the limit in improving my skills. I was also looking for an opportunity that could take me through unforgettable moments.” In the last five years, Nezar mentions that he has been given the opportunity to lead one of the segments of the technical core team and is involved in managing mega projects that are geographically dispersed and organisationally correlated.
Sustainability and its challenges
Defining sustainability and what it means to QPM, as a corporate entity, Nezar mentions that the term covers a vast field and is multi disciplinary in nature. Accordingly, he explains, QPM decided to adopt a gradual step towards its aimed goals by focusing on several specific sustainability areas. “The initial area of focus was the implementation of a holistic approach that brings together multiple disciplines in a single platform. The task was not easy due to the challenges brought about by the size of the mega projects awarded,” Nezar furthers. The second area of focus, according to Nezar, was innovation, adding, “Within a few months into my employment, QPM was discussing and proposing sustainable innovative solutions related to integrated infrastructure, district cooling, energy efficiency, water conservation, solar energy, Indoor Environmental Quality and the solution related to an air-conditioning solution for open environments in a hot and humid climate.” Nezar was also able to bring on board the German Aerospace Centre to collaborate with QPM in shaping the results achieved in studying opportunities for a sustainable solution for outdoor cooling in Qatar. Commenting on the challenges facing sustainable construction, Nezar mentions that today the term sustainability has become, in many cases, a buzzword and marketing tool rather than a commitment and way of life. The expression, in Nezar’s views, has morphed into a blurry term that fits into various green shapes depending on the goals of the advertising campaign. Within the specific context of the region, the term sustainability, says Nezar, has lately been gaining broader space and such great exposure “that it generates a reassuring feeling among many followers regarding the future of the environmental 42 | The Edge
Nezar chairing a session at last year’s summit. Commenting on the theme of the 7th Annual Middle East District Cooling Summit which will be held in November 2015, Nezar says, “The focus will be on innovation and finding ways of integrating clean technology into the cooling production process. Also, this summit will surely be a great opportunity for constructive discussions and exchanges of ideas about the current state of the district cooling industry between and among various stakeholders.”
Sustainability has become, in many cases, a buzzword and marketing tool rather than a commitment and way of life.
practice in the region.” But he adds, “we realised that this momentum is becoming shallower due to a deep knowledge gap and lack of practical experience”. For sustainability to gain greater acceptance, it must, Nezar adds emphatically, “go above and beyond the standard checklist provided by various green rating systems such as Leadership in Energy & Environmental Design (LEED), Global Sustainability Assessment System (GSAS) and Building Research Establishment Environmental Assessment Methodology (BREEAM). Professionals must be mindful of the complexity of environmental challenges triggered by a new lifestyle based on more consumption, a galloping population growth and an alarming way of depleting
sustainable construction | business interview
For sustainability to gain greater acceptance, it must go above and beyond the standard checklist provided by various green rating systems such as LEED, GSAS and BREEAM.
limited natural resources”. Nezar draws attention to the inherent marketplace reality of imposing a business model, recognising that it does not allow the sustainability to scale up enough and that current practices are not cooperating adequately to take the environmental aspirations to the subsequent layer of the paradigm. He adds, “Despite this transitory unenthusiastic feeling, I am quite confident that sustainability will properly align itself with the reality of the economy once the forces for good impose itself as a business model in our region.” The way out, in Nezar’s view, is for a new way of thinking where the economy and ecology are in harmony. In a philosophical strain, Nezar says, “I think our ancestors were much more clever than us and lived in harmony with nature by paying special attention to the surrounding environmental forces. Vernacular buildings (category of architecture based on local needs, construction materials and reflecting local traditions) across the region could provide us with instructive examples of sustainable ways of conceiving an energy efficient and thermally comfortable built environment.”
District-cooling summit
A section of the chiller hall showing the condenser water and the chilled water line at Qatar Cool. (Image courtesy Qatar Cool)
Nezar is the chairman of the forthcoming 7th Annual Middle East District Cooling Summit. Commenting on the conference theme this year, Nezar mentions that this year’s conference involves exploring cooling technologies for a sustainable future. “The focus will be on innovation and finding ways of integrating clean technology into the cooling production process. Also, this summit will surely be a great opportunity for constructive discussions and exchange of ideas about the current state of the district cooling industry between and among various stakeholders,” Nezar tells The Edge. Participants in this year’s summit include decision makers, local authorities, urban planners, research institutions, technology research and development experts, design consultants, contractors and manufacturers. The Edge | 43
business interview | sustainable construction
The district cooling department within Kahramaa is working on the establishment of a regulation to streamline the industry.
Nezar adds that the conference is expected to contribute in the identification of challenges and opportunities within expanding economies of the Gulf Cooperation Council (GCC). Identifying the areas in which the conference is likely to add to the knowledge base, Nezar mentions, “This is in relation to the implementation of emerging technologies in district cooling, best design and construction practices, sustainability strategies, mechanism of compliance with local regulation, and evaluation of funding alternatives to improve return on investment (ROI).” The summit will also discuss the future of the district cooling industry within the parameters of the conclusions reached in the various sessions. Given that this is the seventh edition of the conference, how far have the achievements of the past six summits been applied in Qatar? The past six conferences, in the opinion of Nezar, have helped a lot in leveraging stagnation within the district cooling industry in the region. The summit, says Nezar, has indeed become one of the largest district cooling industry events in the region. Nezar adds, “The level of technical discussions during the sessions have focused on issues related to energy efficiency, water conservation, best design practices, optimal controls, and innovative
CO2 EMISSIONS, METRIC TONNES PER CAPITA 60 50 40 30 20
2003
2008
Sources: Global Carbon Atlas
44 | The Edge
2013
Egypt
Jordan
Iraq
Lebanon
Iran
Saudi Arabia Oman
Bahrain
UAE
Kuwait
0
Qatar
10
World average (2013)
Kahramaa’s director, Electricity Network, Engineer Abdullah Ali Abdullah Al Theyab opening the district cooling summit last year.
solutions. Legal agreements have also increasingly become a focus of attention as well.” Furthermore, Nezar is of the opinion that the summit serves as a platform through which professionals from various continents exchange marketing and business opportunities and establish ways to deliver cost-effective solutions for the district cooling industry. Are international trends in district cooling applied in the region? How far, in his opinion, are expert dialogues important in such a summit? Nezar says, “In engineering there are many ways to complete and solve the same problem. It is not always a black and white answer. A face-to-face dialogue between experts coming from various arenas and locations definitely brings a lot of benefits to the floor,” adding, “These include valuable and highly informative discussions on innovative approaches such as in the improvement of energy efficiency in the handling and distribution of chilled water, optimisation of controls and dealing with water scarcity issues.” Throughout the previous summits, participants have had the chance to hear different approaches and opinions when it comes to the application of tri-generation, solar energy and water treatment for make-up water and blow-down from cooling towers, mentions Nezar. Discussing the technical standards of The Pearl-Qatar district cooling plant, which is the largest cooling plant in the world and has been using the latest technologies and design practices, Nezar draws attention to the current approach to district cooling, saying, “Today’s approach is a bit different where there is a fundamental shift toward tri-generation. This increases the system efficiency and optimises the life cycle cost for the entire installation. These technologies have been developed in terms of chillers and systems configuration.” Today, adds Nezar, the thrust is on more efficient oil-free compressors using magnetic bearing. Progress is being achieved every day to allow a more natural synergy between the DC system components.
sustainable construction | business interview
Prospects and challenges of district cooling
Given that the entire equatorial belt faces extreme heat conditions for a sizable part of the year, what role does Nezar foresee in the forthcoming days for improvements in the technology standards and wider use of district cooling? Nezar categorically states that the focus should be on solar cooling solutions due to the availability of solar energy resource, “The solar cooling solution should be able to be scaled up in order to be used in the district cooling industry. This is the most sustainable, affordable and energy efficient solution in providing cooling for the large segment of the population,” suggests Nezar. Commenting on the challenges facing district cooling in Qatar and the region at large, Nezar is of the view that the challenges are the use of fresh water in the production process. “This issue is already tackled by Kahramaa which recommends the use of Treated Sewage Effluent (TSE) water as the alternative water for cooling towers. This approach creates another challenge related to the blow-down from cooling tower.” But, Nezar points out, the country regulation is stringent regarding the quality of the water from the blow-down to be allowed in the public sewage network. Talking about the Qatari climate with regards to district cooling and if there are any regulation standards implemented in Qatar yet, Nezar believes that the district cooling department within Kahramaa is working on the establishment of a regulation to streamline the industry. “The Qatari regulatory standards,” he points out, “are quite advanced when it comes to the implementation of district cooling laws, compared to the countries in this region that have implemented the technology. At the same time, I believe that Qatar’s regulations will eventually evolve as new technology in district cooling comes in.”
Talking about the Qatari climate with regards to district cooling and if there are any regulation standards implemented in Qatar yet, Nezar believes that the district cooling department within Kahramaa is working on the establishment of a regulation to streamline the industry.
Comparison of green rating standards Standards
BREEAM
LEED
ESTIDAMA PRS
GSAS/QSAS
Establishment
1990
1998
2010
2010
Name
Breeam 2011
Leed 2009 (Leed V3.0)
PRS V2.O (2011)
QSAS V1.0
Applicability
UK+Europe+Gulf
US+Global
Abu Dhabi ( UAE)
Qatar+GCC
USGBC (US Green Building Council)
ADUP Abu Dhabi Urban Planing Council
GORD (Gulf Organization for Research & Development)
New Construction/ Core & Shell/ Schools/ Commercial Interiors/ Existing Building/ Homes/Neighbourhood Development
Office/ Retail/ Multi Residential/ School/ Mixed-Use/ Community/ Villas
Commercial/Residential/ Schools/Light Industry/ Hotels/Mosque/ Core & Shell/Sports/ Neighbourhood/ Construction/Operation
Affiliated to
Sectors
BRE (Building Research Establishment)
Offices/ Retail/Industrial/ Education/Healthcare/ Residential/Prisons
Source: Qatar Green Leaders
The Edge | 45
sector name | banner heading
46 | The Edge
road safety | cover story
ITS Qatar’s
?
Qatar’s road fatality rate is more than triple the rate recorded in some of the best performing developed countries in the world. That said, the country has started to address the road safety and transport expansion issue more seriously with the introduction of an intelligent transport system (ITS). But Qatar still has a long way to go to make its roads future-ready, writes Syed Ameen Kader.
The Edge | 47
cover story | road safety
T
he recent economic evolution in some of the Gulf countries has resulted in unprecedented growth in population and vehicle numbers – something that has changed the whole dynamic of road infrastructure in this region. Many Gulf countries are still struggling to deal with this rapid surge in vehicle numbers, and the result is seen in the high rate of road accidents that these countries record every year. According to available government data, 220 people died and 550 more suffered serious injuries due to road accidents between 2008 and 2010 in Qatar. In Dubai, 115 people lost their lives in 2014, whereas Qatar recorded 222 deaths in the same year. While compared globally, Qatar’s fatality rate stood at 13.7 road deaths in 2010, against a figure of below five in some of the best performing countries such as the United Kingdom, Sweden and the Netherlands (see table on page 49). The World Health Organization’s global status report on road safety concludes that countries with high income generally have the lowest fatality rate (8.7) against middle-income countries (20.1). Ironically, Qatar, being the richest country in the world, with the highest per capita gross domestic product (GDP), ranks among middle-income countries when it comes to road fatality rate. Qatar has a huge task in hand. It stands at the crossroads of deciding how to go about its future road expansion plan, which technology to adopt, and what models to follow in the future. Since Qatar is preparing to host the world’s biggest sporting events in 2022, this task comes with a deadline. Qatar already launched its National Road
Qatar is already making some early strides in implementing parts of the ITS system such as the traffic signals control room, which has been implemented for the past four to five years. (Image Corbis)
Safety Strategy 2013-2022 in January 2013. It also has an intelligent transport systems (ITS) masterplan, through which it is formulating an action plan, standards and specifications and architecture for implanting ITS into the road development and operation. Qatar has set a realistic goal of reducing the number of road deaths to 130 by 2022.
Embracing ITS
ITS helps create a single, comprehensive ecosystem that collects and integrates data in real time from all the city’s transport networks. Then, that data is used to manage traffic and transport provision more efficiently, as well as improving road safety quite significantly. ITS is not just about having some communication devices, it involves developing a complete process of delivering and running safe and efficient road networks.
Over 120 intersections are currently under central control in Qatar. (Image Corbis)
48 | The Edge
130
Qatar has set a realistic goal of reducing the number of road deaths to 130 by 2022. Yousef Al Emadi, manager of Roads Operations and Maintenance Department, The Public Works Authority (Ashghal), says, “It’s a combination between technology, engineering and infrastructure. This has been integrated into our future infrastructure so now no project will go for tender unless there is ITS infrastructure on it. At the end of the day, you will not have the best results, unless you have both of them.” But ITS alone cannot solve the problem; it is an enabler or tool at the end of the day. Alan Bristow, director, Road Space Management – Surface Transport, Transport for London, says, “If you have the wrong ITS trying to solve the wrong problem, it’s a disaster. So you need to understand what is the problem you are trying to solve and then get the correct solution to help in solving it.” Bristow, who is responsible for managing the whole surface network of London, says the problem most people face is just the sheer amount of date that new systems can face. So data is not the answer. “You need to be able to transfer that data processing. So it becomes useful information to tell you what’s happening and enable you to take action from it and in that Qatar will find itself in the same boat as everyone else,” he says. For Qatar, Bristow explains, the first thing to look at is what the causes of the problem
road safety | cover story
According to available government data, 220 people died and 550 more suffered serious injuries due to road accidents between 2008 and 2010 in Qatar. (Image Corbis)
ROAD FATALITY RATE 35 30 25 20 15 10
US A
UK
UA E
Qa ta r Sw ed en
Ire lan d
Ba hr ain De nm ar k
0
Om an
5
Au str ali a
“ITS has been integrated into our future infrastructure so now no project will go for tender unless there is ITS infrastructure on it.” – Yousef Al Emadi, manager of Roads Operations and Maintenance Department, Ashghal.
Road traffic deaths per 100,000 population in 2010. Source: World Health Organisation
are. “You are not tailoring an approach from overseas that doesn’t meet your specific requirements, and that’s very wise.” He says though some may feel that Qatar is starting from scratch, that sometimes is the best place to start from. “It enables you to take a fresh look, decide what it is you want from the best of other people and combine them together for your own unique flavour for how you approach this,” adds Bristow. Bristow, who has successfully managed the transportation during the London Olympics in 2012, is probably the best person to ask how Qatar should approach its transport management for the 2022 World Cup. What did London do for the Olympics that Qatar probably can take
some lessons from? “For the Olympics we mobilised a lot of our staff to be ambassadors for the travel network, and to help people understand how to get around. For us, that was incredibly successful. A lot of our staff enjoyed doing it,” he says. Bristow reveals that they spent seven years before the Olympics doing infrastructure work. “We built Stratford up into an international reception point, we changed the nature of the road network, we did all sorts of things in all sorts of areas to get ready. It’s a huge undertaking, as the World Cup for Qatar will be,” he explains.
Qatar’s road technology
Currently, Qatar has different speed monitoring technology that it uses to send data to a control room, but it is difficult to know which car has been speeding unless it is captured through the camera, and two data points are put together to match. Whereas, with the help of telematics, one can automatically find out which vehicle number is going at what speed on a particular road, and the traffic department can The Edge | 49
cover story | road safety
“New technologies that focus around collision warning as well as autonomous emergency braking could play an important role in reducing crashes as well as collisions with pedestrians.” - John Wall, manager, Road Safety Technology, Centre for Road Safety, Transport for New South Wales. issue a fine on the same day. Technology companies working in Qatar say the country is embarking on a very large ITS programme that will eventually cover about a thousand kilometres of road. “This one thousand kilometres probably will be the most densely equipped road anywhere in the world,” says Husam Musharbash, president and CEO, Traffic Tech, adding that there is a big programme for ITS already happening in Qatar. “But it will take six to seven years to cover all of these roads with traffic monitoring control and road safety equipment, with complete communications network that will enable them to control everything from one central control room,” he adds. Qatar is already making some early strides in implementing parts of the ITS system such as the traffic signals control room, which has been implemented for the past four to five years. Over 120 intersections are currently under central control. There are several other systems that have been implemented including an emergency vehicle preemption system. Musharbash says technology can play a big role but what Qatar is moving toward is much more than transportation. “Now they are building the public transport system including the metro system. That will help alleviate some of the traffic congestion problem. We cannot rely on only one mode of transportation and solve all the problems with the increasing population. It’s just not doable,” he says.
transport network. For example, New South Wales (NSW), a southeastern state of Australia, is currently trialing a number of collision avoidance technologies (CAT). These systems rely on vehicle-based sensors as well as cooperative ITS that use high frequency short range radios. John Wall, manager, Road Safety Technology, Centre for Road Safety, Transport for NSW, tells The Edge, “The Fleet CAT project has installed a camera-based collision avoidance system known as Mobileye in to more than 30 public service vehicles. The system is capable of detecting potential forward collisions with other vehicles, pedestrians and even bicycle riders.” In addition to warnings about potential collisions, the system also warns drivers if they are travelling too close to the vehicle in front as well as warning drivers if they drift out of their lane without using their indicators. Wall acknowledges that the system is still in the early stages of trial so he cannot say if the technology is beneficial to Australian drivers. But research from other countries suggests that this technology could potentially reduce the number of fatal crashes between 20 and 40 percent. NSW has another ongoing project called Cooperative Intelligent Transport Initiative (CITI), which uses dedicated short-range communications, rather than camera-based systems to predict a risk of a collision. “Vehicles using this system talk to each other around 10 times a second using a basic safety message (BSM), which contains information derived from GPS and includes a vehicle’s location, speed and direction. A computer attached to the radios then uses a mathematical algorithm to predict the probability of a collision,” explains Wall. Modelling by Austroads, an association of Australasian road transport and traffic agencies, suggests that
Global best practices
Qatar can take a lot of cues from developed countries that have successfully organised major events or are constantly developing and testing the latest technologies to improve their 50 | The Edge
New South Wales’ (Australia) transport department currently testing the Cooperative Intelligent Transport Initiative (CITI) project, which uses dedicated short-range communications, rather than camera based systems to predict a risk of a collision. (Image Transport for New South Wales)
road safety | cover story
this technology could reduce fatal crashes by up to 25 percent, but research from the United States suggests that the benefit of using this technology could be a lot higher. There are many potential intelligent technologies that could assist Qatar in reducing the incidence and severity of crashes. Many of these are being introduced, including traffic signals, fixed speed cameras and radar measured speeding enforcement. Wall believes new technologies that focus around collision warning as well as autonomous emergency braking could play an important role in reducing crashes as well as collisions with pedestrians. “Collision warning systems use cameras and advanced mathematics to predict a potential collision, but these still require the driver to take appropriate action such as applying the brakes. With the autonomous barking systems that we are seeing built in to vehicles, the car itself will apply the brakes to prevent a collision,” says Wall. Elaborating on some of the latest technologies vehicle manufactures are introducing to this market, Dr. Richard Brown, head of product management, Middle East for MAN, says, “The first technology which is mandatory, a standard installation and has been introduced in this region, is electronic braking system (EBS). This is one level higher than anti-lock braking system (ABS) where brake pressure is controlled by a computer from the start.” The next one that MAN Trucks and Bus is bringing is the lane guard system (LGS), which tells the driver if he is crossing the lane without indicating. “Currently, we have one fleet that we are trialing it with to make sure it works in all countries. But it’s already mandatory for all vehicles over 12 tonnes in Europe,” says Brown. He says vehicles around the world are increasingly communicating through telematics, which is part of ITS. “The vehicle communicates directly with the control centres and passes data, speed, and position. This technology is already available but is still to be introduced in Qatar. Whereas, it is mandatory in Australia, Iran, Brazil, and some parts of North America and China,” he explains. With the advent of telematics, it is now possible to collect real time data about a vehicle’s speed, location and driving patterns. The technology allows you to monitor drivers’ behaviours – right from how may times he has pressed the brake pedal in a day at what
Qatar’s National Road Safety Strategy The strategy has been designed to save
800
155 billion
QAR
earmarked for ITS investment in next 5 years
lives and prevent 2000 serious injuries over the next 10 years
600 million
QAR
worth of contracts have already been awarded to improve roads infrastructure Transport Management Centre (TAM) will make up-to-date travel information available to smartphones and GPS systems for public usage The National Road Safety Action Plan contains
Crash barriers to be used along the medians of highspeed roads
13
government and semi-government agencies are responsible for delivering the actions Rural roads and highways will also receive safety improvement An updated Action Plan will be released after
5 years
200
individual actions to be delivered over the next five years Poor intersection layout will be improved with clearer markings, signage and crosswalks
TMC will integrate information from all of the state’s transport networks
pressure to whether he has gone around a corner too fast, or the centre of gravity has moved. Vehicle manufactures are talking to ministries of different countries in this region to set the speed limit of the road on their map, on the wall. “Every single truck, car and bus can have telematics. And if he exceeds the speed limit in that area, automatically he can receive a fine,” explains Brown. Al Emadi tells The Edge that they are trying their best to apply best practices and recruit expertise to improve the road network of Qatar, but he acknowledges it is not an easy task. “There are, for sure, a number of challenges to apply when you look to achieve your goal and targets of the National Traffic Safety Committee. It is a complex process, which involves following different entities and making sure that they are fully aware of what they have to do. You also need to secure the budget for implementing all these projects related to the safety committee,” he explains. But, he suggests, one can overcome these challenges, with expertise and competent people “because in the last few years, Ashghal has recruited a lot of expertise in different sectors. We have everything in place, right from the strategy, road mapping to advanced technology and the government support. So there is nothing which is missing. I think all these will give us more and more support to achieve these goals,” concludes Al Emadi. The Edge | 51
business interview | health insurance
52 | The Edge
health insurance | business interview
S Tailor
making, quality service and smooth claims experience Salem Al Mannai, deputy CEO, QLM, on the recipe for success
Q Life & Medical Insurance Company (QLM) with a “A/Stable” Standard & Poor’s (S&P) rating is a wholly Qatari-owned life and medical insurance company. Salem Al Mannai, deputy CEO of QLM, talks about the factors that contributed to this rating and its plans for the future. By Aparajita Mukherjee.
alem Al Mannai, deputy CEO of Q Life & Medical Insurance Company (QLM), joined Qatar Insurance Company (QIC) in 2001, “with an appetite to learn”. QIC, in Al Mannai’s opinion, quenched his thirst for learning insurance and management techniques, which he has been practising at an organisational level. Commenting on his career with QIC, prior to taking charge at QLM, Al Mannai says, “The learning curve trajectory and the acceleration of world class growth of the organisation made me reinforce my bond with QIC.” Under the leadership of the QIC Group, Al Mannai has successfully been overseeing the life and medical arm of QIC – QLM – since 2013 as its deputy CEO. “My contribution has been instrumental in expanding further QLM’s regional operations and in bringing innovative solutions to establish QLM as a pioneer in the life and medical insurance industry,” he says. Insurance is an aggressive business, especially in Qatar, given the size of the country and the number of players. What is Al Mannai’s take on the competitive nature of the insurance business in Qatar? In Al Mannai’s opinion, though many players have entered the market, he believes that “the fast growth of the country shall offset the effect to some extent”. Despite fierce competition prevailing in the marketplace, QLM differentiates its offerings “with new and innovative concepts, services and products. Perhaps, we are the only national insurer with inhouse expertise and experience to design and manage excellent local, regional and
QLM’s S&P rating is testimony to the fact that the company is the only specialised national insurer in the State of Qatar. The Edge | 53
business interview | health insurance
international medical and life products”. Elaborating on what sets QLM apart from other health insurance providers in the Qatari market, Al Mannai singles out service standards. “We strongly believe that efficient service is the key for medical and life insurance lines which are service sensitive. To maintain and ensure service standards to our members, we are fully equipped with in-house claims management and a 24/7 call centre, which is handled by qualified and experienced professionals,” says Al Mannai. QLM’s initiatives such as online services and the mobile app have been well received and appreciated by the market, Al Mannai mentions, adding, “Research and development is a continuous activity for us not only to accomplish the expectations of our customers but also to achieve customer satisfaction with our sought after products and services.”
Branding and rating
What, in Al Mannai’s opinion, does the QIC branding do for QLM? Al Mannai says that QIC is the oldest, largest and highest rated insurer in the region with an underwriting footprint across the globe. Further, QIC has also gained international recognition and prominence for its reinsurance arm, Qatar Re, which has recently been ranked amongst the top 50 reinsurers in the world. He adds, “Underpinning the strength of the parent, QLM is building on its independent visibility using its customer-centric approach. By maintaining existing ties and building new partnerships with its customers, QLM is on the fast track of growth.” QLM’s S&P rating is testimony to the fact that the company is the only specialised national insurer in the State of Qatar that provides end-to-end innovative, bespoke life and medical insurance solutions. Talking about the factors that have contributed to the “A/Stable” rating from
QAR
500
million
Gross written premium of QLM. 54 | The Edge
“We strongly believe that efficient service is the key for medical and life insurance lines which are service sensitive.” S&P, Al Mannai, “Our robust financial strength, qualified and experienced management, skilled employees and our mandate to provide outstanding service to our customers have been instrumental in achieving and maintaining independent rating from international credit rating agency Standard and Poor’s.” Commenting on QLM’s special offerings to its potential and factors that the marketing team highlights in their sales pitch, Al Mannai tells The Edge, “We provide protection to our customers and their families by offering custom built plans, service provider network that spreads across different geographies, hassle free cashless facilities, online and mobile portals coupled with world class service to offer comprehensive life and medical insurance solutions leading to customers satisfaction.”
Milestones and plans
Al Mannai feels that for any organisation, winning customer confidence is the biggest milestone and QLM has achieved this by building a customer base comprising more than 130,000 members. “The gross written premium has crossed QAR500 million in QLM’s third year and recording profits, right from its inception are equally significant milestones that QLM has achieved through its journey,” says Al Mannai. At the international level, the ability to provide cashless service in various geographies including the United Kingdom and Germany by expanding the company’s direct network of healthcare providers and leveraging technology are the other key milestones, according to Al Mannai. Discussing the corporate plans in the coming four years, Al Mannai says that QLM believes that ambitious growth plans are always built on solid foundations. Citing the sources of corporate strength, Al Mannai says, “Our stable and aggressive plan is not limited to the region. Similarly, the product suites are not limited to corporate clients only. We aspire to be at the forefront of the league by using technology and innovation to enhance the medical insurance sector both locally and regionally.” International health insurance benchmarks are tough in terms of standards and getting a wide coverage with the least exclusions. What has QLM incorporated of the international benchmarks, in its four years? At QLM we offer tailor made life and medical products that suit the needs and expectations of a wide range of customers including multinational clients, informs Al Mannai. He adds, “We offer plans with international standard terms and benefits as well as flexible
business interview | health insurance
Al Mannai feels that for any organisation, winning customer confidence is the biggest milestone and QLM has achieved this by building a customer base comprising more than 130,000 members.
low penetration means strong growth potential for gcc InsuRers gdp
(Trillions Of USD)
Average of emerging economies
Average of OECD countries
14,000 offerings to suit multinational and multicultural customers.” QLM was founded around a unique and deliberate set of international benchmarks for facilitating quick and smooth access to a worldwide network of healthcare facilities and providing high quality claims settlement services in terms of accuracy and timelines. “Having incorporated such benchmarks in its structure and processes, QLM has been delivering world-class value to its customers. Outstanding service to our customers have been instrumental in achieving and maintaining independent rating from international credit rating agency Standard and Poor’s,” Al Mannai tells The Edge. 56 | The Edge
United States Japan
4,000
Germany France
United Kindom
Italy
2,000
Canada GCC
0 0%
Poland Malyasia 5%
Sweden
South Korea Belgium
10% Insurance penetration
Taiwan 15%
Sources: Central banks, Swiss Re, A.T. Kearney analysis
Compared with first world countries such as the United States, the countries of the Gulf Cooperation Council countries have relatively low insurance penetration which means companies here have a greater market potential to fall back on.
20%
Inside the minds of leading business figures
business insight Abu Dhabi aims to offer a distinct wealth of attractions 60 The Edge caught up with Sultan Al Mansouri, GCC country manager, TCA, Abu Dhabi, to understand how the tourism sector is doing in Abu Dhabi and what they offer to attract more travellers from Qatar.
Financial products suit the regulatory environment 64 Scott Balsdon, managing director, Private Wealth Management, Globaleye, spoke exclusively to The Edge about their business philosophy, and what their marketing plan is for Qatar, where they have recently opened a new office.
62
Vincent Miccolis, area manager, Ascott Limited, Gulf Cooperation Council, spoke about Ascott’s business model, its regional presence and their prospects in Qatar.
Somerset West Bay, Doha, an upscale property owned by Ascott Limited. Commenting on the property, Vincent Miccolis, area manager, Ascott Limited, Gulf Cooperation Council, told The Edge, “Today our partnership and owner in Somerset West Bay Doha is Katara Hospitality, the hospitality owner, manager and developer, aiming to become one of the leading hospitality organisations in the world.”
The Edge | 59
business insight | travel and tourism
tourist destination
Abu Dhabi aims to offer a distinct wealth of attractions Abu Dhabi’s tourism road show made a stopover at Doha in September. After the Abu Dhabi Tourism and Culture Authority (TCA Abu Dhabi) kicked off the tour in Muscat, and then travelled to Kuwait before concluding with visits to Manama and Jeddah. The Edge caught up with Sultan Al Mansouri, Gulf Cooperation Council country manager, TCA Abu Dhabi, to understand how the tourism sector is faring in Abu Dhabi and what they offer to attract more travellers from Qatar. Tell us about the outlook of the tourism sector in the Gulf Cooperation Council (GCC).
The outlook for the tourism sector in the GCC is robust. As we enter into the period between low and high seasons, looking at Abu Dhabi in particular, guest arrivals into the emirate, in the first six months of the year numbered more than 1.98 million, a rise of 17 percent over 2014. These guests generated 5,728,765 guest nights in the emirate’s 163 hotels and hotel apartments, an increase of 11 percent on the previous year. Total revenue for hotel establishments recorded an eight percent increase to AED3.34 billion (QAR3.31 billion), room revenue increased by 11 percent, food and beverage (F&B) revenue increased by one percent. The target for guest arrivals for this year is 3.9 million, which we are very confident of achieving, especially given that our highly impressive half-year figures show double-digit growth. And coming into Q4 for 2015, Abu Dhabi’s highly anticipated events are expected to draw a large number of visitors from neighbouring GCC countries. Besides the celebratory activities for September’s Eid Al Adha, 60 | The Edge
Sultan Al Mansouri, GCC country manager, TCA Abu Dhabi, says, “We are working hard to attract more travellers from Qatar, and TCA Abu Dhabi’s promotional road show in Doha was a step towards achieving that.”
travel and tourism | business insight
we have an array of culture and heritage events that will take place in October. Then in November, all eyes will be on the UAE capital during the Formula 1 Etihad Airways Abu Dhabi Grand Prix. Furthermore, Abu Dhabi Art will captivate modern art lovers.
Abu Dhabi hosted more than 198 million guests in the first six months of 2015.
Since Meetings Incentives Conventions and Exhibitions is a major focus of tourism in the region, do you think it hampers the prospects of the sector when it comes to volume?
We launched a roadshow that toured GCC cities. This allowed us to promote not only our tourist offerings, but it also presented a wonderful opportunity for us to profile the excellent facilities available in Abu Dhabi to GCC businessmen and entrepreneurs. Abu Dhabi Convention Bureau has revitalised the emirate’s business, specialised exhibitions and incentives tourism sector, which has seen remarkable growth over the past five years. More than 24 major international conferences and business meetings were held in Abu Dhabi in 2014, with some events hosting in excess of 5000 delegates.
What role do Qatari visitors play in the tourism sector of Abu Dhabi?
Tourists from the GCC are on the list of top 25 nationalities that frequently travel to Abu Dhabi, which has uniquely succeeded in preserving its authentic, traditional characteristics. Recent statistics indicate that Abu Dhabi’s hotels received 13,156 guests from Qatar during the first half of 2015, a number we are looking to increase. Guests from this country accounted for 26,861 guest nights this year to date, with the average length of stay 2.04 nights. Qatar sits in 20th position on the ‘leaderboard’ of overseas markets for Abu Dhabi, but we are working hard to attract more guests from here.
Do you foresee this volume growing in the coming years?
We are working hard to attract more travellers from Qatar, and TCA Abu Dhabi’s promotional road show in Doha is a step towards achieving that. So we are confident we will be able to encourage a wide variety of world-class attendees with the offerings in Abu Dhabi, with a view to increasing both guest arrivals and guest nights.
Culture is an important aspect of tourism in the region. What are you doing to capitalise on that?
The cultural offerings in Abu Dhabi are many and varied – from the grandeur of Sheikh Zayed Grand Mosque to Qasr Al Hosn and Heritage Village all the way to Al Jahili Fort in heritage heartland of Al Ain. In addition to these permanent and fixed attractions, we also make sure we celebrate and accentuate culture with other events.
“Recent statistics indicate that Abu Dhabi’s hotels received 13,156 guests from Qatar during the first half of 2015, a number we are looking to increase.” The Qasr Al Hosn event, for instance, is an annual event that attracts thousands of people to the emirate. In October, for example, the seventh edition of Al Ain Reads Book Show will focus on local publishers and host preeminent Emirati writers, and the National Traditional Handicrafts Festival is also expected to attract host of visitors. November’s Abu Dhabi Art will captivate modern art enthusiasts as one of the region’s leading art events, and the return of the Sheikh Zayed Heritage Festival will be a visitor magnet with its interactive aspect that brings back to memory original arts and traditions in the vast area it occupies in Al Wathba region amid spectacular sand dunes. We also have an annual Abu Dhabi Classics music programme lasting eight months.
With Dubai being a big competitor for Abu Dhabi, how do you ensure shoring up volumes for Abu Dhabi? Abu Dhabi aims to offer a distinct wealth of attractions and events when compared to Dubai. The Formula 1 Etihad Airways Abu Dhabi Grand Prix is a perfect case in point. We have also hosted the Red Bull Air Race, the Volvo Ocean Race stopover, as well as having the cultural focal points of Sheikh Zayed Grand Mosque and the delights of Al Ain, all very distinctive from Dubai.
With economic diversification an urgent need of the countries of the region, what role do you foresee tourism playing in the national economies?
Abu Dhabi has successfully established a unique economic model through developing a number of promising sectors identified by Abu Dhabi Economic Vision 2030, among which tourism is a key pillar. As the offerings here go from strength to strength, we see tourism as a crucial piece of the economic welfare of the emirate for the future.
The Edge | 61
business insight | hospitality
SERVICED RESIDENCEs
Serviced apartment market
reaping rewards of GCC tourism growth In an exclusive interview, Vincent Miccolis, area manager, Ascott Limited, Gulf Cooperation Council, spoke about Ascott’s business model, its regional presence and their prospects in Qatar. Tell us about your presence in this region. What is the Universal Selling Proposition of your brands?
Ascott limited is the world’s largest international serviced residence owneroperator and offers the flexibility of three award-winning brands – Ascott The Residence, Somerset Serviced Residence and Citadines Apart’hotel. Each residence brand has its unique personality and is designed to connect with a specific customer segment. However, they all share specific brand values from LIFE (local touch, individuality, feeling at home and exceeding expectations). Prestigious and pampering, Ascott The Residence lavishes business travelers with discreet service in plush refinement, and offers a mix of business with pleasure. When it comes to personalised conveniences for savvy and vibrant individuals on the go, nothing comes close to Citadines Apart’hotel. Somerset Serviced Residence welcomes guests with homely warmth and enriches their elegant lifestyle with local experiences. They can feel the pulse of major cities, the communal chic in elite estates, or get away from it all in private tranquility. Globally we find clear indicators of company-wide USPs, which are identified through our guest feedback and our return guest ratios.
What attracted you to the Qatari market? Could you tell us more about your business model and the company’s 62 | The Edge
involvement here?
Somerset Al Farteh Bahrain managed by Ascott Limited is owned by Nuzul Holdings and this partnership also created the entry into the Qatar market. Nuzul Holdings in a joint venture with Barwa (the largest listed real estate company in Qatar today) built Somerset West Bay Doha. Our entry into the market came just after the Asian Games in 2006. Today our partnership and owner in Somerset West Bay Doha is Katara Hospitality, the hospitality owner, manager and developer, aiming to become one of the leading hospitality organisations in the world. Ascott Doha, located in the diplomatic area of Doha, was opened by Ascott in 2010 and has complemented Somerset West Bay Doha in the West Bay area.
How many properties do you own?
Ascott’s portfolio spans 94 cities across 26 countries, 25 of which are new cities in Ascott’s portfolio where its serviced residences are being developed. With over 26,000 operating serviced residence units in key cities of the Americas, Asia Pacific, Europe and the Gulf region, as well as about 15,000 units which are under development, making a total of more than 42,000 units in over 250 properties.
What is your assessment of the growth prospect of the serviced apartment segment in this part of the world?
The rise of the hotel/serviced apartment sector across the GCC continues to get stronger with both consumers and investors. We see some major areas generating growth and demand: tourism, leisure travel, international sport events and exhibitions, mega infrastructure projects, population growth and investment. The Middle East performed well in 2014 with the contribution of travel and tourism to the gross domestic product recorded at a 5.3 percent increase above what was forecasted at the end of 2013. The contribution powered by leisure and business tourism and leisure tourism accounted for over 80 percent of the annual spend. Tourism arrivals continue to increase across many of the GCC countries with Doha, Dubai and Abu Dhabi now major transit hubs to other destinations and Dubai is proving to be a fully-fledged holiday destination. In 2014, the average length of stay was 7.8 days, higher than London and similar to New York City at 7.6 days. The serviced apartment market is reaping the rewards of this growth through a diverse mix of motives such as space, in-room facilities, personalised service and security. According to the Deloitte GCC Powers of Construction report, a key driver in diversification – for example, from oilbased economies – is job creation. Population growth is forecast to grow from 350 million to 602 million by 2050, driving the GCC countries’ strategies which
hospitality | business insight
“Ascott’s portfolio spans 94 cities across 26 countries, 25 of which are new cities where its serviced residences are being developed.”
“The Middle East performed well in 2014 with the contribution of travel and tourism to the gross domestic product recorded at a 5.3 percent increase above what was forecasted at the end of 2013,” Vincent Miccolis, area manager, Ascott Limited, GCC, told The Edge.
include education, transport, tourism, manufacturing, logistics, finance and information communication technology. The population growth driven by the diversification strategies, in particular the mega infrastructure projects are strengthening the demand for longerterm accommodation. The hotel apartment sector is benefiting from an increased influx of expatriates working on longer-term assignments, requiring accommodation for up to a year. Security and international standards of accommodation and service are key drivers to the increased demand of hotel apartments across many GCC countries.
Considering the fact that both Qatar and Dubai are slated to host two major global events, how is it going to impact the hospitality industry, and more specifically, the serviced apartment segment? In the last decade tourism has been one
of the fastest growing industries in the world, according to the World Travel and Tourism Council. In 2012 the industry was responsible for 8.7 percent of total employment and contributed 9.3 percent to the global economy. In line with diversification strategies from non-oil based economies, many GCC countries, Qatar and Dubai among them, have implemented long-term tourism strategies. Part of these strategies is to attract global mega events, such as 2022 World Cup and Expo 2020. Events such as this allow the host country to develop and transform its infrastructure, not only to handle the enormous influx of visitors, but to create a lasting legacy for the future. A flow-on effect impacting the hospitality sector from the increased number of infrastructure projects is growth in business tourism. Expatriates working on these projects results in transient and longer-term accommodation requirements. This often translates to population growth, in turn growing
the economy. A niche market within business tourism for serviced apartments is the one- to 12-month corporate traveller, working on a project or assignment in a new city. Offering all the services of a hotel and the space and furnishings of a residential apartment, gives the guests the security and comfort they need conveniently and more cost effectively than furnishing a residential apartment for a limited time. Another impact of increased leisure visitors specific to the serviced apartment market, is the growing family travel market. Family travel is the fastest growing segment globally, according to Thomas Reuters, accounting for over 12.5 percent of the global tourism market. Muslim travellers constitute a major segment of the global tourism traffic and notably, Middle East and North Africa (MENA) states account for seven of the top 10 family tourism friendly destinations among the Organisation of Islamic Cooperation nations. The Edge | 63
business insight | wealth management
INVESTMENTS
Financial products suit the
regulatory environment Scott Balsdon, managing director, private wealth management, Globaleye, spoke exclusively to The Edge about their business philosophy, and what their marketing plan is for Qatar, where Globaleye has recently opened a new office. Tell us about Globaleye as a corporate entity.
From investments to insurance, Globaleye’s wealth management expertise provides financial planning solutions for over 15,000 clients worldwide from our head office in Dubai, with additional offices in the Middle East, Asia and Europe. As an independent firm of advisors, we have connections with some of the biggest and best financial brands across the world enabling us to offer an advanced range of products from across the market. We also provide a host of inhouse services that enable our clients to stay in control of their finances and keep track of the latest financial developments. One such facility is our Globaleye Valuation Service which is a central aggregation system that enables clients to access all of their investments through one portal via our website.
Going by regional presence, what is the difference between your Middle Eastern offerings vis-ă-vis your offerings in other regions?
Many of our office locations have specific products for their market. For example, in Geneva, we offer Third Pillar, which is a specific product for the Swiss market and it offers tax benefits to residents. Singapore and Hong Kong are both highly regulated markets that have specific products that are tailored to meet the local regulations. The regulatory set up in the Middle East is also increasing. The United Arab Emirates Insurance Authority introduced more stringent regulation for licensed companies in November 2014 which included a minimum share capital of AED3 million (QAR2.9 million) 64 | The Edge
“First and foremost, financial planning is about listening to client’s financial needs and wants and ascertaining their financial goals,” Scott Balsdon, managing director, private wealth management, Globaleye, told The Edge.
wealth management | business insight
that must be maintained as a deposit with a local bank. The regulations also require a more detailed company structure with specific professionals with commensurate qualifications to head various departments within the business. All of these additional regulations are a welcomed aspect that helps promote professionalism of the industry.
If you were to talk about the five basics of financial planning, what would you say?
First and foremost, financial planning is about listening to clients’ financial needs and wants and ascertaining their financial goals. Then it is simply putting measures in place to ensure they achieve those financial goals. Assuming someone is without unsecured debt, the five basics of financial planning are: putting in place various protection (wills, medical insurance, critical illness cover and life insurance); having an emergency fund, which is typically the equivalent of three to six months’ salary as accessible cash in a bank account; having a regular savings plan that is directly correlated to the client’s level of risk and the timeframe required to achieve their savings goals in relation to retirement and funding their children’s education; making ad-hoc lump sum investments, again according to risk level, to ensure savings goals are absolutely achieved; ensuring that the financial plan is reviewed on a quarterly basis with adjustments made as and when required.
Given the fact that you are present in varying regulatory jurisdictions, how do you ensure that you keep your offerings as per the law?
We have in-house specialists in each office and lawyers who are extremely well versed in all matters pertaining to regulatory jurisdictions. We seek their counsel and then act accordingly to ensure we are always legally compliant in every country in which we operate.
Tell us about your Qatar operations. What kind of client base – both size and income bracket – do you anticipate?
Globaleye is relatively new in Qatar. Typically our clients are expatriates from the United Kingdom, Europe, South Africa, North America, Australia and New Zealand, although we are seeing a significant increase in interest from a variety of Middle East nationalities. We are actually hosting a UK Pension Seminar in October to advise attendees how to ensure their UK Pension is structured in the best way to enable optimal growth and minimise taxation when benefits are taken.
A sizeable proportion of Qatar’s population are expatriates and white-collar workers who would one day go back to their respective countries of origin. What special products do you have for them?
The products we offer are international and designed for the expatriate lifestyle, which can be a transient one. It is important to make sure that policies such as life insurance still cover you if you change locations. Many domestic policies that clients may have taken when they were back in their home countries often do not continue to insure them once they move abroad. The international products we offer are designed to cover people as they move around the world with their careers.
“The products we offer are international and designed for the expatriate lifestyle. It is important to make sure that policies such as life insurance still cover you if you change locations.”
In terms of achievements of the company, what would you want to highlight?
Globaleye has been in existence for over 15 years and now has 12 offices globally, in 10 different countries with over 15,000 clients. We have offices in some of the most highly regulated locations such as Singapore, which was established in 2009, and we have just been awarded the International Business Award for Financial Services by Singapore Business Review.
What is the focus of your corporate planning for the next three years?
Globaleye started its international expansion in 2009 and we now have 12 offices globally. Since 2009, there have been some pretty difficult years from a global economic perspective but we have been able to grow the company by
attracting experienced financial advisors due to the company reputation, providing industry leading technology and offering long-term career benefits. We have also developed an experienced in-house recruitment team, which is currently being expanded further to support the growth requirements in our existing offices. A fundamental element of our growth is linked to the success of our training programme for new recruits. They enter an initial two-month training programme and then have ongoing support from senior managers in the business. The Edge | 65
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Special section:
Qatar’s National Health Strategy With 35 ongoing programmes, where is NHS in its penultimate year?
The Supreme Council of Health, pictured here, is working in active partnership with Hamad Medical Corporation, Primary Healthcare Corporation and more than 50 other organisations across the country.
The National Health Strategy 2011-2016 (NHS) was launched as one of 14 sector strategies, the blueprint to realise the goals of the Qatar National Vision 2030 (QNV 2030) in the healthcare sector. Structured around seven strategic goals that describe the core aspirations of the NHS, each goal is being advanced through distinct projects aligned to it. The Edge takes a look at its achievements so far, four years since it was launched, and investigates the possibility of an extension. The Edge | 69
sector name special section | banner | healthcare heading
T
he Supreme Council of Health (SCH), working in active partnership with Hamad Medical Corporation (HMC), Primary Healthcare Corporation (PHCC) and more than 50 other organisations across the country, leads the NHS. Each partner, in the words of Robert Moorhead, director, NHS Program Management Office, SCH, is contributing towards one or more projects in order to deliver superior quality health services. “While the NHS is a practical and implementable strategy, it is broad, ambitious and calls for widespread improvement and change across the entire health sector with unprecedented levels of cooperation and collaboration,” says Moorhead. Commenting on the status of the NHS, Moorhead tells The Edge, “We are well on track to complete the majority of NHS projects by the end of the first sixyear programme. Significant progress has been achieved in delivering each of the programme’s seven goals and at the annual NHS event in June this year, SCH announced that on average, outputs were 61 percent complete across all NHS projects.” The figure is now closer to 70 percent, reveals Moorhead. However, it is important to
note that the NHS continues to be dynamic in nature and the programme has undergone continuous change in size and scale as the NHS project portfolio has increased. The addition of three new projects to the NHS in June 2014 – diabetes, oral health, cancer – has introduced 29 additional outputs, which means that the NHS now encompasses twice as much activity as when it was launched in 2011. “The reality is that, the more that is achieved, the greater the need for integration and joining everything up,” says Moorhead. “This makes integration both a significant challenge and a priority for all health partners in the final phase of strategy delivery.” A key principle of Qatar’s health transformation is to place the patient at the heart of the journey. Integrating services, systems and policies is critical to ensure that each patient’s care pathway is a seamless, transparent, high-quality experience, regardless of where people enter or exit the system. Generally speaking, there are at least 20 pairs of hands supporting a patient through their particular pathway, whether frontline staff, or administrative. For example a patient might receive a telephone support
NHS IN NUMERS, MARCH 2015
35
65
active projects
outputs 100 percent complete, 36 percent more than last year
6
61%
completed and closed projects
218
completion of programme outputs, an increase of 17 percent since 2014
project outputs, an increase of 29 since last year
QAR
30,303
healthcare professionals (public sector), an increase of 16 percent from 2013
12,699 million
public sector healthcare spending in 2013-14, an increase of 28 percent from 2012-13
70 | The Edge
sector healthcare name | |banner specialheading section
The addition of three new projects to the NHS in June 2014 – diabetes, oral health, cancer – has introduced 29 additional outputs since the launch in 2011.
from Seha, the National Health Insurance Company, resulting in a recommendation to take up a screening appointment at a new primary healthcare centre. Such a visit might then result in a visit to a pharmacy for medication, or alternatively might produce a referral to hospital for a more serious or acute condition. Upon release from hospital, there may need for home care support and a follow up visit to an outpatient clinic or back to primary care.
E-Health, a major component
Defining the term E-Health for The Edge, Moorhead says that it encompasses the information systems, digital devices and data analytic solutions that at some point impact on the process of healthcare. He clarifies, “E-Health is not about technology, but rather the positive impact it can have on people connected to and working in our healthcare system.” The vision for E-Health has been defined as “a world class, sustainable, integrated and secure national E-Health ecosystem for the State of Qatar”. In this vision, adds Moorhead, all components of the E-Health ecosystem will be designed to work collaboratively towards a common goal: better health for all people in Qatar. From a public perspective, the E-Health programme will work to integrate health records held by different providers, into a single patient record. This information will be accessible, with appropriate controls and patient consent, to their treating physicians and health workers from any point within the system, reveals Moorhead. He adds that it is planned for patients to have access to their own records through their personal health account. “Everyone will be encouraged to play a more active role in co-managing their own health and wellbeing in partnership with their health professional,” furthers Moorhead. Commenting on the final phase of the NHS strategy delivery, the priority areas, according to Moorhead are: prevention, primary care and E-Health. Defining prevention in the context of the NHS, Moorhead mentions, “Mirroring the growing rates of chronic disease around the world, Qatar faces an increasing burden on the health system from diabetes, heart disease, cancer and obesity. The nature of chronic disease is that they are often lifelong, complex to manage and resource intensive, and therefore costly to treat, and
Dr. Francesco Marincola, chief research officer, Research Division, Sidra Medical and Research Center, commenting on the role that prevention plays in the research priorities, says, “The Research Branch of Sidra Medical and Research Center serves as a hub for biomedical research in Qatar.”
a significant burden on the individual and their families.” The greatest untapped potential in Qatar’s healthcare today, is empowering the people to manage their own health, says Moorhead, adding, “There is a strong commitment from the SCH to improve health promotion and prevention. Interventions and education to change behaviour is the best way to ensure people do not need healthcare in the first place.” One third of NHS projects are dedicated to public health areas such as nutrition, tobacco cessation, diabetes, mental health and cancer. The SCH is also currently working on a Public Health Strategy due for release in early 2016, reveals Moorhead. It is the platform and the catalyst to convene the broader public health system to respond to the challenges, and drive innovation and continuous improvement in the health of the people of Qatar.
Prevention
Preventive healthcare and skilled national workforce were two other goals of the NHS, according to Moorhead. “At the heart of our strategy is people. It is a skilled workforce that will deliver our core promise of a worldclass healthcare system. There are many initiatives at the national and local level that are supporting and investing in our people,” he says. In particular, the Qatar Council for The Edge | 71
sector name special section | banner | healthcare heading
Sidra is committed to supporting Qatar’s national health and research strategies as well as the national cancer strategy by paving the way for research initiatives that will enable early risk identification and better treatment methodologies for patients.
Healthcare Practitioners is overseeing the implementation of compulsory continued professional and medical education. This project will ensure that each practitioner has access to and undertakes accredited training and development. Dr. Francesco Marincola, chief research officer, Research Division, Sidra Medical and Research Center, commenting on the role that prevention plays in the research priorities of Sidra, says, “The research branch of Sidra Medical and Research Center serves as a hub for biomedical research in Qatar. Its aim is to advance the understanding of epidemiology and mechanisms of diseases, develop preventive, diagnostic and therapeutic tools, and improve the health outcomes of the women and children of Qatar.” Marincola talks about Sidra’s five-year strategic plan for April 2015 to March 2020, which outlines high-level concepts and the scope of research by prioritising investigations and addressing biomedical problems that are of national relevance and also have a global impact. “As part of this strategy, the research team will prioritise translational research programmes that link to diseases relevant to Qatar and the region,” says Marincola. Sidra has partners such as Qatar Bio Bank, HMC, Qatar University and Weill Cornell Medical College in Qatar where they have access to laboratories, equipment, working 72 | The Edge
teams and technologies to meet their research goals, but more importantly to play a role in helping realise the NHS.
Extension of NHS
Is there likely to be an extension to the NHS? Moorhead says that maintaining the momentum of delivery of NHS outputs will become increasingly challenging as the programmes moves into its final phase, adding, “The management of interdependencies between projects, and integrating services, are as important as supporting delivery itself.” Looking ahead, Moorhead tells The Edge, “Planning has commenced for the next phase of the National Health Strategy with wide consultation planned to ensure input
E-Health encompasses the information systems, digital devices and data analytic solutions that at some point impact on the process of health care.
Health Information Protection and Data Analytics Services Healthcare Providers
National E-Health Services and Infrastructure Personal Population Social Health Health Health Health Insurance Research Account Services Network National E-Health Standards and Architecture E-Health Policies and Regulatory Framework
special section | healthcare
from all stakeholders and consensus on the next blueprint for changing Qatar’s health landscape into a vibrant and productive society with optimum health and well being for all its citizens.” There are 35 projects in total in various stages of implementation. Once the majority of the NHS projects has been closed, delivered or transitioned into business-asusual activity, then the first stage in Qatar’s remarkable health transformation will be considered complete, says Moorhead. Talking about the outcomes of Sidra’s projects and how that is expected to improve the lives of the local population, Marincola tells The Edge that Sidra is committed to supporting Qatar’s national health and research strategies as well as the national cancer strategy by paving the way for research initiatives that will enable early risk identification and better treatment methodologies for patients.
“The management of interdependencies between projects and integrating services, are as important as supporting delivery itself.” - Robert Moorhead, SCH. He furthers that two research projects recently received grants from Qatar National Research Fund. The three-year grants are worth USD800,000 (QAR2.9 million) each – one will research into genetic predispositions to childhood cancer in the Qatari and Gulf Cooperation Council population, and the other will investigate the use of immunotherapy to fight blood cancers focusing on patients in Qatar and the Middle East and North
African (MENA) region. Another example of a programme that Sidra is working on that will improve the lives of the local population is modulating cardiovascular risk and obesity in Qatar. The joint research project with Qatar University along with other collaborating institutions is to evaluate the risk in Qatari people who are obese, and conduct a case control study to focus on new tools to assess the nutritional habits in Qatar.
QATAR'S PREVENTIVE HEALTH GOVERNANCE Achievements and Next Steps
Project Brief Shifting the balance of health to be more proactive and focused on wellness, prevention and early detection of illness. Build a robust governance structure across the health sector to ensure an integrated approach to public health policies. COMMUNICABLE DISEASE PREVENTION
TOBACCO CESSATION
PHYSICAL ACTIVITY
NUTRITION
PREVENTIVE HEALTH GOVERNANCE FOOD SAFETY
ENVIRONMENTAL HEALTH OCCUPATIONAL HEALTH
74 | The Edge
The National Preventive Health Committee has been established to align public health policies and initiatives across the health sector. Membership includes SCH, PHCC, HMC, academia and others.
Work has commenced to: •
Develop a National Public Health Strategy
•
Improve monitoring and evaluation of public health activities and outcomes.
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The Why Axis
Subtitled ‘Hidden Motives and the Undiscovered Economics of Everyday Life’, this book is squarely aimed at fans of the 2005 breakthrough book Freakonomics, replete with an endorsement by the latter’s co-author Steven D. Levitt on the cover. Indeed The Why Axis’ authors and ‘behaviour economists’ Uri Gneezy and John List (who were also referenced in Levitt and co-author Stephen J. Dubner’s famous book), cover the same topic: incentives. What makes people do what they do? Can they be coerced or bribed to change their behaviour? How and why does this work, or not work? Unlike the authors of Freakonomics – who covered the topic of incentive as well, but did so from a slightly more detached point of view, commenting mostly on others’ efforts – Gneezy and List themselves conduct numerous experiments on the topic. From matriarchal societies in India and patriarchal tribes in Africa, to inner city schools in the United States (US) to investigating discrimination against Jews and homosexuals, for example, in recruitment processes, The Why Axis seeks to investigate the underlying motivations in human behaviour and the role incentives play within these interactions, but also on how they can be used to test and change it. In doing so, they reach various conclusions about human beings,
our ingrained behaviour and why we do what we do. The main hypothesis the book tests is that instead of being ideologically or societally influenced, as they may seem on the surface, many of these prejudiced points of view and the decisions and behaviour they inform are economically influenced. In other words, the primary motivation for behaviouring racist, homophobic or otherwise (such as conforming to learned gender stereotypes or habituation) is primarily motivated by monetary concerns, a motive often so obscured by emotions or conditioning that those exhibiting the behaviour do not even realise it. The lengths the authors go to, to prove their various points are astounding, even creating a special school with the help of rich benefactors, to show how monetary incentives for parents, pupils and teachers can result in poorly performing school kids in some of America’s most destitute districts matching the grades of their more affluent counterparts. One of the more interesting experiments conducted by the intrepid duo of researchers was in comparing how money might motivate men and women in the male-dominated Masai tribe of East Africa and the matriarchal society of the Khasi in India. Earlier studies of gender-based behaviour in the US had indicated that women were less likely to compete for jobs, higher pay or promotions than men, so the authors wanted to see how this conditioning played out in both more and less patriarchal societies with interesting results. Available at Virgin Megastores in Doha.
Read it:
The Great Oil Price Fixes and How to Trade Them
Apart from being The Edge’s global energy editor and a widely published financial journalist, British writer Simon Watkins worked for many years as a senior forex trader. He is now a consultant to a number of the world’s biggest hedge funds and has written extensively on forex, equities, bonds and commodities for many publications worldwide. Watkins is also the author of two previous books centred on trading in money markets. Essentially, his ethos is knowledge equals power equals money, so in other words, the more information you have, the better decisions you can make when it comes to trading. In The Great Oil Price Fixes, as with his previous books, Watkins goes on to great lengths to lay the groundwork of what he calls ‘the oil market’. This includes a brief history of the industry, including a look at the ‘Seven Sisters’ - the international oil companies that dominated the global industry since the 1940s – as well as the influence of the Organization of Oil Exporting Countries (OPEC) and Saudi Arabia. Central to Watkins’ narrative is the argument that the oil price is routinely ‘fixed’. OPEC, for example, he writes, was specifically founded to ‘co-ordinate and unify the petroleum policies’ of all of its member states and to align them and, consequently, to ‘fix’ the oil price. This has historical basis, and is also playing out at present. He goes into detail regarding other major players such 78 | The Edge
as Russia, Iraq and Iran, before focusing on major financial institutions and their recurring role in determining energy prices, and the correlation between oil prices and the United States (US) dollar. Armed with all of this background information and often going into great technical detail, Watkins explains how traders can capitalise on the oil market to make large amounts of money using various trading mechanisms and techniques. These are equal parts intimidating and enlightening for the uninformed but would no doubt prove empowering for those who understand trading and the terms used here more explicitly. This book is an incredible journey into the heart of trading on the oil markets, one that for those who heed it wisely, could potentially lead to millions earned in oil market trades. Highly recommended. Available on Amazon.com
products & reviews
Sony camera
App Reviews
Sony Middle East and Africa has announced the launch of α7R II camera with the world’s first back-illuminated 35mm full-frame sensor. It offers high-resolution (42.4 megapixels), high-sensitivity (ISO 102400) and high-speed AF response up to 40 percent faster than the original α7R. The camera includes a five-axis image stabilisation system retained from the α7 II model, and has the ability to shoot and record 4K videos in multiple formats including super 35mm (without pixel binning) and full-frame format.
4G Car WiFi Alcatel Onetouch recently announced new additions to its line of connected products at IFA 2015 Berlin. The mobile brand introduced 4G Car WiFi for rapid Internet access in a vehicle, and the WiFi Music Box, which enables users to control their home’s sound system with ease from a smartphone or tablet. The 4G Car WiFi is compatible with all car models in the market. Just plug it into a car’s cigarette lighter and it connects up to 15 devices wirelessly.
Rolex watch Rolex has introduced the new generation of its Lady-Datejust model, featuring a redesigned case enlarged to 28 mm and calibre 2236, a mechanical movement fitted with a Rolex-patented Syloxi hairspring in silicon for better performance. The new Lady-Datejust comes in 950 platinum or in 18 carat yellow or Everose gold with new dials, veritable signatures of its renewal. The watch’s Oyster case provides guaranteed waterproof to a depth of 100 metres.
Canon camera Canon Middle East has unveiled a powerful addition to its PowerShot G-Series – the PowerShot G3 X. Canon’s first super zoom compact camera to feature a 1.0-type back-illuminated CMOS sensor, the PowerShot G3 X delivers greater image quality. Merging Canon’s first-class optics, a 25x optical zoom range, and DSLR-levels of manual control, the PowerShot gives you the freedom to get closer to subjects as you travel, explore and shoot on the move.
By M. Iqbal
Android Wear (iOS)
If you are a smart watch fan on an iPhone, your options have increased exponentially. Google has released the Android Wear app for iOS, allowing you to use all newer smart watches based on the Android Wear platform with your iPhone and iPad. The app sends your iOS notifications to the smart watch and also updates you with information from Google Now. The app requires iOS 8.2 or later and has been optimised for iPhone 5 onwards.
Automatic Call Recorder (Android)
There are times when you need to get back to a conversation you had on the phone — maybe a discussion with a client, perhaps some instructions from the boss. This app promises to automatically record all calls that you receive. The app allows you to set how much memory to allocate to the recordings. So when the space starts to fill up, older calls are automatically deleted. The paid version allows you to record calls for selected people and automatically uploads the files to Dropbox and/or Google Drive.
Ringtone Maker (Android)
The app bills itself as a ringtone maker, but boasts a powerful (if visually outdated) interface that will let you edit MP3, WAV, AAC/MP4, 3GPP/ AMR files. So if you need to send a soundbite to someone or an extract from an audio file, this app has you covered. The user interface is similar to what you may find in a video editor, but what is really impressive is that it lets you adjust your start and end points to the hundredth of a second.
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