Leaders Middle East by Lorenzo Jooris

special: uae’s economic and trade outlook

H.E. SULTAN BIN SAEED AL MANSOURI

MINISTER OF ECONOMY OF THE UAE

AN INTERVIEW WITH CHERIE BLAIR

SEYCHELLES

“We have achieved a lot over the last 10 years, but still the best is yet to come.”

LEADERS ME / No. 1 - 2015

UAE: 25AED - GCC: 7USD

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CONTENTS

INDEX

GREAT QUOTES FROM GREAT LEADERS

THIS ISSUE COVER

WOMEN’S EMPOWERMENT

BREAK STEREOTYPES

A SYMBOL OF WOMEN’S

ENERGISING BUSINESSES IN DUBAI

ECONOMY

LEGAL ADVICE?

FAST TRACK DUBAI

LEADERS & THINKERS

MKT AND SALES

WOMEN’S ARAB LEADERSHIP

QATAR SAILS AWAY

Angelika Botsios ang@leadersme.com

LARGEST HEALTHCARE

KUWAIT MOVES AHEAD

PHILANTHROPRENEURSHIP

REDIFINING ENERGY SOLUTIONS

VISION MEETS ACTION

SIX YOUNG ARABS

DISTRIBUTED:

LWB

THE GLOBAL ODDS

GLS (Distribution and Logistics) DHL

A WOMAN OF SUBSTANCE

106

YOUNG GLOBAL LEADERS

110

WATER ANYBODY?

114

BOARDS IN THE GCC

122

SPAIN’S LARGEST HOTEL GROUP

124

ETIHAD TOWERS

128

LUXURY UNDERSTATED

134

HAUTLENCE AND H. MOSER.

138

ROLLS-ROYCE

142

BMW

146

ONLY FOR ROYALS

150

RIXOS

156

MEDITERRANEAN FLAVORS AT DIFC

162

HAKKASAN ABU DHABI

166

CEO & EDITOR IN CHIEF Lorenzo Jooris ceo@leadersme.com

ADVERTISING Natasha Ekstedt nat@leadersme.com

ARTS DIRECTOR Muhammed Usman usman@leadersme.com

ONLINE EDITION Furkan Riaz furkan@leadersme.com

PRINTED: MASAR Printing and Publishing

Reproduction in whole or in part of any article without prior written consent from the publisher is strictly prohibited. Leaders Middle East/One World Communications FZE is not responsible for any errors or omissions that might occur.

Leaders Middle East is published by One World Communications FZE United Arab Emirates T +971 4 451 7448 F +971 4 330 3365 info@leadersme.com

INDEX

THIS ISSUE COVER - 14 H.E. Eng Sultan Al Mansouri took office at a time when the world economy was starting to show volatility. Moving in as the new Minister of Economy of the United Arab Emirates in February 2008, H.E. Eng. Sultan bin Saeed Al Mansouri was aware of the tremors from the credit crisis in the US which started in 2007. BREAK STEREOTYPES - 22 Badr Jafar. Young. Dynamic. He is the Managing Director of the family-owned Qatar Today 43 year old Crescent Group, generating returns mainly from petroleum, ports and logistics, but also a group of 20 companies employing over 6,000 men and women.Badr Jafar is man of action, energy and seemingly endless optimism. Badr has become an inspiration to many young Arabs as a social entrepreneur who has created partnerships with the United Nations, music moguls and Hollywood actors, to promote the arts, social growth and entrepreneurship in the Middle East through initiatives and companies

WOMEN’S EMPOWERMENT - 26 Reluctant to enter the business world at first, Raja Easa Al Gurg joined the Board of Directors of her father’s company in 1989, with a determination to prove that she could be successful regardless of the fact that she is a woman or was chosen by her father.

FAST TRACK DUBAI - 50 Infrastructure in the Emirate is developing at a pace; in a generation, Dubai has gone from camels and dhows to boasting the busiest international airport in the world and the world’s longest metro. What next for this super city, as it prepares to build an airport capable of handling 200 million passengers a year? A generation ago, Emiratis rode camels to travel long distances across Dubai. Today’s transport options include a metro, tram, bus and taxi services, and an upcoming canal, while future plans will see some 300 million passengers flying into and out of Dubai’s airports a year.

26 06

THE BEST MAN FOR THE JOB - 42 Al Tamimi & Company has grown rapidly, and today, with over 330 lawyers and a similar number of support staff, it is the largest law firm in the Middle East, having offices in the UAE in Dubai, Abu Dhabi, Ras Al Khaimah and Sharjah. The firm also has offices in Bahrain (Manama), Egypt (Cairo), Iraq (Baghdad and Erbil), Jordan (Amman), Kuwait, Oman (Muscat), Qatar (Doha) and Saudi Arabia (Jeddah and Riyadh) This takes the firms total to 16 offices in nine countries spanning the region.

AN INTERVIEW WITH PRESIDENT JAMES MICHEL - 88 James Alix Michel is the third President of the Republic of Seychelles, having been elected to office in July 2006 and re-elected for a second term in May 2011. A keen educationalist, President Michel was directly involved in the creation of the University of Seychelles. CREATING SYNERGIES - 34 Hamad Buamim serves as the Deputy Chairman of the World Chambers Federation – ICC, based in Paris. He is also the Chairman of National General Insurance (PJSC), member of the Board of Directors of the UAE Central Bank, Union Properties and Dubai World. Educated in the USA, he graduated with Magna Cum Laude from the University of Southern California (UCLA) - Los Angeles in 1996 with a Bachelor of Science in Electrical Engineering. In 2002, he obtained an MBA with Honors in Finance from the University of Missouri - Kansas City.

LUXURY UNDERSTATED - 134 As Abu Dhabi’s iconic landmark, Emirates Palace embraces the rich culture and colorful traditions of this region. A beautiful palace on its own stretch of private beach, the façade of the building is breath-taking. The architects and designers used gold and marble with help from the best international artisans to create a spectacular resort, making it one of the most impressive hotels and conference venues ever built. With 394 rooms and suites, the Palace has been carefully designed and furnished to offer guests superior comfort and luxury. If you are looking to unwind and relax, look no further than the 85 hectares of manicured lawns and recreational facilities within the Palace grounds. Indulge in the luxury of beauty and open space offered by our pristine 1.3km white sandy beach, or soak up some sun along the two lushly landscaped swimming pools and terraces - one to refresh and relax and one perfectly designed for adventure and family fun.

134

34 07

editor MESSAGE

EDITOR’S NOTE This publication is dedicated to great men and women who have excelled in what they do, whether in business, politics, social change, as well as sports, culture and even culinary expertise. The study of great Leaders is an old age phenomena. Till today we don’t fully understand what are the traits and ingredients that make someone an outlier. Malcom Gladwell argues on his book that if we want to understand how some people thrive, we should spend more time looking around them, the communities in which they were brought up, the circumstances that motivated them to be out of the norm. We should also bring into this conversation the issue that values in societies have shifted over the years. They change as time goes by, and in fact to certain people the concept of “success” could be measured in different ways. No other region in the world has witnessed the impact “LEADERSHIP” has had, like in the Middle East. We have seen new cities raise from sand dunes, and societies collapsed over lack of vision. These stories told, are of those who have contributed to society in positive ways, and that have influenced others in ways beyond the ordinary. We will pay special attention to young promising minds, who at the end of the day, are the ones shaping the future that awaits us. Do you think we are headed in the right direction? Are we really setting up the foundations for building sustainable societies? Are we prioritizing on the things that need urgent attention? Well, these are some of my questions to our great LEADERS. I’ll be very happy to hear your comments, your suggestions, your ideas. Whether is to disagree with one of our articles, or to give us your outlook on some of the topics we raise on this publications. We are faced with many challenges that need a fresh and creative approach. One thing is for sure, you will only be judged by your line of thought and way of thinking; and that is not even up to us, but up to our readers. We are Leaders and Thinkers of the Middle East.

LORENZO JOORIS CEO & Editor in Chief ceo@leadersme.com

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THIS ISSUE S LEADERS

BADR JAFAR

MARKO JANSSEN

Badr has become an inspiration to many young Arabs as a social entrepreneur who has created partnerships with the United Nations, music moguls and Hollywood actors, to promote the arts, social growth and entrepreneurship in the Middle East.

SCOTT RAGSDALE

PRESIDENT JAMES MICHEL

He completed 7 ironman triathlons in 7 consecutive days in the 7 emirates of the UAE, finished one of the hardest desert foot races, ran over 20 marathons, climbed mountains, and will soon take up his next challenge, Race Across America, considered to be the world’s toughest bike race.

DR. RAJA EASA AL GURG

DR. YOUSEF H. AL-EBRAHEEM

Reluctant to enter the business world at first, Raja Easa Al Gurg joined the Board of Director’s of her father›s company in 1989, with a determination to prove that she could be successful regardless of the fact that she is a woman or was chosen by her father.

Having served as the Dean of School of Business at Kuwait University in the nineties, Dr. Yousef H. Al-Ebraheem, is a renowned Kuwaiti educationalist with a distinguished career in academia and public service.

HAMAD BUAMIM

HAIFA AL KAYLANI

Hamad Buamim serves as the Deputy Chairman of the World Chambers Federation – ICC, based in Paris. He is also the Chairman of National General Insurance (PJSC), member of the Board of Directors of the UAE Central Bank, Union Properties and Dubai World. Educated in the USA, he graduated with Magna Cum Laude from the University of Southern California (UCLA) - Los Angeles in 1996 with a Bachelor of Science in Electrical Engineering.

Considered to be one of the most powerful women in the Arab world, Haifa Al Kaylani is the Founder Chairman of The Arab International Women’s Forum (AIWF). Before setting up AIWF Mrs Al Kaylani was the President of the Federation of International Women’s Associations in London. She is also a former Vice President and current Board Member of The Women’s Leadership Board at Harvard University.

SHEIKHA AL-ZAIN SABAH AL-NASER AL-SABAH

SHEIKH ALI BIN JASSIM AL THANI

A member of the Kuwaiti ruling family, Sheikha AlZain Sabah Al-Naser Al-Sabah is the Undersecretary of the Ministry of State for Youth Affairs of Kuwait. One of Kuwait’s best known social entrepreneurs and pioneering film/TV producers, she is charged with conceptualizing and running operations for the newly established ministry.

Sheikh Ali bin Jassim Al Thani is the Chairman & Managing Director of Milaha (formerly known as Qatar Navigation). Since his appointment in 2009, he has overseen the merger of three major Qatarbased maritime players – Qatar Navigation, Qatar Shipping and Halul Offshore – to form a multifaceted shipping, maritime services and logistics company, Milaha.

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Leaders & thinkers

G R E AT Q U O T E S F R O M G R E AT L E A D E R S

“Wealth is not money. Wealth lies in men. This is where true power lies, the power we value. This is what has convinced us to direct all our resources to building the individual, and to using the wealth which God has provided us in the service of the nation.” Sheikh Zayed bin Sultan Sheikh Zayed bin Sultan Al Nahyan, Ruler of Abu Dhabi 1966 - 2004 and First President of the United Arab Emirates 1971- 2004

“To be able to lead others, a man must be willing to go forward alone.” Harry Truman

“Nearly all men can stand adversity, but if you want to test a man’s character, give him power.” Abraham Lincoln

“Mr. Edison, please tell me what laboratory rules you want me to observe.” Edison: “There ain’t no rules around here. We’re just trying to accomplish somep’n!” Thomas Edison

“Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand.” Albert Einstein

“After climbing a great hill, one only finds that there are many more hills to climb.” Nelson Mandela

“Only those who will risk going too far can possibly find out how far one can go.” TS Eliot

EDITORIAL

THIS ISSUE COVER

HE SULTAN BIN SAEED AL MANSOURI UAE MINISTER OF ECONOMY n this month’s cover story LEADERS Middle East speaks to HE Sultan bin Saeed Al Mansouri, the UAE Minister of Economy. He took over the ministerial portfolio in February 2008, having previously held the post of Minister of Transport and Minister of Development.

has witnessed some of the most difficult crises of the UAE economy following the 2008-2009 global financial meltdown, but also has been one of the key players in rejuvenating the economy and bringing it back on track for greater growth and prosperity as witnessed by increasing FDI every year, to an expected $14.4 billion in 2014. T

He is also Chairman of several high-profile public and private organizations, including the Federal Civil Aviation Authority, the Securities and Commodities Authority, the Insurance Authority, the Supreme Committee for Consumer Protection, and the Standing Committee for Economic Affairs of the Supreme Committee for National Security, Coordinating and Economic Cooperation Committee and the National Committee for the Follow-up Program of Investment Climate.

oday the UAE is proud of its achievements, as it has some of the fastest growth rates in the world, with GDP rising from $1.8bn in 1971 to an expected $381.2bn in 2014.

Sultan bin Saeed Al Mansouri started his career as Senior Airport Coordinator at the Dubai Civil Aviation Authority, then rose up the ranks to Vice President Operations at Authority during the period of 1988 – 1991. He was Director of the Dubai Cargo Village during the period of 1991 – 1996, then Deputy Director General - Dubai Chamber of Commerce & Industry during the period of 1996 – 1998.

Furthermore the UAE government announced an unprecedented economic expansion of more than AED 100 billion worth of public and private sector projects to improve the economy.

He joined Saeed & Mohamed Al Naboodah Group as Group Managing Director from 1998 – 2004. He was appointed Vice President of Dubai Islamic Bank during the period of 1999-2008, and Chairman of Aman (Dubai Islamic Insurance Company) during the period of 2002-2008. He was also member of GCC Consulting Authority for Supreme Council. He has a degree in Industrial Engineering and Management Systems from Arizona State University and was educated in Computer System Analysis at the Institute of Computer Technology in Los Angeles in the United States.. Sultan bin Saeed Al Mansouri

Investment in Dubai is expected to increase with the preparations for the Dubai Expo 2020, which is forecast to add $23 billion to the Dubai economy, attracting 25 million visitors and creating over 270,000 jobs.

Islamic finance has also been a key focus of the UAE government which has supported initiatives to access finance currently valued at more than $1.6 trillion globally. The UAE is already one of the biggest markets in the region for Islamic banking and has played a key role in financing corporate expansion, infrastructure projects and residential properties. HE Sultan bin Saeed Al Mansouri shares his insights on the UAE Vision 2021, which outlines the key socio-economic development goals of the UAE, as he says the country remains committed to its ongoing development and to the diversification of its economy, to reduce to its dependence on oil.

UAE’S ECONOMY STANDING STRONG Eng Sultan Al Mansouri took office at a time when the world economy was starting to show volatility. Moving in as the new Minister of Economy of the United Arab Emirates in February 2008, H.E. Eng. Sultan bin Saeed Al Mansouri was aware of the tremors from the credit crisis in the US which started in 2007. However he could not have imagined the scale of its impact on the UAE economy as it shook under storm of world financial crisis which peaked in September 2008 when stock markets around the globe crashed, continuing to affect the volatile markets in 2009. In 2009 the UAE’s retail, manufacturing, tourism, financial services, manufacturing and real estate sectors were severely affected by the downturn in global growth, especially in Dubai, where real estate prices fell by as much as 50% and many large-scale projects were stalled. Minister Sultan bin Saeed Al Mansouri focused on turning the situation around, identifying the right structures and incentives to attract the continued flow of FDI and boost national investment to reverse the recession. An engineer by profession, who started his career in civil aviation, he indeed ‘engineered,’ together with his colleague ministers, the policies needed for the resuscitation of the UAE economy following the deep tremors of the 2008-2009 global economic crisis. In this process the leaders of the federal government of the UAE also showed solidarity, and Dubai, was aided by Abu Dhabi with a $10 billion bailout, together with the sale of $10 billion in Dubai bonds to the national central bank based in Abu Dhabi as well as a $5 billion loan by two Abu Dhabi-owned commercial banks in 2009. The memories of economic instability are now firmly in the past. 7 years later Minister Sultan bin Saeed Al Mansouri sits in the same office, with a calm air, having weathered a storm and learnt the secrets of fighting it.

The FDI figures of the past three years are promising. The UAE economy is booming again with FDI flow surging to 21% to $9 billion in 2012, and then rising 9% in 2013, to $10.5 billion, and in 2014 is expected to reach $14.4 billion. The UAE is once again a leading FDI destination, overtaking Saudi Arabia as the top FDI recipient in GCC in 2014. One major investment drive is the Dubai Expo 2020 project, which is expected to yield AED89 billion ($24.2 billion) in added economic activities. Already in 2014, real estate was boosted as developers launched 42 developments in advance of the Expo, which will house nearly 11,250 units. Minister Al Mansouri sees other opportunities for strengthening the UAE’s status as trade and tourism hub as a crucial to the economic growth, and in particular promoting the UAE government’s Vision 2021, for UAE to be among the best in the world in ease of doing business, innovation, entrepreneurship and R&D indicators. Vision 2021 aims to create a Competitive Knowledge Economy for the UAE, which focuses on the UAE becoming the economic, touristic and commercial capital for more than two billion people by transitioning to a knowledge-based economy, promoting innovation and research and development, strengthening the regulatory framework for key sectors, and encouraging high value-adding sectors. These will improve the country’s business environment and increase its attractiveness to foreign investment. Vision 2021’s National Agenda also aims for the UAE to be among the best in the world in entrepreneurship by unlocking the potential of nationals and enables them to be a driving force of the UAE’s economic development through small and medium enterprises in the private sector. This will be developed through the promotion of an entrepreneurial culture in schools and universities to foster generations endowed with leadership, creativity, responsibility and ambition.

The UAE has witnessed very positive growth rates over the last few years, after successfully navigating through the global financial crises of 2008-2009. What are the factors you believe have kept the UAE’s economy so strong? The importance of diversified and sustainable development was realized early on by the UAE leadership. The UAE Vision 2021 focuses on creating national policies that will help achieve sustainable development. The country’s resurgence following the global financial crisis can be attributed to the directives of our wise leadership and its long-term strategy in devising policies that helped build a competitive, diversified and sustainable economy. We have embarked on an ambitious economic diversification strategy that has increased the contribution of our non-oil industries to around 70 percent of the GDP. We are diversifying our economy by investing in industries of the future such as healthcare, transport, logistics, hospitality, technology, tourism, and renewable energy that will drive economic development. We are particularly focused on developing value-added knowledge-based industries. The UAE GDP is poised to grow by 4.5 to 5 percent - a pace faster than previous forecasts. The economy is already on an upward trajectory, stimulated by three critical sectors: huge non-oil sector investments, trade, and the booming tourism industry. The country’s non-oil trade surged to reach AED1.3 trillion in 2013. This figure includes imports, exports and re-exports. It is worth highlighting that political stability, balanced economic policies and an investmentfriendly environment are key incentives for healthy growth. Your Excellency, the UAE is regarded as a top destination for investment and trade. What has made the UAE so attractive? What are the country’s objectives when it comes to foreign direct investment inflows into the country?

The UAE enjoys many advantages: the country offers a strategic geographical location and leading position as a global re-export hub, a business-friendly environment that encourages investments, as well as open and enabling policies and legislations. The UAE today also provides investors and industries the benefits of its state-of-the-art ports and airports and an advanced logistics infrastructure. Our economy is expected to attract around US$12 billion in foreign direct investments by the end of 2014, which is a 20 percent increase over 2013, spread across several non-oil sectors. Dubai’s successful bid to host the World Expo 2020 will have a tremendous positive impact on the future of the emirate and further consolidate Dubai’s reputation among the leading business centers of the world. What will be the impact of hosting Expo 2020 on the UAE? What developments do you envision in the UAE post hosting Expo 2020? Expo 2020 will be a driving factor for the economy of Dubai and the entire UAE. The Expo will be an additional factor in accelerating the diversification of the economy through increasing the impact of nonoil sectors. Hosting Expo 2020 will provide 270,000 job opportunities and attract more than 25 million visitors, triggering unprecedented growth in the country’s tourism sector. Expo 2020 will also contribute to an increase in FDIs to the UAE and offer a unique opportunity to develop the SME sector in Dubai and the wider UAE. The UAE following the hosting of Expo 2020 will continue its relentless efforts toward sustainable development and aim to consolidate its status as a regional and international hub for trade and business. While the oil sector will maintain an integral role in driving our economy, we are currently focused on maximizing growth from the non-oil sectors. Our efforts in diversifying the economy have helped the UAE register remarkable growth in the past few years and we hope to stay the course in the future.

“The UAE is well on its way to reduce its dependence on oil in the short-term future.” What is the role that leadership plays in all spheres of society in this country? The UAE Vision 2021 is built on several strategic pillars. One of key pillars is to shape the UAE into a competitive and diversified economy that will be driven by a skilled and qualified Emirati workforce. To achieve this priority we are investing extensively in our young national graduates towards integrating them into the mainstream workforce. Our leadership has implemented a great model to empower young Emiratis, and I am confident we will see the shaping of a cadre of highly capable national leaders with competencies to drive our development process forward in the 21st century. We also aim to build capacities in our young people through effective collaborations with the public and private sector partners in the UAE and abroad, as well as by adapting global experiences and best practices as required. Your Excellency, you have identified youth development as a top priority area with the UAE leadership. What are some of the key evidences of the work being done in this domain? We firmly believe that our youth are the leaders of tomorrow. Our vision is to transform our nation into a knowledge economy driven by a culture of innovation and creativity - this is in fact one of the strategic pillars of the UAE Vision 2021. Towards articulating this vision, significant efforts and the investments have been made to support entrepreneurship and the small and medium enterprise sector. The government has created forums and platforms for enabling youth endeavors, whether through funding or collaboration with like-minded entities.

The Khalifa Fund, The Dubai SME 100, the Mohammed Bin Rashid Establishment for SME Development and the Hamdan Innovation Incubator - are examples of such initiatives. In October this year, His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, announced the National Innovation Strategy with the ambitious mandate to transform our country into one of the world’s most innovative countries within seven years. The first phase of this strategy includes 30 national initiatives that will cascade across all aspects of the economy. Also, projects such as the Expo 2020, IRENA and the UAE Space Mission are also spotlighting the nation to a global audience, and bringing us international recognition. Your Excellency, how optimistic are you for the future of the UAE in 2015? The UAE is well on its way to reduce its dependence on oil in the shortterm future. The impact of the volatility of oil prices on the economy has perceivably decreased over the years, as oil is becoming less crucial to the country’s GDP. In line with the UAE Vision 2021, the country remains committed to its ongoing development and to the diversification of its economy. The positive performance of the UAE economy is set to continue in the coming years with a high growth rate between 4.5% and 5% projected for the period between 2015 and 2018. The GDP is expected to reach AED$1.7 trillion in 2018, maintaining its position as the second largest Arab economy. We will also continue to develop synergies with public and private sector organizations to facilitate businesses and drive economic opportunities.

women empowerment

CHERIE BLAIR ON WOMEN’S EMPOWERMENT Ideas and philosophies from the top.

ife of former British Prime Minister Tony Blair, leading lawyer and committed campaigner for women’s rights, Cherie set up the Cherie Blair Foundation for Women in 2008 to help women build small and growing businesses in developing and emerging markets so that they can contribute to their economies and have a stronger voice in their societies. Cherie studied law at the London School of Economics and was called to the Bar in 1976. She became a Queen’s Counsel in 1995 and in 2000 co-founded Matrix Chambers. Cherie currently also sits as a Recorder, as part-time judges are known, and is an accredited mediator. In 2007, she was awarded the Eleanor Roosevelt Val-Kill medal “in recognition of her high ideals and courageous actions”. Cherie also holds Honorary Degrees at the Open University and Liverpool Hope University. As well as fighting for human rights in her professional career, Cherie is an active campaigner on equality and human rights issues. In addition to founding her own charity, she remains closely involved with charities with a special emphasis on women and children. She is a member of the International Center for Research on Women’s Leadership Council, Ambassador for the GSMA Women Programme, Honorary Vice President of Barnados, President of the Loomba Foundation, Ambassador for Scope, Trustee of Africa Justice Foundation and Patron of a number of charities, including Breast Cancer Care and SolarAid. Cherie is also Vice-Chair of the US Secretary of State’s International Council for Women’s Business Leadership and Honorary Chair of

the World Justice Project. Cherie was an Ambassador for London 2012, supporting the bid to host the Olympics in the UK and was awarded a CBE in the 2013 New Year’s Honours List for services to women’s issues and to charity in the UK and Overseas. Under the slogan “Empowering Women, driving growth” your foundation has been an active force in developing and empowering women around the world. What are the main ideologies behind the Cherie Blair Foundation? What have been some of your most successful initiatives? The mission of the Cherie Blair Foundation for Women is to provide women entrepreneurs in developing and emerging economies with confidence, capability and capital so they can grow their businesses, create employment opportunities and, ultimately, have a stronger voice in their societies. Studies have shown that when you empower a woman, you empower an economy, and indeed a nation. This is because women invest 90% of their income back into their families and communities, which benefits both their immediate society and the wider economy. This year marks our sixth year of supporting women entrepreneurs, and I am proud to say that since I established my Foundation in 2008 we have reached well over 100,000 women in more than 70 countries across the world. We aim to provide women entrepreneurs with access to skills, technology, networks and capital – and we do this by offering a range of services, from online mentoring and training in key business skills to access to financial services via mobile technology.

I think the best way to demonstrate the success of my Foundation is to tell you about the women we work with. Take Sahar, for example, who has her own beekeeping business making honey in Lebanon, where we run one of our business training programmes. Before joining the programme, Sahar struggled with business management. Our programme provided her with an initial four-day intensive business planning workshop, followed by coaching from a specialist Business Advisor, and she is now receiving on-going business incubation support. Sahar is also focusing on improving her bookkeeping skills, developing a corporate identity and meeting with potential investors. In addition, with the support of advisors in the programme, Sahar has secured a loan so she can buy packaging materials and expand to meet increasing demand. As a result, she has already seen a 60% increase in profit – a truly impressive amount. With this she plans to repay her loan and reinvest in the business Mrs Blair, what brought you to get involved in setting up this foundation, and how important would you say is empowering and developing women for any nation? Women’s economic empowerment is vital to driving economic growth in every country in every part of the world, so of course it should be a global priority. The idea for setting up the Foundation came from the time when I was the wife of the Prime Minister. I was lucky enough to travel a lot then, both with him and by myself, and I visited parts of the world I would not normally have visited as a lawyer. I met some formidable women in senior positions in banks, for example, and others too who were setting up their own businesses and paving the way for more women to take the same path. I was also struck by the greater number of inspiring women I met who hadn’t been able yet to make that leap. These were women who were desperate for economic independence

and the ability to support themselves and their families, who wanted to gain the respect of their communities and fulfil their potential as contributors to their economy. All they needed was the right help. That was the why I set up my Foundation for Women. The world has started to recognize the important contributions that women are bringing in different fields, from politics, business and social change.? What can be done to further increase the number of woman taking a more proactive role in business, politics and social change? There is no simple solution to the challenge of bringing women into the global economy and ensuring that they can play a full role in their societies and economies. But collaboration is a crucial part of the answer. It is vital that governments, commercial organisations, NGOs and public sector players build partnerships that create the optimal conditions for women’s entrepreneurship to thrive. They need to collaborate to provide tailor-made tools and approaches to reinforce women’s capacities to start and build sustainable businesses. Technology is also a vital part of the equation – through technology we can empower women and drive growth on a global scale like never before. Your recent visit to the UAE for the Women in Leadership Forum, was very well received in this country. How would you describe the work being done in this region when it comes to women’s empowerment? With operations in all 5 continents, where would you say there is a need of strengthening your efforts for creating a bigger impact? There’s definitely a growing climate of optimism around the issue of women’s empowerment in the UAE. Emirati women increasingly own their own businesses and make up two thirds of government university enrolments. In 2012 the UAE also became the first country in the Arab region and only the second country in the world to make it mandatory to appoint women to UAE boards.

AMAL CHEBIB, FLOWER SHOP OWNER, FROM THE FOUNDATION’S PROJECT IN LEBANON IN PARTNERSHIP WITH THE OAK FOUNDATION AND TOMORROW’S YOUTH ORGANISATION.

The government realised that introducing more capable women into leadership roles in a male-dominated area would not only make companies more competitive but also encourage innovation and entrepreneurship. At last year’s Women in Leadership Forum in Dubai, I was encouraged to hear the His Excellency Sultan Bin Saeed Al Mansoori, UAE Minister of Economy, give an inspiring speech about the key role of women in the future of the UAE, and I look forward to seeing further progress on this vital issue in the coming years. As for my own Foundation, one of our key priorities for the next five years will be financial inclusion – in other words, ensuring that women have access to the financial services they need to be successful business owners. Many women entrepreneurs worldwide are unable to take out a loan, do not have access to a bank, or have a limited understanding of how finances work. That’s why my Foundation is seeking to strengthen our efforts to increase women’s access to financial services. Last year, for example, we launched an exciting new project in the UAE with our partners JP Morgan Chase Foundation and PlaNet Finance. Together we will support 100 women to grow profitable, sustainable and scalable businesses, by enhancing their skills through in-depth business training and coaching. Facilitating women’s access to capital is also a key component of this initiative and we will be building strong links with banks and other financial institutions to ensure that they extend their services to women entrepreneurs. What would your final message be to people reading this article? I would urge everyone to consider how they could make a contribution themselves towards the empowerment of women in their communities. For example, could you promote policies in your own workplace that foster women’s leadership and development, or perhaps partner with an organisation like my Foundation to help widen our reach and support even more women? After all, supporting women to thrive in the world of work drives economic growth, and brings wider benefits for all.

GROUP OF WOMEN ENTREPRENEURS FROM THE FOUNDATION’S PROJECT IN PALESTINE IN PARTNERSHIP WITH THE TRAFIGURA FOUNDATION AND NEAR EAST FOUNDATION.

“I would urge everyone to consider how they could make a contribution themselves towards the empowerment of women in their communities.” For more information about the Cherie Blair Foundation for Women please visit www.cherieblairfoundation.org.

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leadership & enterpreneurship

BREAK STEREOTYPES AND MENTOR THE NEXT GENERATION Badr Jafar. Young. Dynamic. He is the Managing Director of the family-owned 43 year old Crescent Group, generating returns mainly from petroleum, ports and logistics, but also a group of 20 companies employing over 6,000 men and women. Badr Jafar is man of action, energy and seemingly endless optimism.

adr has become an inspiration to many young Arabs as a social entrepreneur who has created partnerships with the United Nations, music moguls and Hollywood actors, to promote the arts, social growth and entrepreneurship in the Middle East through initiatives and companies like the Pearl Initiative (www.pearlinitiative.org), Middle East Theatre Academy (www.middleeasttheatreacademy.org) and Global Gumbo Group (www.globalgumbogroup. com) which runs Dubai Music Week. Born in and a national of the United Arab Emirates, son of Iraqi-born oil industrialist Hamid Jafar, Badr was raised and educated in the Emirate of Sharjah until the age of 15. He then left for Britain to attend the prestigious Eton College and followed in his father’s and elder brother Majid’s footsteps to attend Churchill College, Cambridge University where he obtained a Masters Degree in Engineering and also a Business Degree from the Judge Business School of the same institution. Professed social entrepreneur, and promoter of social innovation, Badr is now Managing Director of the family’s holding company Crescent Group, headquartered in Sharjah, in United Arab Emirates, and President of Crescent Petroleum, which his father established in the late 1960’s as the first independent and privatelyowned Middle Eastern petroleum company, working alongside his elder brother Majid who is CEO. Badr is also Chief Executive Officer of Crescent Enterprises, the Crescent Group’s conglomerate engaging in a wide range of industries globally, including in private equity, aviation, ports and logistics, as well as medical facilities.

When he was 30 years old, Badr Jafar was presented the Young CEO of the Year in the CEO Middle East Awards 2009. Today, aged 35 Badr has been recognised on numerous occasions for his business and philanthropic work including Energy Executive of the Year at the Oil &Gas Middle East Awards 2014, Male Champion of Change at the Women in Leadership Economic Forum 2014, International CEO of the Year at the Arabian Business Awards 2014, Gold Medal in the Arts 2014 by The Kennedy Center (US) , Campden Middle East Philanthropy Awards 2013 named him Philanthropist of the Year, Esquire Middle East magazine named him 2013 Entrepreneur of the Year, and the World Economic Forum in 2011 named him a Young Global Leader. LEADERS Middle East catches up with Badr Jafar to talk about his most recent business and philanthropic ventures. Apart from being recognized as a successful businessman in the UAE, you have shown to have a great passion to dedicating yourself to initiatives with a strong social component. What are some of your social and philanthropic projects most dear to your heart? I am a strong believer that one of the greatest tools at our disposal today to address some of the most pressing socio-economic challenges of our time is social entrepreneurship. As such, Crescent Enterprises has adopted a strong spirit of social responsibility throughout its operations. We have developed strategic partnerships with several social initiatives, including spearheading the launch of a dedicated regional programme with Ashoka, a global platform for social innovation, earlier this year.

My belief in the business case for good corporate governance led me to co-found the Pearl Initiative, a venture between the private sector of the Gulf Region and the United Nations Office for Partnerships, to promote a corporate culture of transparency and accountability. The Pearl Initiative is a growing network of the businesses from within the Gulf Region that have come together to drive a shared belief that strong corporate governance benefits both their organisations’ and the wider economy as we strive to create the tens of millions of jobs we need to over the next decade or so. The development of arts and culture in the Middle East is another key area of focus for Crescent Enterprises and for me personally, as I am an advocate of the power of the cultural economy as well as building cultural bridges from our region to the rest of the world. This was the basic logic behind the establishment of the Global Gumbo Group (G3), in partnership with legendary producer and my dear friend Quincy Jones whom I had the honour of meeting when I was 19. Our first project involved teaming up with 24 of the MENA region’s top artists to produce and release ‘Tomorrow-Bokra’, a charity anthem to serve as a beacon of solidarity and hope for the youth of the Arab region. The song, which was released in November 2011, debuted at number one on the charts and went on to become one of the fastest selling Arab songs of all time. The song also raised money for disadvantaged children’s arts education across the Middle East, and demonstrated the way in which art can transcend politics and enrich lives. This month at the Dubai Film Festival, we premiered ‘Bokra The Film’ - a feature length documentary showcasing the evolution of the project and the broader impact of the arts on the lives of our children, which I hope will inspire many others to support the role of the arts in the development of our youth. Another example of a philanthropic initiative in the arts is the Middle East Theatre Academy (META), established with world-renowned screen actor, director and producer Kevin Spacey and The Kevin Spacey Foundation (KSF). META is the first of its kind academy designed to introduce, influence, and nurture the youth of the region in the art of theatre, stage performance and related education. Our first academy takes place between the 10th and 26th of January in the Emirate of Sharjah, and will involve 35 youths from 11 countries across the region, the culmination of which will be a locally produced theatrical production performed publically on the evening of the 25th and hopefully go on tour shortly afterwards. The Crescent Group has been one of the UAE’s success stories. Heavily involved in oil and gas the group has now diversified into various fields. What does the future hold for the Crescent Group

within the Group.

for the years to come? Which of your businesses will represent the biggest share of growth going forward? The Crescent Group was established 43 years ago in the UAE, and is today one of the most progressive family businesses in the region. The origins of the business are rooted in oil and gas sector with Crescent Petroleum, the energy arm of the Group. Over the years, and alongside the diversification of the UAE itself, we have successfully diversified into a variety of industries and markets, cumulating in the creation of Crescent Enterprises, which actively develops and expands all other assets, investments and operating companies

Today, Crescent Enterprises has a portfolio of 20 companies employing over 6,000 men and women, extending across six core sectors including: ports and logistics, power and engineering, business aviation, healthcare, media and entertainment, and private equity. The guiding ethos of Crescent Enterprises is to provide for the long-term, providing management expertise as well as investment to build and grow our companies as sustainable enterprises. The value we bring to our ports and logistics subsidiary, Gulftainer, has resulted in it recording a 14 per cent year-on-year increase during the first six months of the year at its container terminals, and in June this year securing a 35-year concession to manage Port Canaveral’s container and cargo terminal in Florida, marking the first ever successful expansion of a ports company from our region into the USA. This wouldn’t have been possible without the extremely close working relationship between Gulftainer’s management and the Crescent Enterprises team. Given that global infrastructure spending is expected to double by 2025 to more than $9 trillion looking ahead we foresee that our infrastructure-related businesses are well positioned to drive growth for the Group. We are also exploring new sectors that we feel are currently underserved in emerging markets such as consumercentric businesses where demand is growing. A recent McKinsey report estimated that the consuming class in emerging markets will reach 4.2 billion people by 2025 and its consumption will account for $30 trillion, nearly half of the global total. With this in mind, we recently launched CE Ventures, which aims to transform ideas into viable businesses that generate a broad positive social impact. As an internal incubator for start-ups spanning a wide range of sectors and industries, it will create companies and assist them through each phase of development. CE Ventures has several companies in the development phase in the energy efficiency, cultural economy, and e-commerce spaces as well as the incubation of an industrial clothing business. Watch this space.

The UAE has been home to your family business for decades. How do you see the way the UAE is developing into the future. What would you say are some of the challenges and opportunities that the UAE will be facing.? I am a proud Emirati with both Iraqi and Palestinian heritage, born and raised in a country that serves as a shining example to the rest of the region amidst the turmoil. The UAE has developed a safe haven status that continues to attract foreign investment and encourages a spirit of entrepreneurialism and innovation. In December 2014, the UAE celebrated its 43rd National Day, which for many living in the country – including myself – prompted a nostalgic look back to the last four decades and the incredibly inspiring achievements it has made. Despite being a young country, the UAE has achieved some of the fastest growth rates in the world, with GDP rising from $1.8bn in 1971 to an expected $381.2bn in 2014. Today, it has a thriving non-oil driven economy and is a superb example of how a country can wisely use both natural resources and investment in greenfield sectors, such as banking, aviation and ports and logistics, to generate sustainable longterm prosperity for its nationals and residents alike. The UAE has a wealth of opportunities ahead as we continue to develop and diversify our economy. There is a huge amount of potential for regional companies to export homegrown goods and services, which I believe we need to see more of. Through Gulftainer’s concession deal in Port Canaveral, for example, it is passing on its decades of home-grown experience to grow and develop other parts of the world.

ful in establishing their businesses. It is imperative that leaders across the Middle East share their stories of success in order to contribute towards the development of our young women and men. I would encourage leaders from all aspects of business to look at ways in which they can help inspire and mentor the next generation of business leaders, whether it is through structured mentor programmes or their own company-led initiatives. You have been recognized by the World Economic Forum as a Young Global Leader. How important is it for this nation, or for that matter any nation, to develop young global leaders? How serious is the UAE about youth development? The Middle East is experiencing an unprecedented youth bulge. With over 30 percent of its population between the ages of 15 and 29, representing over 100 million youth, this is the highest proportion of youth to adults in the region’s history. The result of this rapidly growing population is that youth unemployment is at its highest with over one-third of young people out of productive work. The only way to tackle unemployment in the long run is through the development of entrepreneurship and the creation of more SMEs, which as we know in all developed economies are responsible for the vast majority of job creation. We must all therefore encourage our youth to develop the skills needed to start new businesses, and for this to happen we need to continue to develop and support a cohesive ecosystem that provides appropriate education, access to capital, regulatory environment, builds advocacy and mentorship programmes for this to flourish without hindrance.

One of its biggest challenges looking ahead, in my opinion, will be the localisation of the Private Sector in terms of encouraging UAE nationals to look at careers outside of the safety net of government sector jobs. Having our nationals playing a very direct and impactful role in the growth of our Private Sector is key to the development of a sustainable economy. For the purpose of our publication, LEADERS Middle East: What is the role that leadership plays in all spheres of society in this country, from business to the political landscape? Leaders across the region, in both business and politics, have the potential to play a fundamental role as role models for the region’s vast youth population through establishing best practice. I believe all successful leaders across the world have several common traits; they inspire, are able to manage resources in a sustainable manner and, most importantly, they generate high levels of trust. As the corporate world continues its path to economic recovery and the rise of social media calls for greater transparency and accountability, establishing trust amongst all stakeholders has never been more important. Mentorship is also crucial to the development of new ideas, social development and entrepreneurial ventures, which in turn leads to the creation of much-needed jobs and the development of the local economy. Regional research recently conducted by Ernst & Young suggests that 88 percent of entrepreneurs who have mentors and the right support systems have been success-

BADR WITH QUINCY JONES IN RECORDING STUDIO

GULFTAINER’S KHORFAKKAN CONTAINER TERMINAL ON EAST COAST OF UAE

There are many examples of very young business leaders across the world breaking stereotypes and establishing global businesses that positively disrupt our world – just look at the example set by young people like Facebook’s Mark Zuckerberg and Twitter’s Jack Dorsey. In the Middle East, there are many similar success stories on a regional scale but they are not celebrated enough in the same way. The region needs to break traditional hierchial structures and realise the full potential of its youth. The UAE has therefore put the development of its youth at the forefront of its economic development and is actively nurturing its talent to become our global business leaders of tomorrow. In addition, and very importantly, the country is leading the way in the region by actively working to increase female participation within management and at boardroom level. In December 2012, the Government of the UAE made it compulsory for companies and government entities to appoint women on to their boards of directors, with Sheikh Mohammed bin Rashid Al Maktoum, Vice President of the UAE and Ruler of Dubai, tweeting his ambition for women to have “a strong presence in decision-making positions in our institutions”. Other examples include the Youth Parliament in Sharjah, established by His Highness Sheikh Sultan bin Mohammad Al Qasimi, Ruler of Sharjah, which has been active for decades now, and which encourages youth to have their say on issues affecting them while instilling a sense of community and responsibility.

What does it take to become recognised as one of the UAE’s successful business leaders? What is the secret you can share with would-be young leaders? Our country and wider region is home for a wealth of talent and it is always inspiring to see entrepreneurs and business leaders achieve success on both a local and international scale. I think it is important to highlight and promote these stories within the community to encourage other young leaders to develop their own paths and take the necessary risks without fear of the consequences of failure. For this to happen, it is also important that successful leaders talk about their failures, which is nothing to be ashamed of and which we have all experienced. Fear of failure and a lack of self-confidence, in my opinion, is one of the biggest factors stopping many youths in our region from pursuing careers on their own. Although a lot of people don’t deal with failure very well, in most cases it is learning from failure that pushes one to strive to becoming successful and that it is a critical part of the entrepreneurial process. One of the biggest lessons I have learned during my career path is that you should always strive for a deep sense of purpose in all endeavours. I also believe it is important for us all to continue to challenge ourselves, constantly questioning why we are doing what we are doing in a selfless manner, and strive to be the best that we can by seeing your greatest role model as being yourself in 10 years. This way, always working on being a better you!

global pERspectives

A SYMBOL OF WOMEN’S EMPOWERMENT IN THE ARAB WORLD

Reluctant to enter the business world at first, Raja Easa Al Gurg joined the Board of Directors of her father’s company in 1989, with a determination to prove that she could be successful regardless of the fact that she is a woman or was chosen by her father.

ver since, she proved herself and became one of the most well known and successful businesswomen in the GCC, showing other women that it is crucial that all women push their own boundaries and have the will to succeed. Dr. Raja Easa Al Gurg is Managing Director of the Easa Saleh Al Gurg Group LLC (ESAG), who has achieved laurels for her stellar leadership and model of women’s empowerment under the tutelage of her father, the Chairman, H.E. Easa Saleh Al Gurg, KCVO, CBE. Today she manages the family business encompassing 23 divisions that deal in trading, manufacturing, retail, franchise and real estate.

Arabian Business 2012 Power 500 listing. Forbes International also listed her as the 4th most powerful Arab businesswoman in 2006. She has earned several other plaudits and awards in recent years. These include the Stevie Award for Women in Business in 2011 and the ‘World of Difference Award’ from the International Alliance for Women (TIAW) in 2009. Dr. Al Gurg was also selected as the figure of the month, ‘The Mother of Pearl amongst Businesswomen,’ by the Al Waref Institute for Humanitarian Studies in Washington in 2010.

Her counsel and valuable insights have significantly contributed to the growth and expansion of ESAG. Dr. Al Gurg is furthermore the President of Dubai Business Women Council, Deputy Chairperson of the Board of Directors, Dubai Healthcare City Authority, Board member of the Dubai Chamber Of Commerce & Industry (DCCI), Dubai Women’s Association. She is the first Emirati woman on the board of HSBC Bank Middle East Limited and is also on the advisory board of Coutts Bank, the wealth division of the Royal Bank of Scotland Group.

Dr. Al Gurg spends considerable time in several philanthropic, social and charitable activities, notably with the Easa Saleh Al Gurg Charity Foundation and the Al Jalila Foundation Raja Easa Al Gurg graduated from Kuwait University in 1977 with a degree in English Literature and prior to her career at ESAG, served as headmistress of Zabeel Secondary School for Girls from 1978 to 1989. In 2014 she was awarded an honorary Doctor of Literature (D.Litt.) by Amity University, India. Vision is crucial to good leadership, which requires time, effort, investment and reflection, says Dr. Al Gurg in an interview with LEADERS Middle East.

She is the Head of the Auditing Committee at the Federal Customs Authority and a Board member. She is also a member of the Board of Governors of the Hamdan Bin Mohammed Smart University. Dr. Raja Easa Al Gurg is also the Chairperson of the Board of Directors of the Al Jalila Foundation, a non-profit organisation whose mandate is to promote the UAE as a centre of excellence for medical research and education. She holds memberships at the Dubai Economic Council, Arab International Women’s Forum, National Advisory Council and College of Business Sciences. Dr. Al Gurg was ranked first in the Forbes Middle East’s ranking of ‘The 200 Most Powerful Arab Women in Family Business’ for 2014 and was also on the Forbes Middle East list of ‘The Most Influential Arab Women in Family Business’ in 2013. She is ranked fifth in the list of the‘100 Most Powerful Arab Women 2012,’ compiled by CEO Middle East; was ranked among the top 100 – 58th place in the list of the world’s most influential Arabs in the

You are recognized as one of UAE’s most successful businesswomen. Throughout your career you have combined positioning Al Gurg as one of the most important companies in the UAE but having as well important initiatives in philanthropy and corporate social responsibility. What are some of your projects most dear to your heart? At the Easa Saleh Al Gurg Charity Foundation, we have a clear and compelling vision: “To enable people in need to help themselves.” One of most important strategies of Al Gurg Charity Foundation is providing assistance to the poor and needy people from different nationalities directly from the headquarters of the Foundation. The Foundation is involved in community projects and initiatives which primarily focus on education and health. A significant portion of our educational aid is also channelled to organizations in UAE that work in the field of special needs training. Besides I am also actively involved with the Al Jalila Foundation as its Chairperson.

DR. RAJA EASA AL GURG MANAGING DIRECTOR OF THE EASA SALEH AL GURG GROUP

The Easa Saleh Al Gurg Group has been one of the UAE’s success stories. What does the future hold for the Easa Saleh Al Gurg Group for the years to come? Which of your businesses will represent the biggest share of growth going forward? The Group has a range of different product and business interests that predominantly include retail, trading, manufacturing and joint ventures. Our retail offerings encompass fashion, furniture and a range of white goods that target several customer preferences. The Group is looking to expand our retail offering within the UAE and regional through more product options and services. We are also looking to tap into the significant investment in infrastructure as there is a need for a reliable local player to meet demand for project supplies. Al Gurg FZE focuses on selling steel to Project buyers in the Construction and Oil and Gas segment. Being in Jebel Ali Free Zone allows Al Gurg FZE access to a pan GCC market.Scientechnic, one of our flagship companies has been largely involved with various infrastructure projects in the UAE. Scientechnic has been appointed as the Road Signalling System (RSG) Sub-contractor. RSG will ensure minimal or no stoppage of Transit vehicles at the intersections. The division works closely with various government entities. We are coordinating with Dubai Municipality to set up a Potable Water Dispensing System for the Dhow Wharf Development at DeiraCorniche at 18 locations. You have remained a family owned business since inception. What would you say is the importance of family owned businesses in the UAE? Family businesses, which account for some 90% of businesses in the Middle East, have a major role in the region’s growth, job creation and competitiveness. Their sustained success is key to the re-

gion’s long-term economic development. The various long term joint venture partnerships that have been forged by Easa Saleh Al Gurg Group LLC are a testament of the longevity of family businesses. The UAE’s Dh1.55 trillion economy is listed by the IMF as among the 20 largest exporters in the world. The UAE’s positive economic outlook was also confirmed by the International Monetary Fund in its 2014 report where it says the country will have a budget surplus of 6.9-10.5 per cent over the next six years leading to 2019. One of the UAE’s key challenges is to ensure that its education systemprovides nationals with the skills demanded by itsgrowing private sector, thereby helping to diversify the country’s industries. Ensuring highly-qualified Emirati workers with relevant skill sets are available in an innovative economy is crucial to the country, both in terms of capitalizing on present oil wealth and achieving its goals of long-term economic stability. The UAE government has a forwardthinking strategy that will help achieve its goals of developing a worldclass, market-driven economy, taking advantage of the stable regional environment and increased access to global markets to attract local and international private sector investment.

“We are also looking to tap into the significant investment in infrastructure as there is a need for a reliable local player to meet demand for project supplies.” 27

HIS HIGHNESS SHEIKH MOHAMMED BIN RASHID AL MAKTOUM, VICE PRESIDENT AND PRIME MINISTER OF THE UAE AND RULER OF DUBAI, WITH DR RAJA AL GURG AT THE LAUNCH OF THE AL JALILA MEDICAL RESEARCH CENTRE,

You have been a great advocate for the empowerment and the development of woman into the business community in the region. What is the involvement of women in business, and how are women taking part of business in the UAE. It is a matter of pride that the UAE is among the very few nations in the world that has announced a policy to make the representation of women in companies’ boards compulsory, which will enhance women empowerment. Over the past 40 years, women in the UAE were able to take important steps in the field of investment and entrepreneurship. They have invested in trade, banking, real estate, tourism, industrial, construction and services sectors. They also have invested AED 2.1 billion in the manufacturing sector. According to the Ministry of Economy, about half of the small-to-medium enterprise sector in the UAE is handled by women; further, 48 per cent of women business-owners are also the sole owners of their firms.Within the various organisations that I have been associated with, be it Dubai Chamber of Commerce and Industry, Dubai Business Women’s Council or the Dubai Women Association, it has been a collective responsibility to encourage greater woman participation in the economic sector.

HRH Prince Charles, Prince of Wales, meeting Dr Raja Al Gurg at the Queen’s Diamond Jubilee celebrations organised by the Oxford Centre of Islamic Studies at St. James Palace State Apartments in London in 2012.

Family businesses, which account for some 90% of businesses in the Middle East, have a major role in the region’s growth, job creation and competitiveness.

What kind of leadership is needed in the various spheres of society in the UAE? Good leadership is essential to business, to government and to the numerous groups and organisations that shape the way we live, work and play. Vision is the most important attribute of any good leader. In the UAE we are all inspired by the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum. For an able leader, vision is a continuous work-in-progress, which requires time, effort, investment and reflection. This vision provides direction, meaning and a benchmark for decision making.I equate Leadership with excellence. The goal of excellence is to do everything in your power to fulfill aspirations and dreams. Everyone begins at a different place with respect to personal attributes. When you develop and stretch those attributes to the limit, you touch the level of excellence.

global pERspectives

Ian Goldin is the Director of the Oxford Martin School, University of Oxford, and professorial fellow at Balliol College, Oxford. He has served as vice president of the World Bank and advisor to President Nelson Mandela. His many books include Globalization for Development.

RETHINKING MIGRATION BY IAN GOLDIN

e live in a dynamic age of global integration, where the reconnection and mixture of the world’s people is challenging dominant norms and practices in many societies. Disintegration and integration are simultaneous and interwoven. Cultural codes adapt. New economies emerge. Innovation prospers. Social institutions struggle to adapt.

countries that accept large numbers of migrants also typically send similarly large numbers across their borders. Migrants are uncommon people, and they often move several times in search of opportunity and safety. Viewing cross-border movement simply in terms of immigration limits a broader appreciation of how networks and economies function in an increasingly integrated world.

To many, the challenges associated with migration are characteristic of our age of postmodernism, multiculturalism, and aspiring cosmopolitanism. Some are nostalgic for an illusory past when people had more in common. Outsiders have always encountered opposition from their adoptive societies. Nevertheless, the direction of history points to the persistent expansion in the boundaries of community. Our cultural and political frontiers have gradually receded.

I question the received wisdom that an increase in the flow of international migrants is undesirable. The rapidly growing field of multidisciplinary scholarship on the dynamics, flows, and impacts of migration makes the case that current ad hoc regulations are poorly suited for a world economy that thrives on openness, diversity, innovation, and exchange.

In the current period, “migration” is defined as cross-border movement, and it has come to be seen as something to be managed—a cost to be minimized rather than an opportunity to be embraced. My view is that it is a key driver of human and economic development and that our future will be strongly influenced by policies regarding migration. How governments craft and coordinate migration policy will determine whether our collective future is defined by a more open and cosmopolitan global society or one that is unequal, partitioned, and less prosperous. Public debates about migration are limited by a lack of perspective of its historical role, contemporary impacts, and future prospects. Let’s shift discussion on international mobility away from narrow national-level immigration debates, toward a more global view of migration. The terms “immigration” and “immigrant” can obscure more than they reveal, because they imply that people move once, permanently—from outside the country to inside when migration for the most part is temporary, repeated, or circular. This perspective also ignores the dynamism of human movement:

Five Principles We propose five key principles that should guide engagement with migrants and migration by governments and international organizations: 1. Extend transnational rights. 2. Promote social and economic advancement for migrants. 3. Widen the umbrella of legal migration. 4. Combat xenophobia and migrant abuse. 5. Improve data collection. A global migration agenda need not be advanced only by official agencies. It should also include businesses, labor unions, diaspora groups, religious communities, and civil society groups. These objectives reiterate recommendations made elsewhere, and there is particular resonance with some of the proposals made by the Global Commission on International Migration (GCIM). Together, they touch on policy areas that require reform in the medium term if the ideal of freer movement will be achievable and sustainable in the long term.

DUBAI BUSINESs

ENERGISING BUSINESSES IN DUBAI Director General of the Department of Economic Development (DED) Sami Al Qamzi says newly authorised companies can start operating in Dubai immediately, provided they complete all required procedures.

is Excellency Mr. Sami Ahmad Dhaen Al Qamzi was appointed Director General of the Department of Economic Development in September 2008, and Deputy Chairman and Managing Director of Dubai Media Incorporated (DMI) in November 2012. Prior to this appointment, Mr. Al Qamzi held the position of Director General of the Department of Finance where he worked directly with the Ruler’s Court and Executive Council of Dubai to develop strategies that supported the economic and financial objectives of the Emirate. Mr. Al Qamzi started his professional career with the Central Military Command of the UAE in 1986 in a financial administrative role. In 1998, he joined Al Bayan Press as Finance Manager and in 2003 he was appointed as Chief Financial Officer (CFO) for Dubai Media Incorporated.

Your Excellency, Dubai has witnessed very growth rates over the last few years, after successfully navigating through the global financial crisis 0f 2008-2009. How would you describe the elements that have kept Dubai’s economy so strong? Dubai’s economy has indeed been resilient to external shocks. While it was negatively affected by the global slowdown it recovered in a relatively short time period and restarted growth, albeit at a slower pace, achieving on the average about four per cent annually over 2010-2014. Given sluggish growth in advanced economies and the slowdown in main emerging partner countries, this should be considered a good performance.

The following year, Mr. Al Qamzi became the Chief Executive Officer (CEO) of Al Bayan Press where he played a key role in designing a strategy that led to the re-branding of the Al Bayan newspaper.

A structural factor behind this positive outcome is the degree of economic diversification Dubai has achieved as result of more than two decades of policy focus. Contrary to the perception that Dubai’s economy was over dependent on real estate, other sectors had been gradually developed, resulting in one of the most diversified economies in the region.

Mr. Al Qamzi holds a Bachelor of Arts degree, majoring in Economics and Accounting, from the Emirates University in 1985. With a strong commitment to professional development, Mr. Al Qamzi attends a range of specialized training courses and conferences.

While construction and real estate underwent a sharp slowdown between 2009 and 2012, the dynamism of other activities such as trade, tourism and transportation and logistics has more than offset the impact of the real estate sector correction.

Mr. Al Qamzi is extensively involved in business and industry through his board affiliations. His leadership, vision and commitment to the economic development of Dubai perfectly complement his ability to lead Department of Economic Development into the future.

The government played a direct and indirect role in this success. It invested heavily in infrastructure and utilities: world-class port, airport, road network, telecommunications, metro, power and water, etc.

Sami Al Qamzi speaks to LEADERS Middle East about the strategies that have been developed by the Government of Dubai to encourage investment and business development, especially in SMEs, which currently account for 40% of the economy.

It also created and nurtured international champions in logistics and transportation, such as Emirates Airline and DP World, and engaged in other productive activities such as hospitality, manufacturing, finance and real estate.

Equally important, the government created the right business environment for domestic as well as foreign investment. In addition to a tax-free regime and competitive fees, it has strived to facilitate business start-up, streamline procedures and improve the efficiency of regulations, thus reducing transaction costs. The growing number of Free Zones has also enhanced the flexibility and options of establishing companies in a wide range of economic activities: trade, manufacturing, logistics, finance, health, IT, education and media. Thus, Dubai has drawn its economic resilience from its diversification, infrastructure and status as an international hub for trade, as well as from its openness to movements of capital and skills. Dubai is regarded as a top trade and investment destination. What makes Dubai so attractive? To be recognised as a hub requires high quality infrastructure that is comprehensive and internationally competitive. As previously stated, a relentless effort has been spent on expanding physical infrastructure and improving soft infrastructure to host a large number of firms and flows of goods and services in Dubai. An enlightened vision has laid the foundation for Dubai’s appeal as a preferred destination for foreign investment and global business. Dubai has aligned the right strategy with its geographic advantage and seized on the huge potential of international trade and investment, and flows of capital and people. It has also distinguished itself in terms of living quality among regional and international competitors. Today, Dubai is an important player internationally as a service exporter, including transportation and logistics. Still, there is a great potential for expanding trade. There are great opportunities for companies for integration in the regional and global value chain by linking up with important buyers in the chain and developing a strong capacity to respond to their quality and cost requirements. A particular type of value chain is that of Islamic products and services which have been taking an increasing importance in international trade. Companies in Dubai would also gain from prospecting fast-growing and emerging markets. Many Sub-Saharan African countries, some of which are well-endowed in natural resources, have grown rapidly in recent years and seen their demand for capital and consumer goods rise very fast. Imports of these countries are expected to grow at high rates well into the future given their inadequate logistics and domestic production capacity along with high demand for goods

and services. Dubai is well positioned to seize these new opportunities and increase its export and re-exports to these countries. Dubai’s successful bid for hosting the World Expo 2020 will have a tremendous positive impact on the future of the Emirate and further consolidate Dubai’s reputation among the leading business centres of the world. What will be the impact that hosting the World Expo 2020 will bring to Dubai? How do you envision Dubai post 2020? Expo 2020 will have substantial positive direct and indirect effects for Dubai. Hosting Expo 2020 would strengthen Dubai’s acknowledged status as a competent hub in the eyes of the local business community and potential international investors. It would send a strong signal that Dubai has the capability and capacity to organize major undertakings as it has done for almost two decades. This psychological impact should not be underestimated. As for the direct effects, we expect the increase in investment, event-related infrastructure and other activities in the years preceding and during the Expo to add around half-a-percentage point to GDP growth and more than 100,000 new jobs. As we expect the number of visitors to increase sharply during the event, sectors such as hospitality, restaurants and retail trade are to be major beneficiaries, in addition to transportation and logistics. On top of those significant effects that are expected for the years leading to Expo 2020 and during the event, there will be a more lasting impact. As visitors and businesses will have a first-hand experience of staying or conducting business in Dubai, the city will get wider publicity and international focus during the six-to-sevenmonths event, which is likely to enhance its attractiveness beyond the exhibition period. The Department of Economic Development in Dubai has always paid special attention to fostering the developing of the private sector in general and that of SMEs in Dubai. What are some of the initiatives in place on this matter? The Department of Economic Development has taken steps in recent years to streamline business licensing and reduce related transaction costs. DED has also stepped up efforts to attract foreign direct investment, promote exports and foster the development of SMEs through its specialised agencies. More recently, it has been mandated to monitor and report on Dubai’s competitiveness, and propose the most appropriate policies to improve its international economic standing. 31

Transparency and speed of administrative procedures are key to help business development in Dubai. Being responsible for business registration, DED has prepared a detailed description of over 2,000 activities that can be undertaken in the emirate. The objective is to avoid any ambiguity and unnecessary delays in registration, thereby reducing transaction costs.

DED has also introduced a new mechanism to speed up the effective start of new businesses engaged in activities that do not entail any risk for consumers’ health and safety. Once the initial administrative authorisation is granted, the new company can start operating provided it will complete all required procedures and meet all conditions within a 120-day period. DED has also been at the forefront of translating the leadership’s vision of Smart Government into concrete initiatives, such as providing registration services via smart phone applications, electronic access for consumers, residents and visitors alike, to report complaints related to their transactions and inquire about prices and sale promotions. Business inspection and monitoring of any violation of IPRs, business or consumer protection regulation have been streamlined and guided by an electronic database run by the relevant services within DED. DED is also an active stakeholder in the “My Electronic Identity” initiative, which allows companies to use a single code to access five government departments, thereby facilitating the completion of their procedures and transactions. Dubai already ranks well internationally in the quality of business environment, but is expected to rank even better in the future through such innovations and other government initiatives aiming at providing the most effective and internationally competitive services. DED supports and encourages the creation and growth of small and medium-sized enterprises, and cultivate creativity and entrepreneurship among nationals. This is indeed the ultimate objective of Dubai SME, the DED agency mandated to develop the small and medium enterprise sector. Dubai SME promotes entrepreneurs and their start-ups, guiding them through their project launch and growth journey. The agency has developed a comprehensive programme that includes governance and management, training and facilitation of access to finance which remains, as elsewhere, a major obstacle to start and grow. In 2013 Dubai SME provided consulting and development services to over 1,100 new SMEs, bringing the total number of SMEs that have benefited from government support close to 14,000. Member companies also get assistance in obtaining purchase contracts under a Government Procurement Programme (GPP). In addition, Dubai SME provides specialised training in management of specific activities, such as hospitality and retail trade and collaborates with education institutions to stimulate and instill interest in entrepreneurship early on among youth. Furthermore, Dubai SME has stimulated competition among SMEs through annual contests to select the best performing companies. It has also launched Dubai SME100, a ranking of the 100 top-performing SMEs, which are screened annually from more than 3,000 participating firms. The selected group benefits from extensive support in terms of finance, improvement of management skills and facilitation of access to international markets. How has the leadership of the UAE created a prosperous society in the UAE? Under the leadership of President His Highness Sheikh Khalifa Bin Zayed Al Nahyan and His Highness Sheikh Mohammed Bin Rashid Al Maktoum, UAE Vice President and Prime Minister and Ruler of Dubai, the country has adopted a vision of creating a prosperous and progressive society and economy. Dubai’s leadership sets the vision and the overall strategy for the emirate. It is a vision of economic and social progress that

has served as guidance and inspiration to the public sector, including the government-related entities, to citizens and to the private business sector as well. The leadership has played a pro-active role in the economic development of Dubai, which was at the outset very much against mainstream economic thinking and in favour of very limited government and reliance mainly on the private sector. However, the private sector was very much lagging behind at the early stage of Dubai’s development. The emergence of international champions such as Emirates Airline or DP World or the development of tourism in the scale it has achieved would have been possible if the leadership didn’t undertake these initiatives and mobilise citizens and businesses around them. Thus, the leadership has been instrumental in introducing progressive ideas and implementing them, even if they were not in line with initial comparative or competitive advantages. One can cite many the examples of countries that were initially much better endowed than Dubai but are today lagging behind due to lack of a vision with which citizens can identify. Still, the journey of progress is an ongoing process, requiring constant attention to new ideas that would improve efficiency and welfare. Given the rapid changes in technology and the open nature and exposure to international competition of Dubai’s economy, new ideas involve many areas: Smart Government services, Green economy, and efficient transportation, promising economic activities and quality of life in general. Dubai’s leadership has been steadfast in articulating new ideas, disseminating them and pushing, motivating and mobilising the government and stakeholders for their implementation. Your Excellency, how optimistic are you for the 2015 outlook for Dubai? I would like to emphasise that Dubai is firmly on a sustainable growth path, as the new Strategic Plan 2015-2021 convincingly points out. While new challenges emerge, the degree of diversification reached, Dubai’s proven attractiveness to business and its capacity to adapt and deal with shocks are guarantees of steady development. The drop in oil price is a major challenge as some important economic partners are impacted, with negative repercussions on their trade in goods and services with Dubai and perhaps on capital flows. Others may benefit from this drop, experience higher growth and therefore trade more with Dubai. While some external sources of growth may have already shown signs of weakness, overall growth will remain healthy. Tourism, trade, transportation, logistics and communication, which together account for more than 50% of the economy, are expected to be the chief growth drivers in Dubai for 2015. Construction and real estate are on a rebound and poised to grow much faster than in the last five years due to higher investment in infrastructure and larger demand for residential units. As we want to avoid the recurrence of volatility, the government has taken measures that would enable this sector to meet growing real demand while discouraging speculative behaviour. Social services, such as education and health, are also poised to grow fast, with demand for quality education in Dubai surpassing available capacity in recent years. Overall, we expect the economy to grow at more than 4%, which is a good pace considering a still unfavourable international environment. More importantly, Dubai will continue to draw on its fundamentals to pursue the path of sustainable development beyond 2015.

DUBAI CHAMBER

CREATING SYNERGIES FOR DUBAI’S KNOWLEDGE-BASED ECONOMY The Dubai Chamber of Commerce and Industry has over 160,000 members, and Hamad Buamim is the Chamber’s President and CEO, working to represent, support and protect their business interests in Dubai, a post he has held since 2006.

amad Buamim serves as the Deputy Chairman of the World Chambers Federation – ICC, based in Paris. He is also the Chairman of National General Insurance (PJSC), member of the Board of Directors of the UAE Central Bank, Union Properties and Dubai World. Educated in the USA, he graduated with Magna Cum Laude from the University of Southern California (UCLA) - Los Angeles in 1996 with a Bachelor of Science in Electrical Engineering. In 2002, he obtained an MBA with Honors in Finance from the University of Missouri - Kansas City. Prior to joining Dubai Chamber, he was Chairman of Emirates Financial Services and Emirates NBD Capital and Board Member of Emirates NBD Bank and Network International. Hamad has spearheaded the expansion of Dubai Chamber services, and oversaw the opening of its international branches in Baku, Azerbaijan in 2012 and Addis Ababa in Ethiopia in 2013, and added an office in Iraqi Kurdistan in 2014. In recent years the Chamber has increased ties with Africa as well as encouraged the development of the Islamic economy, organising the Global Islamic Economy Summit and Africa Global Business Forum in 2013 and 2014, and the World Islamic Economic Forum in 2014, which attracted more than 3,500 global Muslim political and economic leaders and delegates from 140 countries. With the UAE further enhancing its ranking to number 22 in World Bank’s Ease of Doing Business Report 2015 that lists 189 countries, the Dubai Chamber is playing a crucial role in strengthening the facilitation of business in the Emirate, offering a host of services such as dispute resolution (mediation and arbitration), issuing certificates of origin and ATA Carnets, and legal services. It also organizes training programs for entrepreneurs, provides credit rating services, business matching services, access to updated research and numerous reports, and other services that boost the investment environment in Dubai. Hamad Buamim talks to LEADERS Middle East about the eco-

nomic growth of Dubai, including the outlook for 2015. Dubai has witnessed very positive growth rates over the last few years, after successfully navigating through the world financial crises of 2008-2009. How would you describe the elements that have kept Dubai’s economy so strong? Dubai’s economic focus continues to be one of diversification and it has started shifting towards becoming a knowledge-based economy. It has maintained growth and added new industry sectors to its economy while focusing on traditional high-valueadded sectors of trade, tourism, logistics and financial services. These pillars are supported by others including retail, construction and real estate. With regards to high value sectors, last year Dubai’s non-oil trade grew by about 8% from 2012 to exceed AED1.32 trillion ($359 billion), which was a rise of AED94 billion on the previous year. India topped Dubai’s major trade partners with a total trade volume of AED137 billion, with China second (AED135 billion) and the US third (AED86 billion). The tourism sector saw a 10% increase in tourist numbers to 11 million, with the number of passengers travelling through Dubai International Airport rising by 15.2% to 66.4 million passengers. Dubai has been named a top destination to visit in 2014 by both the New York Times and Trip Advisor. Dubai’s Tourism Vision 2020 strategy is a bold plan to double the tourism revenue in seven years, which is going to drive new business opportunities. Aviation continued to be the strongest driver in the logistics sector, especially with the opening of the Al Maktoum International Airport to passengers last October. Meanwhile, the finance sector performed well, with a total trading volume of 127.2 billion shares and bonds on Dubai Financial Market. In equities, the DFM General Index rose 107.7% during the year, making it the second best performing exchange globally, and the FTSE NASDAQ Dubai UAE 20 index was up 86.6%.

Dubai is regarded as a top destination for investment and trade. What has made Dubai so attractive? Dubai has many advantages for business, including excellent infrastructure, world-class logistics and a business climate that is tax free and supports and protects investors. Dubai has excellent air, land and sea connectivity, not only to GCC but Middle Eastern, Indian and African markets. Dubai businesses also benefit from strong Government support and new initiatives which are strengthening protection for investors and increasing the ease of doing business. The Dubai Chamber of Commerce and Industry has grown into one of the most influential chambers in the region. What is the role that the Dubai Chamber plays in bringing the business community of Dubai and the rest of the world closer together? Dubai has a vision to become one of the world’s best destinations for business and leisure and has launched its Dubai Plan 2021 to facilitate this step. Dubai Chamber is aligned to this vision which has also helped us flourish as an organisation. There are a number of ways Dubai Chamber brings the world’s business communities together with the emirate’s vision. One is Dubai Chamber’s partnership with the International Chamber of Commerce. I sit as the Deputy Chair of the ICC’s World Chambers Federation and we collaborate on several events and initiatives. We also have good partnerships with various organisations around the world. For example, Hamburg Chamber of Commerce is a long-term partner, with whom we regularly organise the Dubai-Hamburg Business Forum and will continue to do so in the years ahead. In addition, we are also focusing on our own international expansion in key emerging markets. At present we have three branch offices in Azerbaijan, Ethiopia and Kurdistan and are about to open our fourth office in Ghana. Ghana is Dubai’s 34th largest trading partner, with non-oil trade rising to AED8.9 billion in 2013, which is a 4.7% growth in comparison to 2012. Dubai Chamber’s office will be based in the capital Accra and serve as a gateway for UAE investments in Ghana and neighbouring West African countries. We are also considering Mozambique’s potential as Africa is a major focus for Dubai Chamber moving forward given its incredible potential for business and investment. Through these offices we engage and connect with the local business community and seek to increase cooperation, partnership and two-way trade and investment.

“Dubai has a vision to become one of the world’s best destinations for business and leisure and has launched its Dubai Plan 2021 to facilitate this step”

What is the role that leadership plays in all spheres of society in the UAE? Leadership is vital to the future progress and development of the country. For the UAE, we are fortunate to have wise leaders who have a clear vision of our future progress and achievements. For 2015, the Cabinet has decreed that it will be the Year of Innovation in a plan to make the UAE a world innovative leader. This is an incredibly insightful strategy that will help support federal government efforts, attract national skills, increase distinguished research as well as boost efforts to build a national workforce who are able to lead our country towards a bright future. For business, the important role of leadership is indisputable. It is generally accepted that great leaders create successful businesses and weak leaders create companies fraught with problems.

reputation and cost savings. Changing perceptions and habits which are entrenched within an organisation has got to come from the top.It requires a clear vision, realistic goals and determination to succeed. How optimistic are you for the future of Dubai for 2015? The Dubai Plan 2021 is a clear and detailed road map that targets people’s happiness and welfare by developing all sectors of the economy. It covers six areas that will lead change namely: City of Happy, Creative and Empowered People; an Inclusive & Cohesive Society; the Preferred Place to Live, Work and Visit, a Smart and Sustainable City; a Pivotal Hub in the Global Economy, and a Pioneering and Excellent Government. 2015 will also be the Year of Innovation and this will be an important driver for the economy.

However, the situation in today’s corporate climate is far more complex than this suggests. Sustainability and good corporate governance is important as it has the potential to affect all aspects of a company’s operations. It helps boost staff morale, improves a company’s reputation and reduces operational costs. Increasingly, sustainability-related issues are having a material impact on businesses and this is making them take notice.

Smart services and new technology will also play a big role next year as well as investments in research and development. I am optimistic that Dubai is in a favourable position to withstand any external pressure and that our economy will continue to grow, supported by trade, tourism, logistics and financial services. Other high value sectors that are expected to witness robust growth and lucrative investment opportunities include the social sectors such as education and health, and services sectors such as personal, professional and business services.

A vast majority of CEOs now recognise that expectations with regards to sustainability are increasing. Pressure to act is mounting. It is coming from stakeholders, employees, customers, governments, investors, the media, and society in general. What we are seeing is that the companies, who are taking the initiative and acting assertively now, are gaining considerable benefits in terms of operational efficiency, improved

This is in addition to the ITC, technology and other knowledge intensive sectors. The trade sector also continues to be buoyant, driving growth in Dubai’s economy. Dubai business leaders’ outlook for the trade sector in 2014 is the highest in last five years, according to our Traders Outlook Survey. It indicated that 60% of traders expect market demand to be at very good/good.

interview one on one

THE POWER OF SOCIAL ENTREPRENEURSHIP Founded in 1980, Ashoka has steadily built a reputation for fostering citizen-led innovation focused on social change. The organization helped originate the concept of social entrepreneurship, working outside of the government and business sectors to find sustainable solutions for societal needs. Ashokaâ&#x20AC;&#x2122;s efforts at launching leaders in social entrepreneurship began in Latin America, Africa, Asia, and Central Europe, and have recently expanded to Western Europe, East Asia, and the Middle East. A precursor t? Web-enabled crowdsourcing tools like Kickstarter and Quirky, Ashoka is actively engaged in finding and nurturing young innovators.

BILL DRAYTON ASHOKA CHAIRMAN

ts Youth Social Entrepreneurship Competition culminated at last year’s Techonomy conference, with 19-year-old Eden Full winning the top prize for her SunSaluter solar panel technology. Techonomy’s Adam Ludwig spoke with Ashoka CEO Bill Drayton about the inspirations and aims that guide his work, and the role he sees for technology to accelerate global problem solving. What led you to start Ashoka? In 1962, when I was 19, I visited India. With introductions from people involved in the U.S. civil rights movement, I was able to visit with several of the leading Gandhians there. The hundred-to-one difference in average per capita income between America and India at the time was a stark reality for the people who became my friends there. Action was essential, and given the magnitude of the problem, it had to be significant. But as a college sophomore, I had little wealth or power. I knew that finding an approach with maximum leverage was critical. That’s when I started to realize that the most powerful force in the world is a big idea—if it is in the hands of a great entrepreneur. It’s how a very small investment can make a huge difference. Entrepreneurs almost always have to step out of existing institutions that embody old ways of doing things to build their vision. They need space to demonstrate and refine their ideas, to build an organization, and to figure out how to explain what they’re doing in ways that will cause others to follow them. A very modest stipend allows budding entrepreneurs to quit their jobs and work full-time to refine and launch their vision. Ashoka began with this concept and has evolved into a community of mutual help and collaboration that multiplies the individual entrepreneur’s confidence and strength. It’s an idea that allows us to change the world with extremely modest resources. How have you been able to make this approach successful? We’ve learned how to help hundreds of the world’s leading social entrepreneurs, working on the same problem across the globe, to collaborate. This is a giant step beyond solo practitioner entrepreneurship, and has never been done on this scale in any sector. We look across the work of hundreds of entrepreneurs in a field to identify cross cutting patterns. The old paradigm for successful growth was to master the information and the rules. In a static society that was adequate. But in a world defined by rapid and interconnected change, it is woefully inadequate. The faster things change, the less relevant the rules become. How is Ashoka engaging the influence of rapidly accelerating technology in its work with budding social entrepreneurs? Technology is extraordinarily empowering for Ashoka. Every successful organization has to make the transition from a world defined primarily by repetition to one primarily defined by change. This is the biggest transformation in the structure of how humans work together since the Agricultural Revolution. Organizations must shift away from repetitive-function hierarchies with rules and enforcement and walls. Instead, we must migrate rapidly to becoming a global “team of teams” that comes together in whatever combination necessary to add the greatest value to the changes underway. Building this team would be almost impossible without the web and its associated communications tools. Three

people in the remotest corner of the world can decide to bring change to their community, have access to all the ideas and tools available in the world, and contribute to experimentation and successful change making. Ashoka’s Changemakers pioneered open-source problem solving for the many interests involved in change making. How would you assess the impact of the Ashoka Fellows program? Ashoka has 3,000 leading social entrepreneurs, and over half have changed national policy within five years of their selection and launch. Ashoka’s Corporate Executive Board, in last year’s report, found that within the same five-year period, three-quarters of Fellows had changed the pattern in their field at a national level. In these evaluations, the Fellows overwhelmingly described Ashoka’s role as being critical to their success. One example of an Ashoka fellow bringing about change specific to technology is Fabio Rosa, whose program in Brazil cut rural electrification costs 7090%- and brought electricity to vast rural areas of that country. I know you have thought a lot about unemployment and have a specific idea for how it could be reduced in the US. Can you explain? One of the simplest ways would be to eliminate payroll taxes, which would lower the cost of labor in the US by roughly 17 percent and offset that loss of revenues with taxes on materials, energy, pollution, and land. The combined effect of these two actions would change the relative price of labor and goods by roughly 30 percent. The best estimate is that doing so would, over the course of a capital cycle, create roughly 40 million new jobs. It would do so without increasing the debt, picking winners and losers, creating a bureaucracy, delay, or corruption. Both the end and the means are acceptable across the political spectrum. Conservative economists point out that no one actually sat down and decided to increase payroll taxes from one percent to 40 percent of federal revenues. This tax-switching program would merely undo an accidental and deleterious price signal. It would be a huge political win. Older people, people with disabilities, women, young people, those who have been institutionalized, minorities, and immigrants would benefit enormously. (For more on this idea, see www.getamericaworking.org.) For half a dozen years, the world has been moving towards recognizing this needed new framework. A study of OECD countries shows that those with payroll taxes over 40% versus those with payroll taxes under 30 have an 11.5 percent smaller share of their population working. Most European governments and increasingly governments in other parts of the world are cutting payroll taxes. The IMF recommends it. Although the U.S. continues to increase payroll taxes, both parties at different times have advocated payroll tax reductions. The citizen sector and its social-entrepreneurial cutting edge are going to be key here. Even before tackling this core problem, the citizen sector is growing jobs at two and a half to three times the rate of the rest of the economy in advanced countries. That is because it is growing productivity and scale, and now globalization, at a far faster rate than the rest of the economy.

global perspectives

Jan Bladen the former Executive Advisor and Program Lead to the Abu Dhabi Global Market and founding Chief Operating Officer of the Dubai Financial Services Authority, shares his insights into the challenges faced by CEOs in the Middle East as they navigate cultural barriers, talent shortages and corporate governance in the name of growth and shareholder value.

LEADERSHIP IN THE ME ADAPT OR DIE JAN BLADEN

alent management, cost and operational efficiency, governance progress and cultural evolution are four core challenges facing any ambitious CEO in the Middle East as he seeks to unlock growth and shareholder value over the next 10 years. Add to this the continued regional geopolitical instability, the arrival of international competition, the rising cost of living implications and dropping oil revenues, and the task will challenge the leadership skills of even our most driven CEOs in the region. For State Owned Enterprises and Family Business, their task is equally challenging: Identifying the CEO who has the abilities to unlock value within this challenging environment, while accepting the businesses practices that got us to where we are now are not the business practices we need to get to where we need to be tomorrow. Organisations need somebody that can migrate and evolve family and state businesses from their current position to being world class, and to do it without upsetting the cultural applecart. Talent Management If you accept that Talent is one of the most important drivers of a successful business then ensuring you possess the right human talent may be one of the harder nuts to crack. Attracting new skilled expatriate employees to the Middle East has become more challenging as the constant geopolitical news creates an adverse image of the region, while retaining current employees in the face of the UAE’s rising cost of living (HSBC’s 2014 Annual Expat Survey highlights the UAE›s rising cost of living as a primary concern for expats) is an additional challenge for any CEO who wants to drive revenue growth and shareholder value. So how do we attract much needed talent to the region, pay above market rates, and beyond set budgets, for scarce and important talent that won›t join otherwise? And is this scarcity of talent not enigmatic when youth unemployment across the region averages 25 per cent? A recent article by Egon Zehnder explains this well, suggesting that there is simply a mismatch between the skills Middle

Eastern education systems provide and those that firms actually need. One solution to the challenge is to seek-out and train local UAE Talent and this solution is often countered by arguments around the cost of the private sector competing against Government who pay above market rates, offer shorter hours and longer holidays to local talent. But the statistics don’t lie: Nearly 50 per cent of all UAE Nationals employed in the workforce are female and the number of UAE women enrolled in higher education is 24 per cent higher than the number of UAE men. Further, 77 per cent of UAE females continue on to higher education from high school and this year alone make up 75 per cent of the student body at the national university in Al-Ain. If this trend continues then the UAE will become “An Amazon State” and any CEO worth his weight should already be thinking of how to ensure his organisation reaps the benefits of this pool of young, ambitious, Emirati female talent. In 2006, in my position as Founding Chief Operating Officer of the Dubai Financial Services Authority, the DFSA launched its Tomorrow’s Regulatory Leaders (TRL) Programme. We had recognised the opportunity to make a contribution towards the UAE’s Emiratisation initiative while, more importantly, investing in developing our own pool of young Emiratis to become leaders in the financial and regulatory sector. Some 10 years later, that programme is now recognised as an outstanding achievement and a leading example of successful private sector Emiratisation. Likewise, on my departure from the DFSA, nearly 30 per cent of the regulatory staff was highly skilled and performing Emiratis, up from none, with a large proportion of its graduates being Emirati ladies. CEOs must now recognise Emiratisation as a positive solution by creating your own development programs to produce your own pool of future expertise and talent. Possibly the number one under-utilised commodity of the UAE is local female Emirati talent.

Governance progress and cultural evolution To date, the implementation of Corporate Governance in the Middle East has not been successful, simply because it was not needed. The fact that the majority of larger organisations are either family or state owned, coupled with easily available liquidity and financing from banks, meant that there was no financial motivation to adopt corporate governance. Actually, quite the opposite; The Middle East has always treasured a certain amount of discretion, which culturally clashes with the transparency requirements of typical western corporate governance standards. According to a recent article by Mishal Kanoo (The Kanoo Group Deputy Chairman), many Gulf families are not prepped for the rigours and challenges associated with an IPO and the related governance requirements. Overt transparency along with Governmental and Regulatory Body oversight is not something your typical family businesses in the region are used to. While the family-owned structure results in greater control, it does create challenges as the business passes from one generation to another. “Western” corporate governance may therefore not be the best solution for all in the Middle East, however some form of culturally adapted corporate governance improvements need to take place, if not for an IPO, then simply to assist family-owned businesses to improve competitiveness, lower the cost of capital, strengthen operational performance, diversify their boards and improve strategy and decision making so as to counter the increased competition from global organisations entering the Middle East. Add to this the fact that international investors are willing to pay a substantial premium for well governed organisations also means that the Middle East represents a substantial source of untapped corporate wealth. Cost and Operational Efficiency The GCC’s historical high runaway growth from 2000 to 2007 was not accompanied by a strengthening of operational management practices. Quite the opposite; inadequate management practices were overloaded with ever increasing sales and revenue growth, with limited improvement in operational policies and procedure, and very few examples of economies of scale. The operational foundations were groaning and creaking under the strain and pressures, and our service quality levels plummeted. Both revenue growth and operational cost efficiency drive shareholder value, but research demonstrates that operational cost efficiency matters more. Increasing the revenue without fixing the efficiency issues has a limited impact and only further increases complexity. Cost and operational efficiency is simply the capability of an enterprise to deliver products, services and support to its customers in the most costeffective manner possible while still ensuring high quality. It is often realised by streamlining a company›s core processes, minimizing redundancy and waste, and utilising the best of its workforce and technology to achieve more with less, while also responding proactively to continually changing market forces in a cost-effective manner. The reduced internal costs that result from operational efficiency

enable a company to achieve higher profit margins or be more successful in defending and acquiring market share in highly competitive markets. Historical monopolistic practices and market protection within the Middle East region has naturally limited the need for many organisations to evolve and compete from either an operational efficiency perspective or a financial effectiveness viewpoint. Low cost of labour, with little or no tax overheads and a protected environment has resulted in many Middle Eastern organisations simply not needing to seek operational efficiencies or cost leadership positions. Our historical approach to resolving operational constraints was to take the most practical and cheapest approach at that time: simply add more cheap labour to the equation. However, more labour, with no improvement in either management structures, governance or operational efficiency, will finally lead to what economists call diseconomies of scale, - the forces that cause larger inefficient organisations to produce goods and services at increased per-unit costs. Times in the region are changing rapidly. The arrival of international competition operating with a lower weighted average cost of capital due to better corporate governance and consequently better credit ratings, will allow international players to compete with local market rates while maintaining strong margins. Even worse, these international competitors have become experts in seeking operational efficiencies and cost effective operations that deliver what the client needs, with nothing more and nothing less. As the legal and monopolistic barriers to entry shrink and international competitors learn to understand the cultural requirements of the region, plugging the operational “gap” for Middle Eastern organisations between current practices and good practices will not be easy. We will need to start by accepting that the practices that got our Middle Eastern enterprises this far in the last 20 years, will not get them through the next 20 years. This unwillingness to adapt (“we›ve always done it this way, so there›s no need to ever change”) can also be lethal: Polaroid Corporation refused to move into digital imaging until after this resistance to change had severely affected the company. By the time Polaroid finally accepted that it needed to adapt it was too late, with the corporation finally declaring bankruptcy. All other factors remaining equal, the upside to operational efficiency is a more competitive organisation that is better run, more resilient, with higher margins and generating sustained longer term shareholder value in the face of growing competition. Charles Robert Darwin (1809 - 1882) was an English naturalist and geologist, best known for his contributions to evolutionary theory and some research has suggested parallels may be draw between corporate evolution and biological evolution. Many academics have paraphrased Darwin’s work Origin of Species, as: “It is not the most intellectual of the species that survives, nor is it the strongest that survives. It is the one that is able best to adapt and adjust to the changing environment in which it finds itself.” Adapt, or die?

LEGAL

LEGAL ADVICE? THE BEST MAN FOR THE JOB Essam Al Tamimi graduated with an LL.B. from Al Ain Law School. He holds an LL.M. degree from the Harvard Law School, and is licensed as an advocate to practice in the United Arab Emirates.

FOUNDING PARTNER OF AL TAMIMI & COMPANY l Tamimi & Company has grown rapidly, and today, with over 330 lawyers and a similar number of support staff, it is the largest law firm in the Middle East, having offices in the UAE in Dubai, Abu Dhabi, Ras Al Khaimah and Sharjah. The firm also has offices in Bahrain (Manama), Egypt (Cairo), Iraq (Baghdad and Erbil), Jordan (Amman), Kuwait, Oman (Muscat), Qatar (Doha) and Saudi Arabia (Jeddah and Riyadh) This takes the firms total to 16 offices in nine countries spanning the region.

Take me to the very beginning; what made you choose law specifically? I have no idea! Being a lawyer didn’t cross my mind. I had little understanding and knowledge of the law and if I go back and really think about it, I was probably influenced by a movie or by some book. Once I was travelling and I picked up a book about Abraham Lincoln. I didn’t know he was a lawyer – perhaps this inspired me? If you look at me and my colleagues in this community we are the first generation of lawyers. It’s not like our father or grandfathers were lawyers.

Essam has over 28 years experience in litigation and dispute resolution in the UAE and other GCC countries and is one of the region’s most respected litigators.

But it has been a very interesting journey. I had a very basic high school education, minimum education in terms of history, mathematics and so on. I was not one of the best students, out of 43 students in the classroom; my grades were placed at number 40. I just barely made it through each year, but again that was the culture. However at Al Ain University, it was a totally different story and that’s where I connected with law. In the four years I was there, I got straight A’s. I liked the subjects and am now living it and this has been my profession and my enjoyment for the last 31 years.

He is also the Founder of Al Tamimi Investments. He continues to play an active role by being involved in early stages of investments, building on established relationships as well as actively participating in CSR initiatives of the Al Tamimi Investments group. Essam gained his undergraduate degree in the UAE before attending Harvard Law School in the USA; bringing with him experience in all manner of business entrepreneurship. Essam has acted as counsel and sat as arbitrator at a number of disputes regionally and internationally. He is currently on the ICC Court, Chairman of the ICC Arbitration Committee, and the president of the Arab Users’ Council of the LCIA. He is actively involved in the development of arbitration laws in the region and for the training and development of arbitration in the UAE and the region. His practice focuses primarily on local and international clients in shipping, banking, intellectual property, construction and commercial litigation. Essam has published a number of articles and books on litigation and arbitration in the UAE and setting up business in the region. He has received the Gulf Legal Lifetime Achievement Award for outstanding contribution to the Gulf Legal Market. We want to take our readers to the very beginning, how you started from school, going to Al Ain University and of course going to Harvard.

Tell me about the transition to Harvard University. Tell me about your experience.? Harvard was a totally different experience. I was the number one student at Al Ain University and was honored by Sheikh Zayed for being the number one student in class on graduation. I still display the trophy he awarded me in my office today. But going to Harvard was a totally different ball game. The way of teaching was totally different, the law was common law, the language was challenging. I arrived there thinking too highly of myself - thinking I was number one in the class and I was going to eat them all alive at Harvard University. I had a total setback and was quite depressed for 3 months, because it was just totally different. But it was a lesson for me and one that I communicate to all graduates coming from law school in the UAE into law schools around the world. I arrived at Harvard with the impression that I had it all, that I had learnt everything. I became the commander of law. Yet at Harvard, the teaching method was totally different. 43

What they taught us there is that there is nothing called a command, everything is subject to change and everything is subject to interpretation, so there is nothing actually fixed. As a coin with two sides to it, so was the law. However when I came out from law school here in the UAE, I only knew one side of the coin - the other side didn’t exist in my world. That was a big shock to me but reflecting on this, it is one reason for me having been so successful. What were some of the key challenges that you faced? I mean growing the business to where it is right now? Opening regional offices and trying to market and manage things remotely has been challenging. But with the challenges came new ideas and it became apparent that we had to change our approach moving forward. We hired good people to manage the firm. As I mentioned to you before, the book I read from Abraham, said “I work slow but I never take a step backwards” so we had times in our offices where we worked very slowly but we also never took a step back and we continue to work, we continue to move forward. Another big challenge for me on a personal and professional level is the need to bring in partners to a business that you’ve started and that you own. You have to let go and this skill of letting go is an art, you either have it or not. I never thought I had it. It’s just through training and through seeing the benefit of having a partnership that I was able to let go a lot of the firm and there is no way I could have grown the firm to where we are today on my own. And it is only due to the help of my partners, our team and to those who joined me 25 years ago that we are what we are today. And that is what is important – important for the firm and especially important for our clients. I know international expansion is definitely in your plans, you’ve got quite an aggressive international expansion plan. Tell me about where are you going? It’s a story of two falls and we need to be very careful about it because once you expand you stretch yourself thin and our model is not just about having a name plate on the door. The service we offer clients has to be consistent across offices and across practices. Our vision, is to be in every single Arabic speaking country. However our focus for the next year or so is consolidation and ensuring the offices we’ve recently established are settled and doing well. With the unrest in the region, we will revisit our expansion plans when the time is right and hope we can be involved in contributing to the re-building of the economies that have been affected by the Arab Spring. I know corporate responsibility and charity and giving back is such a huge topic and it’s something that you are very passionate about. Tell me about some of the activities you are doing in terms of giving back to the community.? We have an active trainee program at Al Tamimi and at any one time, can have a number of lawyers from around the world working with us as part of this program. We also have a very active pro-bono team led by one of our partners with the objective to provide pro-bono services to the community where we have a presence – primarily for people who cannot afford legal services. We also work with a number of charitable organizations by either providing legal services pro-bono or by coordinating charitable activities with them. It’s important to me personally and to the firm and underlies what we are about. Through your private company, Al Tamimi Investments, you also have a program called the Big Start? Do you want to tell me a little bit about that? This is an initiative that I took on at a personal level. It’s a beautiful

project. I Amongst the student population in the UAE, I have seen so much talent, motivation and energy and the Big Start gives applicants the opportunity to take their ideas further. We work with most of the universities in the UAE and identify a few students who we educate on areas like how to develop a business plan or how they can budget, strategize, build up financial backing and then we offer them the opportunity to present a business idea to us. We have had over 100 applications which are then cut down to 40, 10 and then the last four are closely reviewed by a committee with the winner having the opportunity to execute the idea with my financial support. Dubai has played such an important role in your personal success and in general. Tell me about your love for the city? Dubai has proved me and many others wrong because it’s growing faster than any of us could have imagined. Dubai has been a wonderful success story which would be hard for any other city to achieve. The DIFC is a good example. It is very unique. Many countries have tried to develop similar projects to the DIFC, but they did not have the courage or the tools to implement their plans. The DIFC Court speaks foreign languages, applies foreign law as well as local law, and is now globally recognized. Dubai has had the ability to attract top talent because of what it offers beyond the professional opportunities. We have excellent education facilities, good healthcare and it’s a safe place to live. I am very proud to be a part of it. Every leader has had to sacrifice something. Tell us what are the sacrifices you had to make along the way? I have had to give up a lot of hobbies, as I have been very busy with work but at the same time I have not compromised on my children and family. I attend many of their school activities and just love being with them. I try not to compromise my weekends; it will be a very rare occasion where I will actually have to work on the weekends. Your Definition of Success? In my opinion, it is to be very creative and to be able to provide a client with solutions. Clients are not interested in knowing about Article 5 or Article 10 - that doesn’t matter to them. They come to us looking for legal solutions that are simple. Providing clients with a solution and being creative is the heart of me and my profession.

ONE ON ONE WITH H.E. ỌBASANJỌ Oluṣẹgun Mathew Okikiọla Arẹmu Ọbasanjọ, born on the 5th March 1938, is a former Nigerian Army general who was President of Nigeria from 1999 to 2007. A Nigerian of Yoruba descent, Obasanjo was a career soldier before serving twice as his nation’s head of state, as a military ruler from 13 February 1976 to 1 October 1979 and as a democratically elected president from 29 May 1999 to 29 May 2007.

s a young man of 21, he enlisted in the Nigerian Army in 1958. He trained at Aldershot, and was commissioned as an officer in the Nigerian Army. He was also trained in India at the Defence Services Staff College, Wellington and at the Indian Army School of Engineering. He served at 1 Area Command in Kaduna. Promoted to Chief Army Engineer, he was made commander of 2 Area Command from July 1967, which was redesignated 2 Division Rear, and then the Ibadan Garrison Organization. He was also trained in DSSC, Wellington. In the 1999 elections, the first in sixteen years, Obasanjo decided to run for the presidency as the candidate of the People’s Democratic Party (PDP). Obasanjo won with 62.6% of the vote, sweeping the strongly Christian Southeast and the predominantly Muslim north, but decisively lost his home region, the Southwest, to his fellow-Yoruba and Christian, Olu Falae, the only other candidate. 29 May 1999, the day Obasanjo took office as the first elected and civilian head of state in Nigeria after 16 years of military rule, is now commemorated as Democracy Day, a public holiday in Nigeria.

during this period was highly regulated and artificially high. Nigerian importers paid local currency equivalent to the central bank through their local commercial banks but during the oil glut period of 1982-86 when foreign exchange was scarce the central bank did not have enough foreign exchange to pay for current imports. This resulted in short term foreign trade payment arrears. Short term trade arrears averaged about US$3.0 billion each year between 1983 and 1986 when the new military government of General Babangida floated the naira and imports were thereafter paid for on a current basis. Nigeria stopped accumulating short term foreign trade payment arrears beginning from 1986. Before then yearly accumulation of around US$3.0 billion created the foreign debt for Nigeria. LEADERS Middle East caught up with President Obasanjo, during his visit to the UAE for the Knowledge and Skill Forum, held in Dubai on the 15th-16th of March 2015.

Obasanjo spent most of his first term travelling abroad. He succeeded in winning at least some Western support for strengthening Nigeria’s nascent democracy. Britain and the United States, in particular, were glad to have an African ally.

What is the current political situation in terms of leadership in West Africa? Leadership matters as well as institutions and organizations, so when you ask whether any large city or any human community particularly in our countries if leadership is a problem I would say to a large extend that it is a leadership problem.

Before Obasanjo’s administration Nigeria’s GDP growth had been painfully slow since 1987, and only managed 3 per cent between 1999/2000. However, under Obasanjo the growth rate doubled to 6 per cent until he left office, helped in part by higher oil prices. Nigeria’s foreign reserves rose from $2 billion in 1999 to $43 billion on leaving office in 2007.

There has always been some people that are fundamentalists and we have them in all religions and they are not limited to a particular religion, I don’t think that by itself is a problem but its what they do either because of real grievance or injustice and that is a issue of leadership and government.

He was able to secure debt pardons from the Paris and London club amounting to some $18 billion and paid another $18 Billion to be debt free. Most of these loans were accumulated from short term trade arrears during the exchange control period. (Point of correction). Most of these loans were accumulated not out of corruption but during a period 1982-1985 when Nigeria operated exchange control regime that vested all foreign exchange transactions on the central bank of Nigeria. The naira exchange rate to the US dollar and other major currencies

Given that Nigeria is heading towards elections what do you have to say on the current position of your country? The good thing about democracy that we are trying to practice in our country is that the people have a choice to bring about change, a change of policy, a change of direction or an alternative where the people bring about a change of regime or personality and I believe that when the election comes in less than two weeks from now it will bring a change, either a change of policy, change of direction, regime or personality.

You have mentioned in your speech the long-term routes of terrorism and the things like policy and literacy and long-term solutions will also be improved in education and jobs. In the short-term, what do you think the response should be? In the short term I think we have to apply two things, we have to apply the stick and we have to offer the carrot. The stick would be the military and the carrot would be where we have failed in the area of development particular in education and employment. We need to keep focus on the further development of education and an increase of employment within the country as well as maintain a strong military force. You talk about the issue of leadership what can African leadership lend to this crisis given that this problem has been going on for a long time, why are not other former heads of state or other influential people lending their support to resolve the problem? I have always maintained that the political leader must first of all give good governance in all ramification and that is very important in order to have the people believe in your honesty and trust. You canâ&#x20AC;&#x2122;t not have corruption and expect people to feel happy. You have to be honest to the people and tell them the truth. How are world leaders thinking in the direction of countering fundamentalism effective solutions to countering radicalism? There is nothing that you can do to change the mind of a fundamentalist regardless of their educational background. The story of religion has nothing to do with your beliefs Can you tell us how you can make sure that students in school are no longer a target for terror?

This new phenomenon of attacks on schools is a new development of people that have felt deceived or real injustice within the community that they are in or within a larger nation and then they decide to protest violently against the rest of the community and not just against those that are responsible. National leaders, international leaders, international communities have to attend to those who perceive grievances and in justices. Are you saying that through education that policy makers have to counter terrorism and if so what is the right educational approaches that we can use.? I am one of those who believe there must be the right religious and moral training in schools because there is no religion that teaches you to go and kill your fellow human beings. There must be religious training, moral education, civic responsibility, teaching tolerance, teaching diversity, as this is part of what God has created. We must have learnt and accept that we all are different and have different views and opinions on a variety of topics but the fact that we do not have the same views on different topics should not make us enemies. These are some of the things that we should be teaching in schools. How differently would you want the government to react to the abduction of the school girls? What is important is for us to prevent the recurrence of the situation. I feel if the government had reacted immediately perhaps we would have been able to rescue a lot more girls than those that were able to escape. This is the lesson that needs to be learnt hereâ&#x20AC;Ś immediate action needs to take place to rectify a wrong thing that has happened.

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infrastructure

FAST TRACK DUBAI Infrastructure in the Emirate is developing at a pace; in a generation, Dubai has gone from camels and dhows to boasting the busiest international airport in the world and the world’s longest metro. What next for this super city, as it prepares to build an airport capable of handling 200 million passengers a year? A generation ago, Emiratis rode camels to travel long distances across Dubai. Today’s transport options include a metro, tram, bus and taxi services, and an upcoming canal, while future plans will see some 300 million passengers flying into and out of Dubai’s airports a year. How things have changed in just a matter of years.

“Thirty years ago I used to ride a camel to go see your uncle Abdullah.Son, I have no idea what your future is going to look like.”

he Roads and Transport Authority (RTA), founded in 2005, is the backbone of the city’s infrastructure, responsible for the planning and implementation of transport requirements for the emirate. The Dubai Taxi Corporation offers a fleet of nearly 4,000 cars working 24-hours a day, seven days a week. The Dubai Bus fleet has more than 1,500 buses offering routes covering 85% of Dubai’s urban districts via a network of 17 bus stations and 2,000 bus stops. Launched in 2009, the Dubai Metro is a driverless, fully automated metro rail network offering two operational lines (Red and Green) with expansion plans to take the system out to Dubai World Central in time for the World Expo 2020. Dubai also boasts various water transport modes, including traditional abras, the Dubai Ferry and water taxis, with more set to come online with the launch of the Dubai Canal in 2017. According to the RTA, the first half of 2014 saw 262 million passengers take to public transport, compared to about 165 million passengers during the same period in 2013. In the air, Dubai is also an indomitable force. Emirates Airline has played a central roll in the development and global growth of Dubai. Paired with Dubai Airports, the two have made Dubai a global hub for aviation. DUBAI TRAM Dubai’s newest transport option, launched in November 2014, The Dubai Tram offers services along Al Sufouh Road from Dubai Marina to the Burj Al Arab and the Mall of the Emirates, interchanging with several Dubai Metro stations, as well as connecting to the Palm Jumeirah monorail. The first tram to be developed outside Europe powered by ground electric cables, the initial and second phases of the Dubai Tram extend 14.6 km along Al Sufouh Road. The entire tram network will span 17 stations when fully operational. The Dubai Tram is also unique for its use of platform screen doors, which are synchronised with the opening and closing of the tram doors in order to provide additional comfort, safety and security to riders, as well as maintaining the efficiency of the air-conditioning of the stations and carriages. The tram fleet comprises 11 trams under the initial stage, while 14 trams will be added in the second stage to bring the total to 25 trams. At its launch, the Dubai Tram had a capacity for 27,000 riders, but this will rise to 66,000 riders by 2020, when the city welcomes the World Expo. In September 2013, the RTA contracted Serco to operate the Dubai Tram for 75 months in a deal worth AED105 million, Meanwhile the project’s construction contractor, a consortium made up of Alstom and Besix, will be responsible for tram system maintenance for a period of 13 years. DUBAI METRO The Dubai Metro was inaugurated on September 9, 2009 at precisely 9pm. The service operates two lines and a network of 47 stations across Dubai. Reportedly the world’s largest driverless rail network, Dubai Metro has transported more than 330 million passengers since its launch. Dubai Metro has a capacity for 13,000 passengers per hour, offering services as regularly as every three minutes during peak hours. The system currently operates with 56 trains. With the city gearing up for Expo 2020, plans have been mooted to extend the service to 70 stations, taking the metro out to the Expo 2020 site. Expansion plans may also include services to Dubai Festival City, Dubai International City, Dubai Academic City, Ras Al Khor and Silicon Oasis. By 2020, the Dubai Metro could have a total length of 110 km.

DUBAI CANAL A new tourism and leisure landmark is carving its way through the city. The Dubai Water Canal is being built at a cost of AED 1.7 billion. Set for completion as early as 2017, the Dubai Water Canal will offer an array of water transport options in the emirate, as well as shopping, hotels, restaurants and housing along a 3 km route linking Business Bay with the Arabian Gulf. The Dubai Water Canal Project is being built in three sections. The first comprises the construction of bridges across the Water Canal on the Sheikh Zayed Road, while the second sees the construction of bridges across the Water Canal on the Jumeirah and Al Wasl Roads. The third, and final, section will include the excavation of the 3.2 km-long canal, landfill works of the central island, constructing a sea wall around the island to prepare the sand beach, building a marina for boats and the Waterbus, and constructing three pedestrian bridges over the canal to link the Jumeirah Beach Walk with Safa Park Walk. The RTA already has Waterbuses in operation on the Dubai Creek and the Dubai Marina. HIGH FLIERS In terms of international infrastructure, Dubai leads the world. Its Dubai International airport became the busiest airport in the world by international passenger traffic last year. In 2014, Dubai International welcomed 70.5 million passengers, up 6.1% compared to 2013. However, the airport has even more ambitious plans, with 100 million passengers a year the target.

This year will see Concourse D added to Dubai International. The new facility will serve more than 100 airlines and increase the airport’s capacity to 90 million passengers a year. Concourse D is one component of the SP2020 Masterplan for Dubai International, announced by Dubai Airports in 2011. It includes the refurbishment of Terminal 1 and the expansion of Terminal 2 to double its capacity. All works are scheduled for completion in 2015. Dubai’s second airport, Al Maktoum International at Dubai World Central (DWC), has even greater plans. Its 2050 Masterplan, unveiled in late 2014, includes an AED120 billion expansion of the facility to ultimately accommodate 200 million passengers a year, making it the biggest airport project in the world.

area of 56 km2.

The first phase includes two satellite buildings with a combined capacity of 120 million passengers annually and the ability to accommodate 100 A380 aircraft at any one time. It will take between six and eight years to complete. The entire development will cover an

With passenger traffic expected to reach almost 100 million at Dubai International by the end of 2020, the further development of DWC will be a vital step towards providing the necessary facilities to accommodate passenger and cargo growth in the decades ahead and pave the way for Emirates to relocate their intercontinental hub operations to DWC by the mid-2020s. With Dubai’s aviation sector expected to support more than 322,000 jobs and contribute 28% to Dubai’s GDP by 2020, Paul Griffiths, CEO of Dubai Airports, has described the new airport as a vital investment in the future of Dubai.

LE MERIDIEN AL AQAH BEACH RESORT T +971 9 244 9000 lemeridien.com/fujairah

IGNITE INSPIRATION Explore the endless opportunities to unwind and relax in style at Le Méridien Al Aqah Beach Resort. Fujairah offers rich cultural traditions and contemporary luxury. Just 90 minutes from Dubai, you enjoy all of the seclusion and privacy your heart desires. The resort is only 50 kilometers from Fujairah City and within easy reach of the area’s unique attractions, including ancient fjords, palm groves, hot springs, and historical landmarks. All sea view rooms • One of the largest swimming pools in the UAE • Watersports • Diving • Penguin Club • Teens club • Choice of 9 restaurants and bars • Spa Al Aqah with Ayurvedic centre • Safaris and mountain excursions • Boat and dhow trips to Musandam • Chartered fishing trips For more information or to make a reservation, visit lemeridien.com/fujairah or call +971 9 244 9000

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leaders & thinkers

LINCOLN, EDISON AND EINSTEIN ON INNOVATION BY LORENZO JOORIS. EDITOR IN CHIEF LEADERS & THINKERS OF THE MIDDLE EAST

“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise -- with the occasion. As our case is new, so we must think anew, and act anew. We must disenthrall ourselves, and then we shall save our country.” President ABRAHAM LINCOLN, annual message to Congress - Washington, D.C. - December 1, 1862

t is incredible to think that President Lincoln was already talking about change, innovation and reinvention in the 1800’. We tend to think of stormy presents in today’s world where is difficult to keep up with the pace of technology. Thomas Edison invented the first electric bulb as we know it in 1878. What could possibly be seen as a chaotic present where there was no electricity, where air travel did not exist, and mobile communications where difficult to imagine. The same will be for those looking back on us in the year 2100 looking at the internet as we see electricity of the 1880’. Edison was born in Ohio in the USA in 1847. At school his teacher thought his ideas were crazy and that he might have a learning difficulty. After that, his mother taught him at home. He was full of curiosity and she encouraged him to learn things for him-

education and human resource development policies require rethinking. The fast pace of change, an ever developing information age, is bringing a new paradigm on how nations encourage and promote innovation and creativity. Human capital theory views education and training as an investment that can yield social and private returns through increased knowledge and skills for economic development and social progress. The economic argument in favor of knowledge-based education and training is linked to the perceived need of the global economy. It is based on the assumption that economic growth and development are knowledge driven and human capital dependent. Successful innovation requires an abundance of talent and an environment to support it. Few students emerge from secondary or tertiary education with a strong appreciation of the value of innovation in commerce and its contribution to building economic wealth. Employers also cite the general dearth of graduates across many disciplines with the requisite knowledge, skills and attitudes for taking innovative approaches to problem solving. A kid entering the schooling system today will graduate in the year 2024. The top ten in demand jobs in 2012 - Did not exist in 2005. We are currently preparing kids at school for jobs that don’t yet exist. Albert Einstein on Crises “Let‘s not pretend that things will change if we keep doing the same things. A crisis can be a real blessing to any person, to any nation. For all crises bring progress. Creativity is born from anguish, just like the day is born form the dark night. It‘s in crisis that inventive is born, as well as discoveries, and big strategies. Who overcomes crisis, overcomes himself, without getting overcome. Who blames his failure to a crisis neglects his own talent, and is more respectful to problems than to solutions. Incompetence is the true crisis. The greatest inconvenience of people and nations is the laziness with which they attempt to find the solutions to their problems. There‘s no challenge without a crisis. Without challenges, life becomes a routine, a slow agony. There’s no merit without crisis. It‘s in the crisis where we can show the very best in us. Without a crisis, any wind becomes a tender touch. To speak about a crisis is to promote it. Not to speak about it is to exalt conformism. Let us work hard instead. Let us stop, once and for all, the menacing crisis that represents the tragedy of not being willing to overcome it.”

self. Thomas Edison is one of the greatest inventors in history and was responsible for more inventions than any other inventor. He created the first research laboratory, which he called The Invention Factory, probably one of his greatest achievements. Altogether he took out patents on 1093 inventions. Taking in consideration that the pace of change multiplies as time passes, we can’t even begin to imagine what the year 2100 will bring; the same way Thomas Edison wouldn’t believe what we have created through his light bulb. In the information age, knowledge is power. Education is recognized as being the single most important path to development and to limiting poverty. With knowledge replacing physical and natural resources as the key ingredient in economic development,

After centuries of lying dormant, information is now considered to be a wealth generator, not just in terms of contributing to economic performance of the organization, but as a major contributor to new servicebased and knowledge based industries. The information society now creates one out of four new jobs and the number of job vacancies is increasing. The winners will be those who are willing to devote the time and intellectual energy necessary to understand and influence the forces that are shaping the future of the knowledge society. This is why, in a society of the future, education will play an essential role in creating the new way of life specific to knowledge and learning based society. The introduction in the educational system of new teaching techniques is a prerequisite to national economic and cultural success, as well as to increased economic competitiveness. Increasing the population’s level of education will also create a more stable labor market, by decreasing overall unemployment. It is well known that well educated individuals have a higher participation rate on the labor market.

“A successful modern economy is founded on a strong scientific base that has the ability to convert scientific research and knowledge into products and services.” Bill Gates 55

Leadership

Nicolai Tillisch coaches boards and executives and is the author of the bestseller Effective Business In The Gulf. He is based in Dubai and heads the leadership consulting firm Dual Impact.

WHAT MELODY IS YOUR EXECUTIVE ASSISTANT HUMMING? BY NICOLAI TILLISCH

any leaders have very good reasons for accompanying their movements around the corporate headquarters with the theme song from Jaws, since threats are an integral part of their management style. Steven Spielberg’s 1975 film would never have been as memorable without the repetitive use of a score that eats its way inexorably into the audience’s psyche. Jaws made generations of movie watchers fear sharks, even though they only account for a handful of deadly attacks worldwide each year. Your local highway can easily surpass that track record and should frighten you much more. Meanwhile, tourists are still gripped by panic when the Jaws shark makes its mechanical jump out of the water at Universal Studios in Hollywood. Management by threat is in no way limited to the regular booing of the lowest performer in Japanese sales organizations. The implicit theme song: “If you are the worst performer among us, then we will all humiliate you.” Half a millennium ago, Niccolò Machiavelli advised that “it is far safer to be feared than loved”. One of the most celebrated management gurus of our time, Jack Welch, practiced something called “Rank and Yank” during his reign at GE, the famous U.S. conglomerate, where employees’ performance was rated annually, and the bottom 10 percent were laid off. The theme song: “If you are not delivering results every single year, then you’re fired.” In management research, Harvard professor John P. Kotter’s most famous study concluded that you should start any successful change effort by creating a sense of urgency. This insight has motivated herds of executives to compose their own variations on frightening if/then scenarios. We live with threats every day. Even decent parents with lovely children often state that if they do not eat their dinners, they will not get the much desired dessert. So why don’t all business leaders order their assistants to hum the Jaws theme or, for that matter, the opening of Beethoven’s fifth symphony?

Good old threats simply seem to be going out of fashion within management. GE started phasing out Rank and Yank shortly after Welch retired. It’s not only that Generation Y would just jump between jobs more frequently if they perceived more problems than opportunities. An increasing body of research shows that fear makes us all dumber than we are, both individually and collectively. We are hardwired to react just like the tourists who have paid $92 to get into Universal Studios and now momentarily fear being eaten by a well-known film character. Surprises make us react faster than we can think, while sustained fear suppresses our ability to act rationally. The aggressive and autocratic behavior associated with threats makes it difficult for direct reports to relate to their manager and complicates team play among them. There is solid empirical evidence that leaders thereby diminish their effectiveness. Furthermore, most professionals are smart enough to know that they risk getting fired if they do not do their job. Briefly mentioning this in standard job contracts is adequate for most employers and employees. So should your assistant sing Louis Armstrong’s What a Wonderful World or Pharrell Williams’ Happy when you come through the office? It could probably do wonders–at least, temporarily–for leaders who are out of touch with their organization. You don’t need to go soft, however, just because you refrain from threatening your way through the workday. The opposite of threats is not promises: in many regards it is trust, which comes with its own obligations. When you, as a leader, trust your key people, you implicitly expect them to perform, which in turn requires them to dare. Yet they will never perceive you as trusting them unless you also care about them. When you care for the people who dare for you, you are playing with a powerful source of motivation. You should pay much more attention to this delicate balance than the song your assistant chooses to hum.

A TIME FOR HEROES

BY ADAM LENT

e’re not putting this back in the bottle [...] The open world is bringing empowerment and freedom.” The Canadian businessman and writer Don Tapscott is optimistic about digital technology’s potential and, in particular, the transformative possibilities it offers to the people he calls the Net Geners. Tapscott has carried out large-scale studies on the attributes of a cohort that is also known as Generation Y or the Millennials: roughly speaking, those people who are now in their 20s and 30s and have grown up in the digital age. He concludes that they tend to place a high premium on selfreliance and education, are broadly tolerant of difference, are open to collaboration and understand the need for civic responsibility. This echoes the work of US historians William Strauss and Neil Howe, who have identified generational archetypes – prophet, nomad, hero and artist – that repeat themselves every four generations. For Strauss and Howe, the Millennials belong to a hero generation: they experience proactive – rather than reactive – parenting, come of age at a time of societal shocks and, by responding to these, evolve into ‹young adults›. They become institutionally powerful in mid-life, focused on the external world and finding solutions to contemporary challenges. Some argue that generational analyses of this sort are limited or that these accounts are distinctly North American. There is no broad consensus on the particular characteristics of the Millennials, nor does everyone agree with the positive reading of newer technologies. Indeed, this cohort has been variously labelled narcissistic, cynical, hedonistic and brand obsessed. Some see the impact of social media and a searchengine culture as alienating and distracting, reducing our capacity to think deeply about the world. What does seem clear is that recent decades have seen a technologyenabled shift akin to the revolutions wrought by mass production in the first half of the 20th century and by flexible production in the second half. A world of innovation and enterprise is emerging, thanks to a new openness driven initially by the spread of Web 2.0 and, increasingly,

by rising consumer expectations of evergreater control over the products and services they purchase. In the new business paradigm, companies are learning that they cannot create productivity, market share and innovation by keeping a fierce hold on processes and information. Only by giving customers, citizens and external experts access to these processes, and allowing them to participate in their design, can organisations match the speed and complexity of their sphere of innovation. How else do we explain the spiralling interest in 3D printing technology, which gives consumers the power to manufacture goods using open-source software? Or the fact that one of the most potent sources of information in the world is an online, freely available encyclopedia written by its users? This transformation thrives on the resourcefulness, the willingness to engage and the spirit of entrepreneurial collaboration of the millions of people who were once regarded as passive customers or ignorant service users. It is in these very qualities that we find the second reason for optimism. What begins to emerge is a picture of a generation that is more comfortable with taking risks and whose appetite for enterprise is both driven and hampered by economic circumstance. Through research, engagement and practical innovation, the RSA,s project seeks to understand how we can harness and enhance this promise and capabilities and the contribution they will make to pulling us out of the current crisis. As Tapscott argues, unless we understand the Net Geners, we cannot begin to understand the future or how they can shape our world.

“Now, more than ever, we need young people to use their collaborative and technological skills to overcome economic challenges and help shape a more prosperous future.” 57

women empowerment

A STRONG VOICE IN WOMEN’S ARAB LEADERSHIP Considered to be one of the most powerful women in the Arab world, Haifa Al Kaylani is the Founder Chairman of The Arab International Women’s Forum (AIWF). Before setting up AIWF Mrs Al Kaylani was the President of the Federation of International Women’s Associations in London. She is also a former Vice President and current Board Member of The Women’s Leadership Board at Harvard University.

he was named one of the hundred most powerful women in the Arab World on the Power 100 List 2013, compiled by Arabian Business Monitor. In the same year, Mrs. Al Kaylani was inducted by the Centre of Economic Leadership & Development in Nigeria into The Global Women Leaders Hall of Fame as a distinguished achiever and symbol of female achievement globally. She received The Excellence in Life Award presented by The Global Thinkers Forum in Dubai in December 2014. Furthermore she was presented with an Award for an Outstanding Contribution as a Women Leader of Palestinian Origin and was honored by the Qatari Businesswomen Association with an Award for her contributions to the growth and development in the Arab region. She was named one of the 20 leading Muslim women in the UK in The Equality & Human Rights Commission Muslim Women Lists 2009-2012 and received the United Kingdom Muslim Woman of the Year Award in 2013. Haifa Al Kaylani was also the recipient of the Global Inspirational Leadership Award 2013 and was honored for individual achievements as a role model such as an award for the role of women in Emerging Economies by the Georgia General Assembly. Haifa Al Kaylani was named as one of the “21 Leaders for the 21st Century” by Women’s eNews of New York in 2006. She was recipient of the 2008 World of Difference Lifetime Achievement Award presented by The

International Alliance for Women. Haifa was born in Palestine and was raised and educated in both the UK and Lebanon, where she studied Economics at the American University of Beirut and later returned to earn a Masters degree in economic development. She also completed a Diploma in the same subject, at Oxford University, and then took up the post of junior economist for the United Nations for a period of 2 years. Leadership, achievement and success on par with men are not easy for a woman in the Arab world. Haifa Al Kayani shares her views with LEADERS Middle East about the challenges faced by Arab women in the workplace, the policies needed for their empowerment and the work and home life pressures that a woman needs to overcome. Mrs. Al Kaylani, for the last 13 years you have campaigned for greater gender equality and economic opportunity for women in the Arab world. Do you feel that Arab governments, private sector and regional development groups are doing enough to promote women’s empowerment and entrepreneurship? According to the 2013 Global Competitiveness Report, more women in the MENA intend to launch new businesses compared to men – more than in any other region in the world. And in the same report, we find that women in the MENA region are more innovative than men, with 23% of female entrepreneurs marketing an innovative product or service (compared to just 18% of men).

Recognizing the exciting potential for women entrepreneurs to stimulate economic growth, boost regional productivity and create muchneeded jobs, Arab leaders and economists are beginning to fully acknowledge the important role that women play in the region as business owners and develop the skills, rights and freedoms of women entrepreneurs. Thanks to significant investment in education in the Arab states and the narrowed gender gap in the last two decades, we have been witnessing a new, empowered generation of Arab women entrepreneurs with a strong, proven appetite for expansion, poised for leadership like never before but in need of the capital, information and training to grow and lead their businesses. AIWF believes that entrepreneurship is key to this process. Currently, women run only one of every four start-ups overall in the Arab world, according to the Global Entrepreneurship Monitor’s 2012 Women’s Report. At start-up competitions, a third or more of the entrepreneurs often are reported to be women. At the MIT Enterprise Forum Arab Startup Competition, 48% of the 4,500 teams included women. Achieving the advancement of women’s participation in the political, economic and social spheres in the Arab States requires interventions at all levels, from reform of traditional legal and justice systems and the creation of a conducive policy environment based on international women’s rights norms and instruments, such as the Convention to Eliminate All Forms of Discrimination Against Women (CEDAW) and the 1995 Beijing Platform for Action. The private sector has a critical role in creating a fair and supportive environment to support young women entrepreneurs, helping them to develop their access to resources, knowledge, capital, networks and mentors. The media also has an important role to play in transforming cultural biases and fighting back against misconceptions in the international marketplace about the skills and capacity of young Arab business leaders by promoting the region’s many success stories.

A study by the World Bank on women entrepreneurs in the Middle East and North Africa (MENA) debunks the myth that women-owned businesses are small and lowtech. It reveals that they are as fast-growing, technologically savvy and connected to global markets as companies owned by men. You have promoted the belief that “a society cannot truly prosper without utilizing the resources of its women..” How has your own experience as a woman, an economist, a mother, wife and prominent role model for Arab women, shaped this belief? As an Arab woman, born in Palestine, raised in Lebanon, and educated in England, I spent years travelling the globe, accompanying my husband Former Ambassador of Jordan to Tunisia and India before settling in the UK in 1976. During that period I witnessed first-hand the positive, tangible impact of bridge building and innovative collaboration in a truly international context. My advice to young women is threefold: firstly, I believe that with knowledge comes better understanding. I truly believe that, wherever we come from in the world, we have much more in common than what divides us. Prejudices often arise from ignorance. I am, therefore, a great believer in education and cross cultural understanding. Secondly, I believe in action. We need to combine what we have learned with our work. We must apply our knowledge and skills to good ends. Thirdly, I believe in giving. I grew up with highly educated, loving and giving parents. They led by example, and I learned from them. I am the eldest of 4 sisters and we were brought up to seek education at the highest level and also we were encouraged to enter the workforce and acquire financial independence. My late husband, with whom I have had the privilege to share 41 years, was of the same mindset, highly educated, hard-working and a great giver. He supported and inspired me. So my advice for young women is: pursue your education, never stop learning, combine what you have learned with your work, and try to make a difference in your immediate family and wider community.

AIWF CHAIRMAN, MRS HAIFA AL KAYLANI AND MR OMAR FARID, PRESIDENT PEPSICO MIDDLE EAST & AFRICA WITH THE RT HON ALDERMAN FIONA WOOLF CBE.

Working with Arab and international women leaders from a wide range of sectors, all of whom had achieved personal success in their fields, I moved to establish a Board of Directors for what would become the Arab International Women’s Forum. These remarkable women were all keen to join me in efforts to encourage, help and mentor other women to realize their potential and become empowered to make a significant contribution to their economy, their country and their society.

rates for women throughout the region are now higher than those of men, and education statistics for women and girls show substantial gains in primary, secondary and tertiary enrolment, with women outnumbering men in higher education and accounting for up to 75% of students enrolled in colleges and universities in the Arab world. For example, women in Kuwait, Qatar and Saudi Arabia constitute 67%, 63% and 57% of university graduates respectively.

Together, we launched the Arab International Women’s Forum in the spring of 2001 as a not for profit, non-governmental, non-political organization that serves as a powerful platform for Arab women.

The number of women holding ministerial-level positions and other roles in public life has also increased in the last decade, which has seen more women exert a strong, positive and lasting influence on their communities by taking on prominent roles as decision-makers, participating in their economies and societies as educators, professors, university deans, businesswomen, journalists, judges, lawyers, media figures, bankers, medical professionals, scientific researchers and government ministers.

My personal mission has been to encourage a greater cultural understanding between Arab and international communities, supporting a strong role for women in that process. This is a critical time in the Arab region, a time of great challenges but also a time of many opportunities. Every country in the region faces a long and uncertain few years ahead, but there are unprecedented opportunities for women to claim a critical role in shaping the frameworks that will set legal, political and social precedents for the decades to come. Already, there are signs of progress, and we must acknowledge these successes, move them forward and ensure that momentum in the region is not lost. An increasing number of women are becoming leaders in the Middle East, in government, private sector and civil society. Do you believe that women have become more accepted in leadership roles? What is the greatest challenge for a female leader? The achievements of Arab women in the last fifteen years are truly remarkable and are a testament to the investment in education by Arab governments. We see more Arab women serving in company boardrooms, political cabinets and the regional and global media than ever before. Literacy

HE RABIHA DIAB, MINISTER OF WOMEN’S AFFAIRS IN THE STATE OF PALESTINE, PRESENTING AN AWARD TO, AIWF CHAIRMAN, MRS HAIFA AL KAYLANI IN MAY 2013 AT BIR ZEIT UNIVERSITY.

The Boston Consulting Group estimates overall wealth held by women in the MENA region at $500 billion, while MEED, a Middle East business media company, estimates wealth managed by women in the six GCC countries alone at $385 billion. AIWF continues to pursue with confidence its enhanced Programme launched in 2011 during our highly successful 10th Anniversary Commemoration for ‘’Building Bridges, Building Business: Emerging Economies, Emerging Leaderships’’, and is reinforcing its commitment to promoting the role of women and youth in the Arab world. A key focus is on formulating a viable roadmap for sustainable development in the region, emphasizing the importance of education, leadership training, capacity building and self-development for women and young citizens in Arab and emerging economies. The ultimate goal is for women to be more accepted in leadership roles regionally and internationally.

QATAR NAVIGATION

QATAR SAILS AWAY Sheikh Ali bin Jassim Al Thani is the Chairman & Managing Director of Milaha (formerly known as Qatar Navigation). Since his appointment in 2009, he has overseen the merger of three major Qatar-based maritime players – Qatar Navigation, Qatar Shipping and Halul Offshore – to form a multi-faceted shipping, maritime services and logistics company, Milaha.

ith his extensive experience in strategic mergers and acquisitions, he is now driving Milaha’s transformation and ambitious growth agenda to become a globally recognized player. After receiving a Bachelors of Science degree from Portland State University in the US, Sheikh Ali started his career at the Ministry of Finance in Qatar as a financial analyst in the Investment Bureau. In 1992, he was given the responsibility for managing direct investments on behalf of the Investment Bureau, which was later transmuted into the Qatar Investment Authority (QIA). Sheikh Ali is currently a Director at QIA and also Vice Chairman of the Board of Directors of Housing Bank for Trade and Finance and a Board Member at United Arab Shipping Company. As Qatar’s oldest national shareholding company, Milaha has a rich history: The country’s first shipping agent in 1957, granted the country’s first ever commercial license. Today, Milaha is a diversified holding company with core interests in maritime transport and logistics. Established in 1957, as the first public shareholding company registered in Qatar, Milaha has quite an interesting history. What would you say are some of the most important milestones of Milaha since inception? Since its establishment under the name of Qatar National Navigation & Transport Company in 1957, we have been pioneers in the industry whether in terms of being the first shipping agent in Qa-

tar or as being the first public shareholding company in the country. Since then, we have gone through multiple stages of rapid, yet calculated, advancement which started with the start of our operations in Dubai in 1978, followed by the inauguration of the first integrated ship repair facility in Qatar in 1982. In 1991, we achieved another milestone by launching Qatar’s first service center for marine suppliers, engines, and equipment. Later in 2000, Halul Offshore Service was founded as a joint venture between Qatar Shipping and Qatar Navigation. More recently in 2005, we became the largest shareholder in Qatar Gas Transport Company (Nakilat), which owns the biggest LNG fleet in the world, thus making us an integral part of the LNG supply chain for the State of Qatar. We later acquired Qatar Shipping and Halul Offshore Services in 2010 leading up to the strategic transformation and launch of the new Milaha in 2011. As the Gulf countries continue to diversify away from oil and gas. What is the impact you are witnessing in nontraditional oil and gas logistics that used to be the bulk of your business? Milaha is a firm believer in the Qatar National Vision 2030, which was put forth by His Highness the Father Emir Sheikh Hamad bin Khalifa Al Thani, and is now carried forward by His Highness the Emir Sheikh Tamim bin Hamad Al Thani. One of the main pillars of this vision is a diversified economy that gradually reduces its dependence on hydrocarbon industries but uses the competitive advantages provided by these industries to expand.

Diversification into related supply chains is at the core of our strategy with our company comprising five different units -- Milaha Maritime and Logistics, which manages Doha Port among other operations; Milaha Offshore; Milaha Gas and Petrochem; Milaha Trading, which covers maritime equipment sales and servicing; and Milaha Capital, which includes real estate assets and developments. In the future, we are planning to focus on the container business in addition to chemicals and gas. And we have two mixed-use real estate developments under construction in a high-profile area in Doha. The logistics and transport sector has become very competitive in the Gulf over the last few years. What makes Milaha a strong contender within this sector? Our strongest advantage is our ability to provide synchronised, endto-end solutions to our customers in an environment of increasingly de-linked supply chains. With a portfolio of business units that are each strong in their own right but also work together synergistically, we have built a strong regional reputation that is based on our long-standing relationships with some of the biggest energy, energy-related companies, and shipping lines. Furthermore, being based in Qatar offers us a strategic advantage as the country is steadily becoming more significant in the global arena, and this will continue to enhance Milaha’s opportunities to go beyond the region. In addition, our financial strength and stability, backed by our strong human capital gives us a significant leg up as we continue to explore opportunities to grow and expand. In 2011 Milaha went through a complete rebranding and transformation exercise. What is the reason behind this new image the company has established? Following the acquisition of Qatar Shipping and Halul Offshore Services in 2010, we started thinking of ways to become sustainable and immune to the changing business cycles of the shipping and maritime industries. Additionally, it was important to rally all our people across the various business units, some of which were “new” in the group, behind a shared vision of the future. We were also looking at creating a brand that encompassed not just our existing markets but also markets outside the region. The new brand acknowledges our strong local foundations while promising an ambitious and confident shift to a more global and

customer-oriented mindset. As a company, our primary goal is to serve our customers, whether local or global, in the best possible way that we can as a group, not as individual businesses. And Milaha gave us the umbrella brand to rally behind. As a recognition of the successful rebranding, we, along with our brand agency, Bellwether, received a total of 11 awards at the 2014 Transform MENA awards ceremony, including ‘Best Overall Visual Identity,’ ‘Best Creative Strategy,’ and ‘Best Visual Identity for the Industrial Sector’. Since you took office as the new Chairman in 2009, you have overseen the merger of three important Qatar-based maritime players – Qatar Navigation, Qatar Shipping and Halul Offshore – to form a multi-faceted shipping, maritime services and logistics company, Milaha. Where do you see Milaha in the next 10 years? In recent years we have seen just about the worst downturn ever in the global shipping markets which contributed to many of our peers and competitors going under or having to undertake significant restructuring. During this time, we have managed to continue to grow our bottom line each year. This is because our success is conditioned on our diversity, versatility and ability to weather and even thrive in conditions like this. Since our early years, we have been creative and pioneering in the way we evolve, adapt, and proactively anticipate market needs and changes. I see us continuing to do so in the next 10 years as we seek to grow our fleet, further diversify our portfolio, and consolidate our local market share while using that as leverage to reach new markets as part of our vision of becoming a globally-recognised player in the shipping and maritime services sector. It is not only about growth. Simultaneously, we will continue to further solidify our foundations and focus on making our operating model as efficient as possible. On that, we have begun the execution of a five-year technology master plan to drive cost efficiencies in a number of core business activities and provide more transparent and efficient corporate support services. I have faith in our solid foundation and our ability to grow despite the volatility and cyclical nature of our core businesses. The only way to go for Milaha is forward and up.

management

UNLEASHING THE FULL POTENTIAL OF THE BRAIN Professor Tony Buzan is the author over 140 books that have appeared in 40 languages on Mind Mapping, memory, speed reading, creativity and innovation, thinking, inspiration, genius, leadership and the brain. He is one of the world’s most effective public speakers – acknowledged by Forbes as in the top five speakers today, and has acted as Dean of the Renaissance Leadership Academies of Prince Philipp of Liechtenstein and President Vicente Fox of Mexico.

e has lectured on Mind Mapping and Global Mental Literacy in 79 countries, working with schools, universities, and multinational corporations. Buzan has also taught, over the decades, Olympic athletes, majorly in the sports of rowing, boxing, and swimming. Professor Tony Buzan was specifically invited by King Hasan II of Jordan, from amongst all the world’s leaders, educators and thinkers, to address a conference of Nobel Laureates in Petra 2008. He holds the Torrance Test accolade for the most outstanding results in Creative Thinking. Above all he is the Inventor of Mind Maps, the system of creativity and note taking which has swept the educational establishments, corporate boardrooms and government cabinet offices of the world. With over 40 years of research on the mysteries of the brain, Tony Buzan has helped hundreds of millions of people around the world to develop and refine techniques for creative thinking, enabling them to use their brains to their full potential; to ‘awaken the brain’ and unleash the creativity of the Intellect. His organization, Think Buzan, offers accredited ThinkBuzan Licensed Instructor training courses to build a network of highly specialised experts in Mind Mapping, Memory and Speed Reading techniques. The ThinkBuzan accredited training courses, which Professor Buzan leads, 64

bring practical skills to delegates all over the world including individuals from FTSE multinational corporations, leading global universities and Government departments. He launched his own software programme to support Mind Mapping called iMindMap in December 2006, which has enjoyed widespread adoption as a business tool, within global organisations such as Disney, Microsoft, NASA and the United Nations. What began as a study technique has developed into a versatile thinking tool with applications ranging from business analysis and project planning to delivering presentations. Professor Buzan is also a published and prize-winning poet, with the world of poetry already engaged with his Structure in Hyperspace and eagerly awaiting his Homeric and Daliesque Epic, “Aman”. He has been nominated for The Nobel Peace Prize, won countless leadership awards from governments, corporations and educational institutions, and has visited 79 countries in his quest to bring about Global Mental Literacy and educate - via The Butterfly Universe Project - the millions of children of all creeds, gender, race and physical or mental ability across the planet—and beyond! Here he explains what a Mind Map really is and how it helps a leader to BE a real Leader.

Mr. Buzan, what is ‘Mind Mapping’ and how did you develop this technique? A Mind Map is a powerful graphic technique which provides a universal key to unlock the potential of the brain. It harnesses the full range of cortical skills – word, image, number, logic, rhythm, colour and spatial awareness – in a single, uniquely powerful manner. In so doing, it gives you the freedom to roam the infinite expanses of your brain. The original concept of Mind Mapping stemmed from my desperate need for help in university! I began to experiment with memory techniques and used them to create something more interesting and more stimulating than the typical, linear, word-based, monochromatic (and therefore boring!) mind-numbing notes. How does the iMindMap app work? The creation of the iMindMap software in 2006 by myself and Chris Griffiths, with his team, took Mind Mapping to a whole new level – it was the first software product to combine successfully the organic nature of Mind Mapping with the freedom of technology. iMindMap was designed to work in unison with the way the brain processes information, so that users could create beautiful Mind Maps that are based on nature and its organic structures. The partnership meant that the human brain could now more easily and naturally explore the limitless possibilities of human thinking and global communication. How can Mind Mapping help in strategic thinking and management roles? When it comes to implementing a strategic thinking process, it’s crucial to see the ‘whole picture’ (the Gestalt or ‘global image’). Mind Maps consolidate large quantities of data into manageable chunks of information so that you get a bird’s-eye view of any problem or plan. A Mind Map will perfectly display your ideas which enables you to evaluate effectively and refine them to come to a complete, informed and valuable decision and thus reach successfully your objectives. In terms of management roles, Mind Maps will assist you to allocate more intelligently daily tasks, priorities and deadlines while team task planning, as well as when longer term planning. Mind Mapping is an effective tool for planning and managing projects, as it will guide you how to take every step of your thinking process, from the initial brainstorming stage, to collecting and evaluating information and turning those ideas into actionable tasks. The ‘whole picture’ that a Mind Map provides, will help you spot any of the gaps in your thinking. With your Mind Map you will see every detail. In your experience, do effective leaders need to develop good memories and improve brain efficiency, or do they need only good diaries, smart phones and staff to remind them of priorities and agendas? If you think about the greatest leaders in history, such as Alexander the Great, Julius Caesar, the Duke of Wellington, Sun Tzsu, as examples, it is clear that leadership is predicated on a wide variety of qualities. Leadership is not simply efficiency, communication, and good time-keeping; it has to be inspirational. Leadership involves creativity, mental stamina and, when developing a personal relationship with those who follow you,

a good and functioning memory. Thus, Julius Caesar was able to remember the names of all the centurions in the ten legions under his command. Think of the morale-boosting effect before a battle, if your sub-commanders can be praised and encouraged by name. A more mechanistic and utilitarian approach to leadership converts into a sterile automatism which negates the vibrant personal relationships which exist in superior chains of command. Since great memory and great creativity are linked, it is necessary to cultivate both qualities. The Mind Map is the tool for that cultivation. What is your advice for someone with the ‘mental block’ that people experience when they cannot think of a good idea or solution when they need one fast for a business proposal, creative pitch or crisis solution? The normal human brain does not naturally block. Brains block either when they are traumatised physically or traumatised socially / educationally. When the brain is mal-trained, it is trained to use antithetical, unnatural and non-brain friendly, non-thinking tools. The Mind Map overcomes and eliminates the occurrence of ‘mental blocks’. My advice for overcoming a ‘mental block’ when you need a solution fast, is to create two fast Mind Maps. For the first Mind Map, use keywords outlining what you know about the situation, everything you need or want to achieve and the resources you have had at your disposal. This should only take a few minutes and will provide you with a clear and structured overview of the facts on one piece of paper. Then, create a second Mind Map to start brainstorming ideas for a solution, using your first Mind Map as a reference. The radiant nature of a Mind Map helps to stimulate more ideas, with keywords stimulating further associations and connections. Think naturally and the Mind Map will help you capture everything that pops into your head. Take a short break away from your desk and the Mind Maps in order to let it all incubate. Once you are back, review the ideas on your brainstorming Mind Map to see what works and what can be developed into a winning solution. Mind Maps are the ideal thinking space when you are looking for clarity and inspiration. What do you think is the future of Mind Mapping and the use of the human brain? The human brain is the result of millions of years of evolution. It is the most complex structure in the known universe. Its thought patterns are essentially infinite. However, although the brain is born with limitless capacity, it is everywhere in chains, encumbered by arid educational systems and industrial age learning mechanisms. The Mind Map is the revolutionary liberator which allows the brain to develop, flourish and take flight with the multi-dimensional, multi-ordinate and multi-hued potential with which it is endowed. In summary, the Mind Map makes your thinking more clear, more memorable, more structured, more defined, more discriminating, more creative, more fun, more enjoyable, more neuron-stimulating, more brainwave-harmonising, more relaxing and less stressful, more brainfriendly, more learning-how-to-learn-orientated, more multiply intelligent, more peaceful, more innovative, and more FREE! 65

HEALTH

LARGEST HEALTHCARE FREE ZONE WITH FURTHER EXPANSION PLANS.

AL RAZI MEDICAL COMPLEX COVERING 463,984 SQ FT, AND ONE OF THE BIGGEST MEDICAL COMPLEXES IN DUBAI HEALTHCARE CITY, WAS CONSTRUCTED IN 2006.

Marwan Abedin is the Chief Executive Officer of Dubai Healthcare City (DHCC) and serves as Executive Director and member of the Board of Directors of Dubai Healthcare City Authority, the legislative body of the free zone. With expansion plans underway to cover 19 million square feet of wellness concepts in Phase 2, DHCC is recognized as the world’s largest healthcare free zone. The current operational Phase 1, dedicated to healthcare and medical education, covers 4.1 million square feet. The Emirati CEO drives DHCC’s vision to position itself as an internationally-recognized location of choice for quality healthcare, wellness, and medical education and research.

e is responsible for spearheading expansion, contributing to the development of the health sector and implementing the Dubai government’s medical tourism initiative. Prior to his appointment in September 2012 by the Chairperson of Dubai Healthcare City Authority Her Royal Highness Princess Haya Bint Al Hussein, Marwan held key positions in the UAE finance industry for more than 15 years. Over the course of his career, he was the CEO of the Dubai Financial Support Fund, an entity formed under Royal Decree, leading operations in collaboration with its Board of Directors and the Supreme Fiscal Committee. He was the Director of Debt Management at the Department of Finance – Government of Dubai, responsible for treasury and debt issues of public sector entities and liaising with the government’s Legal Affairs Department. In March 2012, he was nominated as Member of the Board of Directors of global property developer Emaar Properties PJSC by the Crown Prince of Dubai Sheikh Hamdan Bin Mohammed Al Maktoum. He is a member of the Board of Directors of Al Jalila Foundation, a not-for-profit organization under Royal Decree, and Awqaf and Minors Affairs Foundation (Amaf), a Dubai government department responsible for the legal supervision over the Awqaf, its care and investment, as well as the wellbeing of minors. Marwan serves as committee member of the Bretton Woods Committee, the US-based nonpartisan network of prominent global citizens in Washington DC, and of the Association of Corporate Treasurers (ACT) - Middle East, the leading body for treasury and finance professionals. He is also a member of the Economic Club of New York, the premier public forum in the US. He was the first UAE national to qualify as the General Securities Registered Representative (Series 7) by largest independent securities regulator in the US - the Financial Industry Regulatory Authority (FINRA), previously the National Association of Securities Dealers (NASD). Marwan has earned a Bachelor of Economics and Political Science from Wake Forest University, North Carolina, US. He enjoys photography and is an aspiring art collector. As one of the top medical tourism centres and most developed healthcare markets of the Middle East, the UAE’s health market is expected to reach $8 billion by 2015 of which $6 billion will be outpatient and $2Billion inpatient. Since 2013 projects for a number of specialist hospitals have started across the UAE and are expected to complete by 2016, worth nearly AED 1billion (USD 272million). In addition, a dedicated 200 bed psychiatric hospital for patients in Dubai and the northern emirates will also be built at a cost of around AED 600million (USD 163million). The number of hospital beds in the UAE is estimated to reach 10,562 in 2015 from 9,574 in 2010.

The Dubai Healthcare City is home to more than 130 medical facilities including hospitals, outpatient medical centers and diagnostic laboratories with more than 4,500 licensed professionals. Located in the heart of Dubai, DHCC comprises two phases. Phase 1, dedicated to healthcare and medical education, covers 4.1 million square feet, and Phase 2, which is dedicated to wellness, will cover 19 million square feet. Development in Phase 2 is underway.

expected to be open for application in September 2015. Product – Healthcare services can be compared to a product. To be competitive, it must stay relevant to meet market demands. In other words, innovation to improve healthcare delivery; we achieve this through strategic partnerships.

Launched in 2002 by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, Dubai Healthcare City (DHCC) is a free zone mandated to meet the demand for highquality, patient-centered healthcare. Dubai has gone a long way in terms of the development that has taken place in the Emirate’s Health sector. How would you describe its evolution over the last few years? I believe for a healthcare sector to survive and grow it needs integral building blocks from hard and soft infrastructure to policy and regulation. The growth of Dubai Healthcare City, the largest healthcare free zone in the world, validates how these building blocks have spearheaded progress. To explain, I would like to use the analogy of the five P’s in healthcare development. Patients - A formidable challenge for Dubai and the UAE is to reverse the outbound medical tourism trend. DHCC is improving healthcare provision for residents and overseas patients. As of December 2014, 1.2 million patient visits were recorded; 15% of patients were medical tourists. We hope to push this figure higher through our strategic partnerships and collaborations with stakeholders in the government. People - We need to address the shortage of local healthcare talent. Towards education and research, our dedicated academic complex the Mohammed Bin Rashid Academic Medical Center is building capacity and advancing medical education in the region. For example, the Khalaf Ahmad Al Habtoor Medical Simulation Center within MBR-AMC trained more than 1,400 multidisciplinary healthcare professionals in 2014. We also in 2014 announced the establishment of the Mohammed Bin Rashid University of Medicine and Health Sciences, which will offer undergraduate and postgraduate programs; its dental college is already operational, and its College of Medicine is

all crucial.

Price – We expect the phased implementation of mandatory health insurance in Dubai and the regulation of healthcare insurance premiums to ensure market stability and sustainability. Policy – When healthcare is no longer confined to geographical borders, a healthcare system has to meet the challenges of policy and regulation. Factors of accreditation, medical visas, and follow-up care, among others are

Overall, we speak of DHCC’s development through phase 1 which is home to over 130 medical facilities including hospitals, medical centers and diagnostic laboratories, and more than 180 non-clinical facilities; and through our expansion into wellness through Phase 2, currently under development, will bring preventative care and wellness concepts to the fore. Progress for DHCC is based both on strategic partnerships and stringent regulations. What is the current capacity at DHCC and what potential for growth do you still have? From a specialty perspective, DHCC has 90 plus specialties. We recognize capacity gaps such as oncology. Towards this, our business partner Mediclinic City Hospital will complement measures to increase capacity in cancer care and provide the latest diagnostic technology. The expansion will see therapeutic modalities for all types of cancer introduced. Healthcare expansion is in the planning stages. To name a few upcoming projects: Dr. Sulaiman Al Habib Medical Center expansion - 170 beds. Medanta Hospital - 250 beds. Mohammed Bin Rashid University Hospital (MBR-UH) - 400 beds. In tandem, the number of healthcare professionals is on the rise. As of 2014, we licensed more than 4,500 professionals. In terms of patient visits, we crossed 1.2 million patient visits. We are also seeing increased interest from wellness providers to set up in Phase 2.

ALL BUILDINGS IN DUBAI HEALTHCARE CITY FOLLOW THE STIPULATED FIRE SAFETY REGULATIONS; ANNUAL SITE ASSESSMENTS AND EMERGENCY PREPAREDNESS TESTS ARE JOINTLY CONDUCTED WITH THE RELEVANT AUTHORITIES.

DHCC is investing heavily in its education offering with an ultimate goal to provide medical education and CPD programs across the spectrum of healthcare profession. What are some of your initiatives in this regard? CEO: The establishment of the Mohammed Bin Rashid University of Medicine and Health Sciences (MBR-UMHS) is in line with Dubai Healthcare City Authority’s strategy to develop sustainable medical capabilities in the UAE and the region. Through this world-class facility, Dubai Healthcare City aims to address the need for quality medical education closer to home. The MBR-UMHS has under its umbrella the College of Dental Medicine, which is already operational. The College offers six postgraduate programmes, accredited by the Ministry of Higher Education and Scientific Research (MOHESR), in collaboration with the UK-based Royal College of Surgeons of Edinburgh (RCSE). The College of Medicine for undergraduate medical students will open for admissions in September 2015. Over the next five to seven years, we aim phased additions of colleges in different specialties, including Allied Health Sciences, Nursing, Midwifery, Public Health and Pharmacy. The Mohammed Bin Rashid Academic Medical Center is DHCC’s dedicated academic complex. It has collaborations with the Royal College of Surgeons of Edinburgh (RCSE), Royal College of Surgeons in Ireland (RCSI) and American Heart Association, among other healthcare and academic institutions. In addition to the Mohammed Bin Rashid University of Medicine and Health Sciences, it is home to Al Maktoum Medical Library, and the Khalaf Ahmad Al Habtoor Medical Simulation Center, which has high-fidelity patient simulators to help health professionals continue to develop their technical and non-technical skills. The Simulation Center (KHMSC) is the first state-of-the-art comprehensive training facility in the region. In 2014, 2,120 multidisciplinary healthcare professionals were trained from January to December, bringing the total number of trainees to 2,908 since its opening in November 2012. In 2014, DHCC signed 22 Memoranda of Understanding (MoUs) with Siemens, Cambridge University Hospital, GE Healthcare,

City University of London, UAE Ministry of Health, Higher Colleges of Technology, and Dubai Medical College for Girls, Julphar and Higher Colleges of Technology. The MoUs further medical education and technical training. How well is Dubai regarded in the region in terms of the quality of healthcare services offered? Dubai is undoubtedly a regional healthcare leader that caters to local and foreign patients alike. The medical tourism sector in Dubai is growing steadily reaching US$ 1.69 billion in 2013 from US$ 1.58 billion in 2012. (Alpen Capital). Dubai has all the elements that patients traveling from abroad seek – skilled and specialized physicians, world-class infrastructure, stringent regulatory environment, ease of travel and hospitality and entertainment options. A Dubai Healthcare City survey last year - representing a sixmonth period beginning January, showed that 48 per cent medical tourists come primarily from the GCC; 32 per cent from the wider Arab World; 26 per cent from Eastern and Western Europe; and 23 per cent from Asia. The three most popular procedures were first, infertility treatments, second, cosmetic treatments, and third, dental. In the same survey, DHCC-based physicians reported that 80 per cent of medical tourists come to Dubai for quality of care; 61 per cent for the city’s experienced physicians, while 48 per cent highlighted the availability of specialist treatments. What would you say are the challenges ahead for Dubai’s healthcare sector? The rapid growth of the medical sector comes with a significant change in its dynamics. Innovation, technology and digitalization are driving the healthcare sector. To stay relevant on a global scale, we must keep up with the latest developments and technique to adapt quickly and meet patient demands. Local talent development is another challenge that we will continue to tackle in 2015 and beyond. It is the link between the sector’s growth and the best healthcare delivery and should be a priority for all industry stakeholders. Regulation is also an important area of focus as we thrive to develop in the healthcare sector in a sustainable manner and one that appeals to international investors, partners, physicians and patients. 69

GLOBAL: KUWAIT

KUWAIT MOVES AHEAD Having served as the Dean of School of Business at Kuwait University in the nineties, Dr. Yousef H. Al-Ebraheem, is a renowned Kuwaiti educationalist with a distinguished career in academia and public service.

Today he serves as the economic advisor at the Amiri Diwan, the office of the Emir of Kuwait, in the capacity of a minister. The topics of education, youth and employment form part of the strategies which he discusses with colleague advisors and ministers as part of Kuwait’s government vision for the transformation of society, which aims to be open and dynamic.

JAZ - Kuwait in association with the International Junior Achievement Worldwide. Dr. Al Ebraheem has a Ph.D. in Economics from Claremont Graduate University, Califronia, USA. He has authored a number of publications, reports, research papers and books on development and economics, including; “Budget Deficit, Renewable Resource Gap, and Human Resource Development in Oil Economies” (2002.).

Prior to his role as advisor to the Emir, Dr. Al Ebraheem held several ministerial posts including Minister of Finance, Minister of Planning and Minister of State for Administrative Development affairs, as well as Minister of Education and Higher Education. He also served Cultural Counselor/Director at the Cultural Division of the Embassy of the State of Kuwait in Washington DC, USA. He was the chairman and member of the board of directors of the Gulf Investment Corporation and also vice chairman of Al Mal Investment Company.

While the plunge in world oil prices during the last months of 2014 and early 2015 poses a threat to the economy of Kuwait and other members of the GCC, the Kuwaiti government has pledged in January this year that this will not affect Kuwait’s economic development projects and the government will continue to support capital expenditure in the economy.

He is a member of the board of trustees, the executive committee and the chairman of the audit committee of the Arab Open University, member of the board of trustees at the Kuwait Institute for Medical Specialization, and a member of the board of advisers of Center for Contemporary Arab Studies at Georgetown University, USA. Dr. Al Ebraheem is a member of the board of several nongovernmental organizations such as American Kuwaiti Alliance and IN-

The Kuwaiti economy picked up in 2014, with non-oil economic growth reaching 3.5 percent and flat oil production kept the overall real GDP growth positive at 1.3 percent. According to the IMF, the economic outlook for Kuwait remains favorable, with non-oil GDP growth in Kuwait expected to further increase to 4.0 percent in 2015, and is projected to increase to 4.5–5.0 percent in the medium term. Meanwhile Kuwait is actively working towards achieving economic diversification into areas with potential for youth employment as well as improving the business environment, strengthening governance in public administration, and encouraging the growth of small and medium-sized enterprises.

KUWAIT SKYLINE

Dr Yousef H. Al-Ebraheem speaks to LEADERS Middle East about the main challenges that lay ahead for the Kuwaiti economy, and the emphasis being placed on youth development. Your Excellency, Kuwait has witnessed an important political, economic and social transformation over the last few years. How would you describe are the main pillars of this transformation that has taken place in the country? Kuwait is a small, dynamic, and open society with a high ceiling of freedom of expression. This freedom of expression tends to make people magnify the scope of Kuwait’s debated problems and issues. Having said that, Kuwait as any other country in the region has witnessed in the past few years important challenges such as the so called “ the Arab Spring”, the global financial crisis and the political instability in the region, but this was not the first time for Kuwait to face such regional and international challenges. On the economic front Kuwait opted to utilize the financial surplus by accelerating investment expenditure on infrastructure projects such as the Mubarak Port, the Jaber causeway, the Sabah Salem University, hospitals, cultural and opera centers, major housing projects and a massive highway system. On the political front, the local political debate on the voting process decree ended with the endorsement by the constitution court and the election of a new Parliament was held. This led to a new era of understanding between the government and the National Assembly to concentrate on development projects and to improve and upgrade the legal framework of the country. Lastly, on the social front, His Highness the Amir leading initiative on youth led to establishing a new Ministry for youth affairs and launching major projects and programs for the youth. One of the major projects is establishing the National Fund for Small and Medium Projects with a capital of two billion KD ($ 7.5 billion).

led the international community, individual countries and leaders to trust Kuwait and seek it’s help to be the hub of dialog, and intermediary for negotiations to solve disputes and reach peaceful solutions. The recent UN recognition and Honoring of HH The Amir as a “leader of humanitarian work” and Kuwait as a “ humanitarian Center” endorsed this statement. Kuwait has placed Education and the Youth at the center for sustainable development. What are some of the initiatives in place that show your commitment towards creating a knowledge based society and empowering the youth? Kuwait is one of the leading countries in the region who has recognized the importance of education. More than hundred years ago the first school was established followed by a school for girls. This was followed by establishing a vocational college and university, as well as creating a well-structured scholarship program to the U.S., Europe, and other countries. In summary the following are some of the recent initiatives that show the commitment towards creating knowledge based and empowering the youth: 1- Sabah Al - Ahmad Center for Giftedness and Creativity (founded 2010) 2- The National Technology Enterprises Company (NTEC founded 2004) 3- The National Youth Project (2012) 4- Ministry of Youth Affairs (2012) 5- the scientific Center (founded 2000) 6- Kuwait National Fund for Small and Medium Enterprises (2013) 7- National Youth Council (approved and will be established this year)

Kuwait has for decades been seen as a hub of dialog in the region and beyond.

How optimistic are you about the future of Kuwait? What would you say are the challenges ahead for Kuwait? I am very optimistic for the future of my country despite economic and political challenges in the region. Allowing the youth to participate in leading the country and engage them in the development process is the catalyst to a bright future.

What are the ingredients that make of Kuwait a place of international diplomacy? Since its independence Kuwait is taking a neutral stand based on the international laws and national security plus the extensive experience and skills of HH The Amir on the international affairs. This

In my opinion, the major challenge in Kuwait is not the drop in oil prices, but creating productive jobs for the youth in the private sector, which is the corner stone to diversifying the economy, correcting the imbalance in the labor force, and reducing the economic dominance of the public sector.

inspiration

Having faced a perilous Atlantic ocean rowing challenge, Katie Pattison-Hart has emerged a stronger woman, ready to motivate others to live their dreams and challenge themselves. Today she is a motivational and event speaker involved in charity campaigns, and is also a fashion designer-in the making with the brand Boho Princessa.

AN OCEAN OF OPPORTUNITY KATIE PATTISON-HART

ased in Dubai since 2005, the British entrepreneur was part of the Row For Freedom team which received their Guinness Book of Record for their Two World Records being the first female five and the fastest females across the Atlantic. She didn’t know how to row before she signed up for this challenge, but believes that with the right attitude, dedication and hard work that anything is possible if you want it enough. Katie was nominated for the 2012 Emirates Women of The Year Award for Row For Freedom and continued efforts in Dubai to raise awareness about human trafficking through the 27 million campaign. Born in Brunei, Katie has a degree in financial economics and prior to her charity work and motivational speaking, She worked as a banker for an international bank. Apart from having a background in gymnastics and being a part-time model, the 34-year old has also tried extreme sports like Thai-boxing, bungeejumping and high-board diving. She shares her ocean story with us. The sheer size and power of the Ocean becomes even more evident when you are in a small rowing boat with four other women, with no home comforts, no getting off, sea sickness, sleep deprivation, the fear of capsizing, a bucket as a toilet (with no privacy!), 50ft waves and no sight of land for 45 days…. We were rowing across the Atlantic Ocean with no outside assistance as a personal challenge and to raise awareness and funds for the fight against Human Trafficking. The only limits we have are the ones we put on ourselves We departed from the Canary Islands in 2011 aiming for Barbados, a 5,000km journey. More people have been to space or have climbed

Everest than have successfully rowed an Ocean. A third of the people that attempt it fail.. It soon became clear that we needed to minimize the risks of failing by solid team-work and executing a clear action plan. We only had one seasoned rower in our team, the rest of us had to learn how to row. It’s amazing what you can achieve when you put your mind to it. Fail to plan, plan to fail… Failure was not an option for us. We had very clear communication in our team. It started on land 8 months before departure and was encouraged throughout the journey. We spoke about issues and resolved them quickly, we could not afford for our time on the ocean to be interrupted by (unresolved) team problems, and they would only be magnified at sea where there would be no escape. Our team needed to be in harmony. It was of paramount importance that we were all mentally and physically strong. We set our sights high, aiming to gain two World Records. We put personal differences to one side to achieve it and there was no room for any deviation from our goals. Planning and preparation has always has been a huge part of my way of life. I visualize the end results that I want to achieve. I always invest my time putting action plans in place as to how to go about achieving my goals. Working at senior management level in a bank for most of my career taught me to start with a vision and a goal and break it down into daily actions that will help me achieve the overall vision and the final goal. I’ve seen a high number of small and medium sized businesses fail in their first two years as they failed to plan. This is such a crucial ingredient in the recipe for success.

Commit I didn’t know how to row, I had to learn. This only made me personally more determined to train hard and be regimented in my 3 times daily training schedule. The fear of not being my best was a huge part of my motivation. I don’t like to have regrets in life and I would hate to look back and think I could’ve done better. I’ve always dedicated my everything to my projects, work and relationships. Once I’ve decided to do something I am fully committed and I live, eat and breathe it. To explore new oceans we need the courage to lose sight of land Ocean rowing can be challenging not only physically but also mentally. The size and the power of the ocean can make you feel very insignificant. We had no personal space or privacy on the boat which felt claustrophobic at times yet at the same time you can also feel incredibly isolated with only the company of each other for 45 days. We lost sight of land after just two days of rowing. We had heard of people mentally “breaking down” once the sight of land was lost and we were aware that this could happen to any one of us. We consciously channeled our energies and adrenaline on the task in hand and got on with the grueling 12 hours of rowing each day. Any fear was turned into a positive energy to achieve our goals. I have never felt more ready to do something than I did the day we set off. I believe that the mind, body and soul needs continuous growth. Stepping out of the comfort zone and learning something new feeds us with energy and shapes our character. When we master new skills or when we are exposed to new experiences we become more confident and capable individuals. Don’t wait for the storm to pass, learn to dance in the rain. Some things in life are like the strong currents and storms of the ocean and are out of our control and not always perfect timing. One thing our team did very well whilst out on the ocean was maintaining a flexible approach, adapting to the many different challenges that were thrown our way. Our daily rowing efforts were often interrupted with problems that had to be tackled: our water maker stopped working, we had small leaks in the boat, our auto-steering broke. We worked together and were resourceful, using each team members’ strengths and finding solutions.

It was sometimes apparent that we had been rowing hard for 2 hours just to stand still, the undercurrents were so strong that we were battling to move forward. It became incredible frustrating and felt like we were rowing in treacle. Looking on the bright side, if we hadn’t been rowing to stand still, we would’ve been going backwards! Overcoming these challenges made it even more satisfying when we eventually reached land. This, I quickly learned, was Ocean Rowing! Be prepared for the unknown surprises that await you and be prepared to act quickly. The icing on the cake was that we managed to gain two World Records despite all the obstacles in our way… When the flying fish knock you down, get back up again On a lighter note, there were the flying fish. They looked beautiful when the daytime sun caught their shimmering scales as they flew through the air for 200metres. During the long dark nights, it was a different story. They cannot see where they are going and you cannot see them! Their wet slimy scales would often hit me in the face or on my naked back, catching me off guard and really startling me. We were exhausted and often very jumpy as our nervous systems were run down making reactions even stronger than normal. The fish would then proceed to flap around on the deck of the boat until we rescued them and returned them to the sea. This often provided huge amusement to the rest of the crew as I really suffered from claw hands from the repetitive rowing which meant I could barely pick things up let alone a slimy fish the size of my forearm! Create your own Ocean of opportunity Work out what your long-term goal is. Carry out daily actions that take you closer to it. Be prepared to be flexible and resourceful when challenges are thrown your way. Be open-minded to receiving new opportunities and say “yes” to new experiences. Surround yourself with others who are on the same path and work as a team to achieve your common goals. Know your strengths and weaknesses, establish a group where you all complement one another. Remember that people will come and go in your life as we all have different goals, surround yourself with the right people and know when to let them go.

PHILANTROPHY

PHILANTHROPRENEURSHIP THE NEW GENERATION OF PHILANTHROPY Tariq Qureishy is charismatic, determined and a true visionary. He is a CEO and top media professional. He has provided break-through results and done disruptive things to achieve exceptional goals.

e was the Regional Media Representative and Consultant for Bloomberg Media (2010-2014). Prior to that he was CEO and Publisher of the Times & Sunday Times newspaper responsible for the launch in the Middle East (2007-2009) and for twelve years (1987-1999), he was with Dow Jones Markets and finally as Regional Director EMEA. He also the CEO & Founder of 100% MAD, a “not for profit” Social Enterprise, a youth movement & a new philanthropic model which combines innovative/disruptive business concepts & technology giving 100% of all funds raised to selected causes globally. This movement is democratising philanthropy. He has a degree in Economics & studied at Harvard Business School. 100% MAD (Make A Difference) is a UK registered, “not for profit’ social enterprise and brand aiming at bridging philanthropy and entrepreneurship to become one of the pioneers of philanthropreneurship – the new generation of philanthropy. The digital revolution is helping to democratise philanthropy. 100% MAD is not just a campaign or a global donation drive – it is an innovative, breakthrough youth movement that’s scalable, sustainable, measurable, positively disruptive and fully transparent. What is 100% MAD? Why is this important now? Cultural and technological transformation has created an opportunity for unprecedented social impact. We are connected and mobilized in ways never before imagined. There are nearly 7 billion mo-

bile phone subscriptions in the world today - nearly equal to the entire global population. Seventy-four percent of internet users are on social networks. Research clearly indicates that billions of connected, mobilized millennials share a global desire to make the world a better place. 100% MAD’s moral imperative is that 100% of people deserve access to clean drinking water; 100% deserve adequate nutrition; 100% deserve education; 100% of people deserve a positive, sustainable future. So we thought we will do something about it! What is done with the donations received? In our platform and structure, 100% of the money received by us will go directly to the cause. No deductions for administration and operating costs. The overheads will be absorbed in the entrepreneurial social enterprise so that the donations received by 100% MAD charitable entities remain untouched. Our operating expenses are covered by merchandising, events, licensing, sponsorships and other business activities. The brand ambition is to back projects that can be completed 100%. So people can see tangible results and relate to the human story. That’s what the world is yearning for. The main donors in this project, however, are not the top 1 -5 %, the usual donors who have been very generous. However, there is donation fatigue and some disillusionment in that segment. This is due to issues related to high administration costs, transparency and tangible completion to give a true “feel good “factor. Those are the very areas we are addressing.

What is the reach you would like to attain? The target here are these 2.5 billion young people (16-34) across the world, who currently don’t contribute that often, because they haven’t found the right channel or something they can relate and belong to. We are providing that with a “cool “platform and series of activities built around music, art, sport, fun and entertainment so there is full participation and is not based around obligation or guilt. They will also engage with causes that they can relate to and sometimes they select. The appeal will be broader than the millennials and we develop it globally. The call to action revolves around the simplicity of affordable micro donations – “give a buck”, donate a dollar only. The channel is everyday technology devices and app driven. We will also engage at the retail level and other micro donation channels. It could be other means of contribution which they engage with every day; they could contribute with a hastag, a like, a share with your friends, a tweet or re-tweet, airmiles, loyalty points or simply volunteer time (in our time bank concept). All these things Make A Difference. Collectively they make a huge impact… and its relevant, fun, easy and quite affordable. The collective goal – to raise $ 1 billion annually across all projects (micro and macro) 100% MAD is addressing. Because the 2.5 billion youth across the world, most who currently do not believe they can Make A Difference, can actually change the world. $1 at a time. The Projects are global. 100% MAD is partnering with a number of celebrities, groundbreaking thinkers, cultural mavericks and spiritual mentors. An example of a 100% MAD cause is The Butterfly Universe Initiative, in collaboration with Professor Tony Buzan (Author, inventor, Nobel Peace Prize nominee) & Braintrust Charity. It is aiming at reaching 5,000,000 children each in Pakistan, Bangla Desh & Mexico to start with and then reaching out to 1 billion people by 2020.

“Real heroes don’t need a lot of money to Make A Difference, they just need a simple means to be heard. 100% MAD provides the platform for everyone to be a hero.”

How are you implementing Mind Mapping and new technologies into this project? This Initiative utilizes the very techniques Mind Mapping is developing. The initiative will be using large event formats, combining entertainment and fun with learning, to ignite the movement. This will be amplified using mobile technologies, media, holograms social networks and celebrities. The Butterfly initiative’s objective is to educate children in learning how to learn, learning how creative thinking works, memory, problem-solving and analytical thinking… things that they don’t learn at school. This empowers them, gives them hope and a better chance in life, rather than some of them ending up in terrorism, crime or poverty. The Weightless Project, on the other hand, is a collaboration between 100% MAD and The Deepak Chopra Foundation, where the goal is to relate two diametrically opposed but mutually reinforcing causes – obesity (1 billion in rich countries) and starvation (1 billion in poor nations). The strategy of the initiative is that for every 1,000 calories burnt (or every pound lost), the individual and their social media groups or corporation donates/matches $1, (all measurable). 100% of the proceeds go towards feeding starving individuals & building sustainability. So it is personal, direct and measurable, helping both sides of the world. “Is it mad? Yes its 100% MAD” said Tariq Qureishy, the Founder, to even think about it, however, he ended with a famous quote from Steve Jobs that “ … the ones who are crazy enough to believe that they can change the world are the ones who do” ! Let the 100% MAD movement begin! For more information go to: www.100-mad.com

“The young of the world can change the history of the future right now without governments, without elites, without white collar nonsense – they can be an army with mobiles in hand and music in their ears and love in their hearts and anger at the injustices of the world – they can create a whole new world one small drop at a time.100% committed, $1 at a time.” 75

ENERGY

REDIFINING ENERGY SOLUTIONS A young and energetic CEO, Mr. Yousif Lootah overlooks the strategic direction, expansion and daily operations of Lootah Biofuels in the UAE and internationally.

r. Yousif Lootah introduced Lootah Biofuels with an aim to introduce and innovate sustainable solutions for the long-term energy requirements of the UAE and beyond.

ful completion of SS Lootah Group’s biodiesel Project, which won the Dubai Award for Sustainable Transportation (DAST) for the use of biofuel, made from Used Cooking Oil (UCO), in the company’s fleet of ready-mix trucks.

He believes in partnering with companies who share the same vision as him of using sustainable renewable fuels to promote environmental awareness throughout the various sectors in the UAE.

Lootah Biofuels aims to introduce and innovate sustainable solutions for the long term energy requirements. High carbon footprint countries like UAE see biofuels as a way of reducing harmful emissions and combating global warming. Lootah Biofuels produces Biodiesel from used cooking oil for our customers’ individual quality and sustainability requirements. Our objective is to produce Biodiesel in the most efficient and sustainable way to deliver economic value and environmental benefits.

Mr. Yousif has been the brain to many sustainable initiatives by the company. After successful production of Biofuels from managing waste, recently, Mr. Lootah has gone one step ahead and signed up with educational institutions to create awareness and training for the young people of the region, thus, inspiring them to adopt small but significant changes to their daily lifestyle and make a difference. With a proven track record and passion for innovation, his efforts to promote sustainable transportation have earned coveted awards and recognition including RTA’s Dubai Award for Sustainable Transport (DAST) in the conservation of environment category in 2008. Prior to introducing Lootah Biofuels, Mr. Yousif was actively involved in the sustainable initiatives by the S.S. Lootah Group such as the Green Car Program which has seen a great progression since its inception starting from conversion of part of company fleet to Compressed Natural Gas (CNG), followed by the use of Hybrid, Electric, Biodiesel and Solar vehicles in recent years. Lootah Biofuels, a fully owned subsidiary of the SS Lootah Group is a business entity created after the success-

To meet the biodiesel challenges in UAE, Lootah Biofuels introduced biodiesel as a pilot project in a non-subsidized model by working on the locally available knowledge, technical knowhow and resources, thereby making it viable. Working closely with Universities, engineering teams and marketers, LBF has developed a model for Biodiesel production that is complimentary to various sectors which is waste, transportation, energy, education and research, thus complimenting the sustainability strategy and image of the UAE. Realizing the importance of economic perspective Lootah Biofuels has strived hard on localizing the technology and using the local synergies in ensuring that the costs of production is below the cost of diesel without any sort subside.

BIODIESEL DISTRIBUTED THROUGH STRATEGICALLY LOCATED FUELING STATIONS

One of the most parsimonious choices of the company to produce biodiesel is Used Cooking Oil that is otherwise wasted and creates environmental hazards, which is successfully pilot tested in vehicles with industry acceptable standards. Mr. Al Lootah, what was the inspiration for the creation of Lootah Biofuels? How was it started and developed? The inspiration behind the very concept of introducing biofuels in the UAE was to provide this region an eco – friendly alternative fuel at economically viable prices. . Producing biodiesel at prices par with the diesel prices prevalent in the GCC was once considered impossible. With more and more GCC countries removing subsidies for diesel and following market prices, Biodiesel has become attractive or at least become realistic. Forecasting a sharp increase in the diesel consumption, reduction in the non renewable sources of energy and rise in the diesel prices in UAE compelled me to think that the use of biofuels will have a cascade effect in future. Lootah Biofuels, a fully owned subsidiary of the SS Lootah Group was created after the successful completion of SS Lootah Group’s biodiesel Project, which won the Dubai Award for Sustainable Transportation (DAST) for the use of biofuel, made from Used Cooking Oil (UCO), in the company’s fleet of ready-mix trucks. To meet the biodiesel challenges in UAE, Lootah Biofuels introduced biodiesel as a pilot project in a non-subsidized model by working on the locally available knowledge, technical knowhow and resources, thereby making it viable. In the five years that Lootah Biofuels has been operational, what are the main achievements and milestones of the company? The fundamental objective of Lootah Biofuels was to change the mindset of the people to use biofuels. In a country like the UAE where the fuel prices are extremely lower as compared to other parts of the

world, introduction of biofuels and its acceptance by the people was quite challenging. Our main motive was to educate people and create awareness about the benefits of using biofuels. Biofuel initiative was structured in such a way that there is active involvement for all – end user, fuel supplier and regulator. A holistic approach by building confidence among the three helped us to play a catalyst role in coming out of the crisis of carbon emissions arising from the increasing of millions of vehicles and surging oil prices. This project has the advantage of active participation and involvement of people, companies, entities and policy makers. The success helps us to work together in bringing a fundamental change towards the society and the environment. In 2014 we have recycled approx 500000 litres of used cooking oil into biofuel . Today we have 50 plus sustainable partners, including esteemed organizations like RTA, Emirates Group, TNT who have pilot tested biofuel in their fleet and registered positive results which is our biggest achievement. It is not far away when all of the diesel vehicles will have a compulsory blend percentage of biofuel.This is only possible when all the stakeholders and partners will join hands in making a better and greener tomorrow. In the past you have said “We are not looking to make money…We are looking to be the change in the country, and lead this change.” What kind of change do you hope to achieve? Is biofuel an attractive alternative from an economical point of view for companies considering a switch from traditional fuel sources? First of all I want to clarify that no business runs without making money, but more than just being a mere profit making business entity, we are more focused on our social responsibility towards the environment. I believe care for our environment begins from each of us and builds to the broader, national and global issues. 77

FULLY AUTOMATED BIODIESEL PRODUCTION PLANT

We should be careful not to imagine that biofuels alone will replace our use of fossil fuels. We need a much bigger change - a combination of high-efficiency systems, awareness among the people, redesigned communities, and energy produced from clean, renewable sources. But changes of that scale take time. Since biofuel in the Middle East is a novel concept as compared to our European counterparts, people are doubtful to use it thinking as it might affect their engines and must be costly too. Aligning with the policy of providing sustainable transportation, we need to educate people that biofuel is completely safe for their engines as well as cheaper as compared to conventional fuel. There is an impression that greener choices are more expensive and difficult to access. But it is easy for people to switch to greener choices, if the cost is less, thereby creating an incentive for the end user. Producing biodiesel at prices less than the diesel prices prevalent in the GCC were once considered impossible. With more and more GCC countries removing subsidies for diesel and following market prices, Biodiesel has become attractive or at least become realistic. Lootah Biofuels have become a leader in cooking oil conversion to biodiesel in Dubai, what are your plans for expansion in the region? Yes, we look forward to do expansion and more international collaborations in future. With the increasing biodiesel demand in UAE and GCC, the expansion of biodiesel production and market is inevitable. We do have international collaborations for biodiesel research and development, but certainly we are also looking forward to join hands with international players in the biodiesel market in order to address the biodiesel demand and promotion on a larger scale. Basically from Europe and other countries we are looking forward for import of technology and not biodiesel because in the US and European countries biodiesel demand is comparatively higher than the middle east and if we will have a biodiesel plant in UAE we will be able to cater the ever increasing demand of biodiesel in Europe and US because biodiesel production is expensive in the US and Europe as compared to UAE due to the tax structure and feedstock availability. We look forward to export biodiesel to other countries and import technology, equipments, machin-

ery, training and many knowledge based import from Europe and US. Lootah Biofuels has conducted research into the development of biodiesel from algae. How far has this progressed and when do you expect full scale production can start? Lootah Biofuels has signed a contract with Singapore-based algae oil producers AlgaOil Limited to enter into a new project which will see the two companies collaborate to develop raw materials for biofuels such as algae oil that contain a high content of oil. Lootah Biofuels will combine its local engineering with AlgaOilâ&#x20AC;&#x2122;s algae cultivation knowledge and infrastructure to set up a project to produce biofuel from algae. AlgaOil will utilize its high end research on cultivation of microalgae to set up open ponds for bigger scale algae production. Lootah Biofuels is also conducting comprehensive research in this field with optimizations of photobioreactors (PBR) and solar powered, open pond constructions for big scale algae production to ascertain the benefits of producing algae in the Middle East. Lootah Biofuel research includes the uses of the high value algae biomass as fish food for fish hatcheries.

LOOTAH BIOFUELS LABS PROVIDE COMPLETE TESTING OF BIODIESEL FOR QUALITY CONTROL AND R&D SUPPORT

REAL ESTATe

VISION MEETS ACTION The Salem Ahmad AlMoosa Enterprises was founded in the 1975 by H.E. Salem Ahmad Abdullah AlMoosa in Dubai.

oday it is one of the UAE’s most prominent business houses. The group is involved in various fields of operations such as Contracting & Civil Engineering, Manufacturing of Reinforced Plastic, Concrete, Gypsum and Fibrous Gypsum, Supplying & applying of Special Exterior texture coatings, Oil protection, General Trading and Distribution. One of their major projects at the moment is the ongoing development of Falconcity of Wonders, one of the most ambitious real estate projects up to date in the UAE. Falconcity of Wonders consists of architectural styles inspired by the wonders of the world, which includes the Pyramids, the Hanging Gardens of Babylon, the Eiffel Tower, the Taj Mahal, the Great Wall of China and the Leaning Tower of Pisa. The project is designed on an area of over 3.8 million square meters (41 million square feet) and shaped like a falcon symbolizing the UAE’s heritage. The project combines residential, commercial, cultural and entertainment complexes, featuring residential apartments, villas, shopping malls, hotels, restaurants, health clubs and spa, schools and parks. Falconcity of Wonders is designed to be the best and most ambitious destination that attracts all ages and nationalities. A BSc Graduate in Economics from the University of Tampa, Florida, U.S.A. Salem AL Moosa was the Chairman of the federal committee for Travel agents at the U.A.E., Federation of Chambers of Commerce and industries, also was the Chairman of the Dubai Board of Travel Agents. Founder Member and member of the Board of directors of the U.A.E Contractors Association. Honorary member of the American Business Council of Dubai and the member of the U.S.A. national

Geographic society. Your Excellency, you founded the Salem Ahmad AlMoosa Enterprises exactly 40 years ago. How would you describe this journey over these 40 years? In this journey we have tackled difficulties at multiple levels, but we worked very hard to keep our promise and commitment at all costs. By having our obligations towards our objectives and promises to our customer as our primary and ultimate target, we sequentially deliver up to our promises. We do not compromise our promises, quality and reputation at any cost. So these 40 years are years of success, innovation, and bringing the latest in technology and services to UAE. Dubai continues to innovate and break new ground in all spheres of development, and we are proud to being actively involved in the process of realizing our leaders’ vision of making Dubai one of the world’s most modern cities. The growth of your group has been parallel to the growth that Dubai has witnessed. What are some of the ingredients that made Dubai such as prominent destination for investment? Dubai has become a prominent destination for all investments as it has the key elements for business growth; these elements include the freedom of capital movement, the luxurious lifestyle, the high standard infrastructure, and the safety and security of the country. How optimistic are you about the future of Dubai? We are very optimistic about the future of Dubai. Because of our leaders’ vision, Dubai and UAE as a whole will remain a center of development evolving into effective societies, starting from every individual, each according to their capabilities.

We also will be at our level best in supporting all the government initiatives announced recently such as EXPO 2020 and Dubai 2021 Vision; as these initiatives pool into Dubai’s exceptional growth & development plans which in return helps us in achieving success and prosperity. One of your most prestigious projects and the one closer to your heart is the famous Falconcity of Wonders, how far are you into this development? We have completed the Western Residence South and North totaling 568 villas and townhouses. The community center having a hyper market, medical center, nursery and a mosque is now almost completed. Furthermore, we developed the children play areas, landscaping and security management facilities. We are preparing for the launch of the upcoming phases of villas, apartments and hotel apartments. The details of the upcoming projects will be announced soon.

the basis for international attraction and attention, thus will contribute towards creating the supply needed to the demand created. And Dubai’s property market is strongly related to supply and demand, where the demand is always growing due to Dubai’s strategic initiatives and growth plans as announced recently. Addressing demand is very variant according to the development location, developer, project type and business module associated with this development. I can say that the demand is growing, and all gaps created within are destined to be met because Dubai is capable of delivering the best. The behavior of the market on 2015 and beyond will be the reflection of the growth plans announced by Dubai.

Once Falconcity of Wonders is totally complete, do you see yourself venturing into other real estate projects of this magnitude? Of course, the best is still to come. With Dubai being one of the main focal points of global business, our group is determined to continue attracting more successful and innovative businesses and technologies to the UAE, through affiliations and collaborations with the world’s leading corporations. We firmly believe and consider ourselves as an integral part of our Nation’s thriving economy. Now that Dubai will be hosting the 2020 Expo. How do you think this will impact the Emirates and how will the real estate sector evolve till 2020? With the world Expo 2020 being hosted in Dubai, the emirate will accommodate many different projects of all types and sizes, this creates

LEADING BY EXAMPLE Mona Yousif Almoayyed is a Businesswoman, Philanthropist, Environmentalist and Women’s Rights Campaigner who is the Managing Director of one of Bahrain’s oldest conglomerates Y.K Almoayyed and Sons. A Bachelor of Business Administration, Mona has been instrumental in overseeing the business endeavours of the Y K Almoayyed group, leading it meticulously towards its desired destination.

oted the third most influential Arab Women’s List in the MENA region by Forbes Middle East for 2013, Mona is a member of the board of directors for BMMI and Ebda Bank besides other companies. She is well known for her charity work and frequently speaks about the role of women in building a better society today. Mona has been a firm believer of ‘Business with a Conscience’ principle and is involved in many charitable institutions. Besides her Business and Social Activity, Mona strives to draw a perfect balance between being a mother, housewife and mentor role she plays. Having been brought up in a conservative environment in the 70’s Middle East, the young girl’s childhood was simple and disciplined like any middle class arab girl’s upbringing. However on the journey she had to encounter many obstacles as were the days where women were not given their due. The social pressure was immense but a strong self-belief and a never give up attitude wouldn’t dishearten the young girl who had a vision of making a difference to society in her very own way. Her support came in the role of her father and her would be husband. Y.K. Almoayyed & Sons is a diversified group established in 1940, with divisions specializing in trading, contracting, concrete products, airconditioning, telecom services and property development. The group

employs over 2,000 people. Mona is the first woman to be elected to the Board of a publicly traded company in Bahrain - Bahrain Maritime and Mercantile International with reported revenues reaching BD 80m. She is the vice chairman of The Ebdaa Bank for Micro Financing. LEADERS Middle East caught up with Mona Yousif Almoayyed for an insight into the Y.K Almoayyed & Sons world. Established in 1940 by your father Mr. Yousuf Khalil Almoayyed, the YK Almoayyed & Sons group is one of the Gulf’s most respected business conglomerates. How would you describe this journey of 75 years in business? Y.K. Almoayyed & Sons began operations in 1940 when the founder, Yousuf Khalil Almoayyed, opened his first shop at Tijjar Road. What was once a one man trading outlet in Manana’s main market is now a multi faceted organization. Today, the company represents prestigious international brands that include Nissan, Infiniti, For, Renault, Toshiba, Sony, Bose and Kodak to name a few. Yousuf Khalil Almoayyed & Sons has big aspirations and continues from strength-to-strength, to prosper and grow. From the early days when my father established his foremost trades in the 1940s until his death in 1996, he has remained closely linked to all aspects of the business; he inspired and managed its steady growth.

promote the values of tolerance and understanding, and to contribute to the building of democratic institution in the country. It advocates an open society based on greater spaces for freedom of thought and expression and opposes the forces of sectarianism and extremism. I was one of the founder of Migrant Workers Protection Society (MWPS) and the Chair Person for 6 years from 2005-2011. It was established in 2005 to protect the low paid migrant workers in Bahrain. Its main objectives are educating the community and create a proper atmosphere to assist and protect the migrant workers. The society has a shelter which receives on average 200 cases a year of abused maids and nonpayment of salaries.

I, my brothers and sisters have all inherited my father’s business acumen and entrepreneurial ability, a flair for solid, hard work and a desire for commercial success. Today, Y.K. Almoayyed & Sons Group is a multi-faceted, diverse mercantile organization and service industry. We the directors ensure that we all work hard to adapt to the needs and challenges of the 21st century, allowing us to further develop with commercial vision and integrity. We have achieved much of what my father wanted over recent years, and are proud at having settled this impressive enterprise at the top of everything we have aimed for. You run YK Almoayyed & Sons, overseeing 1,000 staff and 100 brands ranging from luxury goods and home electronics to heavy equipment, medical technologies and concrete. What does the future hold for YK Almoayyed & Sons group? The Y.K. Almoayyed & Sons enterprise has diversified and entered the 21st century with a host of significant achievements. The profitability of the group has been increasing every year since the death of its founder in 1996. We have opened businesses across the GCC countries and run the group base on quality standards such as the ISO certification and a quarterly Balance Score Cards meetings. Our objective is now to have all departments certified within the very near future. Our company aim is to encourage more Bahrainis to join the organization so they can prosper and grow together. Y. K. Almoayyed & Sons are fortunate to have found some impressive young Bahraini nationals through their training programme who will add value in the future. Management remains in close touch with employees at all levels; female rights are supported and job promotions are made irrespective of background or gender.

Bahrain has been home to your family business for over decades. How would you describe this moment in time Bahrain is going through? Bahrain is the most democratic country in the region and naturally with democracy comes opposition. Our business was affected during the political problems in 2011, but since then we have recovered fully and our sales and profit for 2014 is above budget and previous year by 10%. Bahrain is very popular with foreign banks and institution. It is tax free country and the cost of living is the lowest compared to other GCC countries in term of rents, electricity and municipalities. Most major food items are subsidized by the government ie meat, rice and flour. Beside these advantages the Bahraini people are well known for their hospitability and friendliness with the foreigners. The biggest advantage of Bahrain is the proximity to the Kingdom of Saudi Arabia.

The modern Kingdom of Bahrain has seen steady progress and it seems certain the country will remain the financial hub of the Gulf. Bahrain’s government encourages foreign investment and thus enjoys increasingly buoyant overseas trade. The leading merchant families work well together and, despite being competitors, are united in promoting their homeland. You are currently chairperson of Al Muntada, a forum promoting liberalism in Bahrain, and you work closely with the Migrant Workers Protection Society. What are some of your initiatives in this field? Bahrain has strong NGO (Non Government Organizations) which represent a big majority of the Barhraini population. Almuntada ( The forum in English) was established in 2001 by a group of professionals, business people, academics and intellectuals of both sexes that came together in search of a mean to express themselves, to

MR. YOUSUF KHALIL ALMOAYYED IN HIS OFFICE IN 1988 DURING AN INTERVIEW WITH AL-SIYASA NEWSPAPER.

“Our company aim is to encourage more Bahrainis to join the organization so they can prosper and grow together.”

MRS. ALMOAYYED AT HER OFFICE, 2014.

Mrs. Almoayyed, you are regarded as one of the most important women business leaders in the region. What is the role that women are playing in business in the GCC? According to a study carried out on GCC Women by the Global Gender Gap 2011 & World Bank 2009 GCC women accounted for between 7% and 22% of legislators, senior officials and managers in the region. Lowest female participation in this category was from Qatar and Saudi Arabia (7% each),while Bahrain bagged the highest position with 22% females representing legislators, senior officials, and managers in the country. The participation of women in the workforce in GCC Countries has increased significantly. According to the World Bank, in 2009, womenâ&#x20AC;&#x2122;s participation in the labor force reached 49.9% in Qatar, 45.4% in Kuwait, 41.9% in the UAE, 32.4% in Bahrain, 25.4% in Oman, and 21.2% in Saudi Arabia. The percentage of women in the private sector has increased significantly, from 19.4% of the total female workforce in 1991 to an average of 35% of the national work force in 2014. Four women won elections to the Board of Bahrain Chamber of Commerce and Industry in 2014. Bahraini women held 29% of commercial registrations in Bahrain in 2012. Bahrain has become the first Arab country to appoint a woman as Minister of State for Information Affairs and the governmentâ&#x20AC;&#x2122;s official spokeswoman. Woman now make up 19% of National Assembly Seats, 22% of Bahrain Chamber of Commerce and Industry members while 4% sit on the National Institution for Human Rights. Bahraini women were for the first time appointed ambassadors in 1999 to countries like

U.S, U.K. and China. Currently there are 15 women who are members of Parliament and Shura Council representing 19% of the total members. 15 Bahraini Women including ministers and business leaders, were among those listed in 2014 Forbes Middle East 200 Most Powerful Arab Women which includes women in government, family business and executive management roles . Bahrain is one of the first countries in the Gulf Region that highly considered education, particularly for girls. Today, women make up more than half of the Education Ministry Employees. In the Education Ministry, women make up to 52% of the ministry out of which 46% are in leadership positions. In addition, 61% of teachers in the country are women. Bahraini women have reached (61%) from the total amount of students in the higher educational level during 2011-2012, the rest of which are men (39%). Moreover, the ration of female higher education graduates in universities and government institutions was 58% in academic year 2010-2011. Bahrain has 13 public, private and regional universities, the largest of which being Bahrain University where 72% of students are women. What have you learnt from your father as a businessman? I learnt from my father many lessons in business which helped me at my work. The first lesson in business is gaining the trust of your customers. Second important quality is honesty and keeping your promises without the need to sign agreements. From my father I learnt that business is all about networking and that was his secret of success. He was a sociable and popular person with all people around him. He was kind and charitable to the people in need.

young arabs

S I X Young A rabs to watch Soraya Salti Jordanian social entrepreneur Soraya Salti is Senior Vice-President, Middle East and North Africa for INJAZ Al-Arab - Junior Achievement Worldwide, that strives to create viable work opportunities for young people in the Arab world. She was instrumental in the expansion of INJAZ into 14 Arab countries reaching millions of youth. Previously, she worked for two years at Jordan’s Ministry of Planning on the Innovative Competitiveness Team, assisting Harvard University’s Michael Porter in applying his model for economic development. She is also the winner of the 2006 Schwab Social Entrepreneur of the Year for Jordan. She joined the International executive MBA program at Northwestern University, USA and has a Bachelor in Economics and Accounting.

Kamel Al-Asmar A Forbes 30 under 30 Social Entrepreneur (2014), Kamel Al-Asmar is the founder of Nakhweh (www.nakhweh.org ), the first development and volunteerism network for the Arab world. As former web developer he built the site in 2009 which has since offered 650 volunteering opportunities with more than 900 social ventures. More than 21,000 youth volunteers have signed up and about 1,500 people actually undertook volunteer work. Born in Kuwait and raised in Jordan, he completed a BSc. in Computer Science, Princess Sumaya University for Technology (2007) in Jordan. He was Head of Communications and Community Engagement at Wamda, an online platform for entrepreneurs in the MENA region, as well as Founder and Impact Communication Strategist at Ideation Box.

Hassan El-Houry Hassan El-Houry is the CEO of the National Aviation Services (NAS) of Kuwait. The Kuwaiti executive is also the Chairman of Royal Aviation (an FBO terminal owner), Vice-Chairman of United Projects Company (real estate projects), and Board Member of Massaleh Real Estate Company. He holds an MBA from the Wharton School of the University of Pennsylvania, USA, and a BA from the American University of Beirut, Lebanin. El-Hourey’s ground-handling solutions, FBO terminal management, and other civil aviation initiatives had led the NAS towards numerous awards, including the prestigious “Best Ground Handling Company in Emerging Markets” Award.

Lana Nusseibeh Appointed in 2013, Lana Nusseibeh is first female Ambassador and Permanent Representative of the UAE to the United Nations in New York. Previously she was the Director of the Policy Planning Department at the UAE Ministry of Foreign Affairs, also Director, Research and Communications, Ministry of State for Federal National Council Affairs, which oversaw the first UAE parliamentary elections in 2006. She also formerly served as a Member of the UAE National Committee to Combat Human Trafficking and Member of the Board, EWAA, the first shelter for victims of human trafficking in Abu Dhabi.

Ahmed Mater Ahmed Mater is considered to be one of the most significant young Saudi contemporary artists, while at the same time working as a resident medical doctor at Aseer central hospital, having graduated from King Khlaed University, as a medical student. He is the founder of the Al-Meftaha Arts Village in Abha, Saudia Arabia and co-founder of Edge of Arabia, an independent arts initiative that nurtures a network of artists in Saudi Arabia through exhibitions and educational programs. He has attracted international attention for his art, which encompasses photography, calligraphy, painting, installation, performance and video, with solo shows around the world in prestigious venues such as the Pompidou Centre in Paris, the Victoria & Albert Museum, and British Museum in London. His work explores the narratives and aesthetics of Islamic culture in an era of globalization, consumerism and transformation.

Dr. Asma Siddiki Saudi academic Dr. Asma Siddiki is CEO of Alpha1Education, which provides bespoke educational tours and retreats, for as students, youth, women and executives. Dr. Siddiki is on the Executive Committee of the Saudi-British Society based in London and on the Steering Committee of the World Congress for Muslim Philanthropists. She was previously Associate Dean for Development at the Dubai School of Government and the Vice Dean for Academic Affairs at Effat College, the first non-profit, private college for women in Jeddah, Saudi Arabia. During that time she had developed the Co-curricular Program for Student Development for young Saudi women to be leaders in their society through active participation in the work force.

BANKING

AL-GHUNAIM’S VIEWS ON REMAINING COMPETITIVE Maha Al-Ghunaim has built an admirable reputation for herself, one that extends beyond the Arab business community. It all came about several years ago when she chose to start her own corporation. After working for 20 years in large financial institutions in Kuwait, Maha decided to establish an investment company that reflected her personality.

fter graduating from San Francisco State University in 1982, Maha joined the Kuwait Foreign Trading Contracting and Investment Company (KFTCIC), the largest Kuwaiti investment banks with 80 per cent government owned. She began as a dealer in Marketable Securities, executing transactions, and then became a portfolio manager. In 1988 she became Vice-President for Portfolio Management, a member of the asset allocation committee and a member of Al-Kharejeyah Umbrella Fund.

today a debt free company, well capitalized for growth focusing on its fee based core business; asset management, investment banking and brokerage.

In 1995 the Kuwait Investment Authority combined KFTCIC with Kuwait Investment Company (KIC) under the KIC name. Maha was appointed Assistant General Manager of asset management at KIC and was responsible for the local and international markets.

Forbes (US) ranked her for three consecutive years as one of the World’s 100 most influential women, and Forbes (Arabic edition) ranked her second in its list of the Arab world’s 50 best businesswomen. Though she had not sought the honors, the press is proclaiming her a role model for Arab women and women in the Islamic world.Global Investment House is a Kuwaiti investment company licensed by the Capital Markets Authority. Since its inception in 1998, Global has presented various investment solutions to its wide client base and has played a major role in developing the regional capital markets.

By 1998 Maha had arrived at the point where the next logical step was to found her own investment bank. She had had a model career in which had worked her way up through the major areas of investment banking and so had a good understanding of what was involved. She brought in four people as co-founders to establish Global Investment House with a capital of USD50mn which became one of the largest Investment Banks in the Middle East & North Africa with market cap exceeding USD5bn and the largest network of offices in the region in ten years. In 2008, Global, like many other financial institutions, was affected by the international financial crisis and mainly its prop book investments. The company had to go into a complete restructuring exercise and is

Maha’s success had drawn media attention to herself. She won a number of accolades including the “Banker Middle East Industry Award 2008 (BME) for her outstanding contribution to the financial industry.” In September 2008, the Wall Street Journal had named her number 43 on its list of 50 “Women to Watch”.

Global plays an important role in promoting investment opportunities in the MENA region to investors through expert financial engineering. It provides investors with a diverse scope of national and international investment opportunities and facilitates those investments by providing clients with services that target their individual needs and exceed their expectations.

Mrs. Al Ghunaim, how would you describe the current economic and business landscape in the Gulf? GCC economies are oil based and therefore intractably linked with the rise and fall in oil prices. Oil prices, which are currently the lowest in over 5 years, will lead to lower nominal GDPs and if production levels are cut, then to much lower real GDPs as well. Moreover, lower revenues will lead to comparatively constrained budgets in the sense of lower surpluses or even budget deficits if historical level of expenditure is maintained. We understand that most GCC countries have enough accumulated surpluses in their coffers to weather budget deficits for a number of years though smaller members like Bahrain and Oman will be more affected than the remaining. On a positive note, this will be the right trigger to make the GCC governments realize the importance of diversifying away from oil and realize the significance of curtailing their non-productive/current expenditures. And if they have already realized this, then to expedite on the measures they have chosen to adopt to reach these goals. We believe that the GCC will come out stronger from the current economic pressure, by seriously addressing the structural weaknesses it suffers from currently. How well have the Financial Markets recovered after the financial crises witnessed in 2008? Setting aside the recent fall in markets starting November 2014, some of the regional markets had recovered significantly from the financial crisis in 2008. As per data collected from Bloomberg, Qatar not only recovered but exceeded the highest point it reached just before the crisis in 2008. By mid-September 2014, Qatar was 14% higher than the highest point of 2008. Similar the Abu Dhabi market also recovered and reached its highest point in end-May 2014; 2% higher than the highest point in 2008. The largest market in the region, that is, Saudi Arabia almost recovered as well however it was still marginally lower by 5% than its peak in 2008. This was in September 2014. Dubai and Kuwait however remained comparative laggards, the former’s high point still short by 15% from its 2008 peak and the latter still lower by a significant 45%.

sentiment in its favor. The legal and regulatory framework within the GCC pertaining to capital markets needs to be improved upon giving investors the required level of comfort to invest. Greater emphasis can be laid on transparency and corporate governance, as well. The lack of skilled human resources is another challenge facing the establishment of a robust capital market in the GCC. The role of regulators needs to be enhanced in terms of vigilance and prosecution but barriers to entry arising from exceptionally high fees and incessant red-tape need to be removed. Mrs. Al Ghunaim, you are regarded as one of the most respected women in business in this region. What is the role that women are playing in business and politics in the Gulf? What initiatives are needed to empower more women into high business and political positions? Despite the increase witnessed during the past decade of women entering the business and political fields in this region, their role is still below expectations. We need to see more active women in these fields which could only be achieved by enhancing their education level and creating a culture that is performance and achievements driven regardless of gender; the right person in the right place. For the purpose of our publication, LEADERS Middle East. What is the role that LEADERSHIP plays in all spheres of society, and how serious is Kuwait in developing young global leaders?? Leadership is a process that involves different stakeholders to create a vision and lead them towards efficient execution. In addition to the role of empowering, inspiring and decision making, it is of utmost importance that leaders lead by example to create confidence and gain respect and trust. Leaders become role models and accordingly their characteristics will be reflected on those who follow them through their actions. I’m a believer that in order for leaders to have positive impact in the society, they should follow the highest standards of ethics, values and integrity. In Kuwait, our culture encourages leadership starting from home and the way children are raised. In addition, there are a lot of scattered initiatives launched by the private sector to develop leadership skills focusing mainly on the educational aspect.

How strong is Global Investment House at this moment in terms of your portfolio and clients? Today Global is well capitalized focusing on its core businesses; asset management, investment banking and brokerage with regional presence and a strong and diversified client base. Our portfolio includes only subsidiaries that form an integral part of our core business, which is in line with the company’s business model. Global manages today USD 4.1 billion on behalf of its clients through an array of investment funds and discretionary portfolios covering different asset classes, strategies, markets and industries. What are the necessary reforms and initiatives needed to keep the GCC as an attractive destination for Foreign Investors? GCC countries need to diversify their economies away from oil and gas and invest heavily in power, water, health, education, petrochemicals and other productive sectors. Structural weaknesses need to be addressed to send the right signals across and to sway investor

“The lack of skilled human resources is another challenge facing the establishment of a robust capital market in the GCC.” 87

global perspectives

BRINGING SUSTAINABILITY IN SMALL ISLANDS STATES James Alix Michel is the third President of the Republic of Seychelles, having been elected to office in July 2006 and re-elected for a second term in May 2011. A keen educationalist, President Michel was directly involved in the creation of the University of Seychelles.

t the establishment of the university on 17th September 2009, he was named its chancellor. One of his greatest achievements as President has been the revitalization and reform of the Seychelles economy. In October 2008 he embarked on an economic reform programme, undertaken with vigor and far-reaching impact, unprecedented in Seychelles history. As President, Mr. Michel has expanded the Seychelles protected areas to more than 50% of the countryâ&#x20AC;&#x2122;s land territory, making Seychelles the first country in the world to do so. As co-chair and founder of the Global Island Partnership, he is an active advocate of sustainable development and the leadership role of islands at the global level. President Michel is the recipient of several international awards and decorations, including the UNESCO Gold Medal of the Five Continents in recognition of his work to promote the ideals of peace, tolerance and his work to sensitize the international community about the vulnerability of Small Island Developing States, the Sustainable Leadership Award of the Delhi Sustainable Development Summit 2013, the Most Innovative People Award (for Natural Innovation) and a Honorary Doctorate from TERI University. Three years into your second elected term in office. How would you compare the Seychelles of today with the Seychelles of 2004 when you first took office? what was your first priority when you assumed office? We are striving to build a New Seychelles. This is my rallying call to the nation. It is with humility that I make a few comparisons. In 2004 Seychelles was emerging from 25 years of heavy investments in the social sector and infrastructure. At the same time we were consolidating our multi-party democracy following the re-introduction of political

pluralism. Not all of our foreign exchange earnings were reaching the commercial banks. This caused shortages -- and we are a nation of imports. We had accumulated foreign debt because of the expenditures in the future of our newly independent nation. I said in my inauguration speech in April 2004 that I had confidence in the great potential of our country and its people. We had reached a stage in the development of our small republic. We now have to climb new steps. There was the need to work together to harness this potential. We wanted to realise great things for Seychelles. My first priority when I assumed office was to meet with the various stakeholders in our society, among them the economic operators, the non-governmental organisations, youth leaders, the churches and the opposition political parties. I also travelled around the country told hold consultative town-hall meetings with the grassroots. It was important to bring our people together to work for unity, peace, harmony, stability and prosperity. I had to reassure our people that my government would work to preserve the valuable socio-economic foundation we laid during the first two decades of independence. I needed the support of all to steer Seychelles to a new phase of development, where the private sector creates the countryâ&#x20AC;&#x2122;s economic wealth; where all who is able is productive contributes and benefits. Eight years later Seychelles is not experiencing shortages of goods. The parallel foreign exchange market is the past. Seychelles has its own university. The entrepreneurial spirit is blossoming. The economy is growing at 3% per annum. We have restructured major State-owned enterprises and continue with the privatization programme. We have a policy of zero-tolerance of corruption. Seychelles is extending its cooperation and friendship network worldwide with its active-diplomacy initiative.

This provided us enormous international support during our economic reform undertaking. We have greater fiscal discipline. After the vast investments in social sector and infrastructure in order to render our independence successful, and now with the achievements of the economic reform programme and more educated workers joining the many employment opportunities, I see the realization of the New Seychelles. You have spoken about the need to empower the people of your country. How did you try to do this? Have you been able to achieve this? The basis of empowerment is the education of our people. For a long time education took the lionâ&#x20AC;&#x2122;s share of the national budget. Through universal education we give equal access to the opportunities of a better life. It is the first big step in empowerment. Now we want our educated people to seize the many opportunities in life. There are many. Government is facilitating access to credit to help people to start small businesses.We also want to help them to grow. Employment possibilities abound. We want our own people to be responsible for their lives, to do productive work, to create wealth and fill the many posts that are now occupied by expatriates. We want all our people to become the real owners of their countryâ&#x20AC;&#x2122;s development. It is happening in the tourism industry. The New Seychelles we are building fosters participation by all citizens in the development. It is empowerment when government offers shares to the staff members

and ordinary citizens during the privatization process of a parastatal. That is why we are successful. We are enhancing the community spirit through support we give to NGOs, in order to facilitate their work. We are boosting the culture volunteerism, which empowers people to care for one another, and to give a helping hand in building a better. Perhaps the biggest empowerment project, ongoing now, is giving the people in the districts more say in running the affairs of their communities. It is based on a local government model. I believe that people in the districts know their neighbourhoods better, and they are the ones who can make good decisions on behalf of their communities. Empowerment has many facets. It is a tool to develop a strong sense of belonging, to foster unity, build a caring society and boost our productive capacity. Your Excellency, you have been recognized by UNESCO and other international institutions for your contributions towards sustainability and environmental conservation of your country. Indeed Seychelles is said to be a world leader environmental protection. What can other countries learn from the Seychelles example? The environment is the giver of life, wherever we may be living on our planet. That is why it is of utmost importance that we value the environment and fit our development into it. Although Seychelles is a fast developing country, and very small in land area, almost half of our territory, including whole islands, is preserved. We have strict environmental guidelines for development.

We are happy we have been able to keep the greenery of our mountains, the whiteness of our sandy beaches and the turquoise colour of our sea. We feel our future, and that of our children and grandchildren, are more secure. From our example, other countries can learn that although environmental protection costs, it is the price we pay for our very existence. There is no free lunch for human beings. Environment is a great asset. The more we invest in its protection, the more we will derive from it for generations to come. We must also involve all the people. We have environmental impact meetings with the residents in communities to host a major development project. Fishermen are involved in the monitoring of species under threat. All countries can find the balance between development and environmental protection. We need to be courageous and convincing in our approach. Local knowledge, local feelings, play a crucial role. You have championed the causes of Small Island Developing States during your tenure. Is the world listening to the islands and their challenges, especially in the case of climate change? What more can be done? Iâ&#x20AC;&#x2122;m not sure if the world is paying enough attention to the plight of small island developing states. What I know is that Seychelles and SIDS will continue to speak loud about the climate change challenges we face. Seychelles has appointed a climate change ambassador at the United Nations to make our voice heard. For as long as there is no reduction in pollution emissions, we may say the world is not listening. The lifegiving reef systems in the world are depleting. Weather patterns are changing. Islands do not have the hinterland to save our nations from coastal erosion and rising sea level. Still I am optimistic. The world community needs to strengthen international cooperation and expertise in order to understand and reduce loss and damage associated with the adverse effects of climate change. Elsewhere we read that the demand for fossil fuels is reducing, and that there is

competition in tapping renewable energy sources. More can be done. We need faster actions. We have to admit that our pollution is affecting the environment. Big polluters should take responsibility for endangering the habitats of island nations. We in Seychelles know it is possible to sustain a high standard of living without affecting the environment. The world needs to adapt, fast, to an environment friendly type of development. You have won two elections, will you be aiming for a third one in 2016? How do you wish your people to remember your legacy? The constitution of the Republic of Seychelles allows for a person to serve up to three terms as President. The New Seychelles -- a country with a modern economy, a hardworking people, with a compassionate society and a united people -- is taking shape. This is what I pledged I would be doing for the Seychellois people when I first assumed office as President in April 2004. Is the work accomplished? It will be up to the people and party to decide when the time comes. In 2020 we will celebrate 250 years of human settlement in Seychelles. What I also told the people is that when we mark the anniversary we want to celebrate it as a people who have achieved progress in all aspects; as a people who have made economic and material progress, and also social and spiritual progress; as a united people who are prosperous and happy, who are a true example to the world. This is the legacy I wish to leave behind with the Seychellois people. Finally, what do you believe is the most important quality that a leader of a nation needs to possess in order to be successful? The leader of a nation has to have firm belief in the potentials of his people, accept that all members of the nation matter equally, listen to them and involve them in decision-making and development. The leader has to make available the space for people to realize their full potentials in nation-building.

LWB

IMPACTING THE WORLD

HUGH EVANS

SHIZA SHAHID

DANIEL MAREE

NADIM MAHMUD

AJAITA SHAH

KARAN CHOPRA

They are a community of special people. In them there is this need to help, to bring positive change within their communities. These, are our Leaders without Borders. Leaders without Borders, is a non for profit initiative, with the aim of fostering and encouraging the creation of young global leaders, social change makers. Leaders without Borders is a platform for bringing the brightest minds into one place, for sharing, exposing and analyzing best practices on some of the challenges we are facing. Leaders without Borders come from a wide range of backgrounds but they are united by a desire to build a better society and make a difference in the world. www.leaderswb.org

SOCIAL ENTREPRENEURS HUGH EVANS Hugh Evans is co-founder and CEO of the Global Poverty Project, an advocacy organisation committed to ending extreme poverty by 2030. He was 14 years old when he began his humanitarian work, travelling to the Philippines as an ambassador for World Vision, which ignited his passion for helping serve the world’s poor.

KARAN CHOPRA Karan Chopra is the co-founder of GADCO, one of Ghana’s largest producers of rice, which he set up to help the nation’s poorest farmers reap higher profits. GADCO helps impoverished local farmers, providing seeds and fertilizer on interest-free credit, buying their crops and selling them in a global supply chain.

The Australian social entrepreneur, humanitarian and an internationally renowned development advocate, co-founded the Oaktree Foundation and was a leader in the Australian Make Poverty History campaign. Hugh holds a law and science degree from Monash University, Australia and a Masters in International Relations at the University of Cambridge, UK.

Previously he worked as a strategy consultant with McKinsey & Company where he was awarded the Social Sector Fellowship. He received his MBA from Harvard Business School, Boston, USA with high distinction graduating as a Baker Scholar. He also received his B.Sc. in Electrical Engineering with highest honors from Georgia Institute of Technology in Atlanta, USA.

DANIEL MAREE American Daniel Maree is founder of, Million Hoodies Movement for Justice, a US racial justice organization that empowers a network of more than 50,000 members and college chapters across the U.S to protect and empower young people of color from mass criminalization and gun violence through strategic communications, grassroots organizing, and creative technology.

AJAITA SHAH Born in New York to Indian parents, Ajaita Shah is founder and CEO of India-based Frontier Markets, which provides solar power solutions to rural households. She has been working in India for 8 years in microfinance and clean energy distribution.

Millon Hoodies seeks to build a safer and fair America by transforming the public narrative on the criminalization of young people of colour while providing the tools necessary for communities to protect themselves. NADIM MAHMUD American Nadim Mahmud is co-founder and Chief Research Officer of Medic Mobile, which he developed with cofounders Isaac Holeman and Josh Nesbit, with the idea that mobile phone technology is able to improve health services. Medic Mobile supports frontline health workers and patients across 8,000 communities in 23 countries in Africa, Asia, Latin America, and the US. He completed an MD at Harvard Medical School, MS in Molecular Biophysics and Biochemistry and BS Molecular Biophysics and Biochemistry at Yale University.

She trains people to educate and sell to rural households, turning the poorest of the poor into entrepreneurs. The company has sold more than 20,000 solar solutions. Frontier Markets is currently operating in rural Rajasthan where they have reached 40,000 households and started earning revenue. SHIZA SHAHID Pakistani social entrepreneur Shiza Shahid is co-founder and CEO of Malala Fund based in New York. The organization represents the teenage Pakistani activist Malala Yousafzai who was shot in 2012 by the Taliban for her campaign for girls’ education, but survived. Shiza helped oversee Malala’s medical care in London and when she recovered they co-founded the Malala Fund. She is now leading Malala Fund in its work to empower girls through education. Shiza Shahid is a graduate of Stanford University, USA. She was previously a business analyst at McKinsey & Company in Dubai.

KEEP CLIMBING UNTIL YOU REACH THE SUMMIT American entrepreneur Scott Ragsdale, the Chairman and Co-Founder of naseba Group is a sportsman at heart.

e completed 7 ironman triathlons in 7 consecutive days in the 7 emirates of the UAE, finished one of the hardest desert foot races, ran over 20 marathons, climbed mountains, and will soon take up his next challenge, Race Across America, considered to be the world’s toughest bike race. With over 20 years of international management experience Scott Ragsdale takes on every challenge with the mindset of the trained athlete. Determined to win both in sport and in business, drawing strength from experience and hard work, he has developed, managed and trained employees from more than 50 nationalities. He co-founded naseba (www.naseba.com) in 2002, a deal facilitation company for emerging markets with its headquarters in Dubai, where he lives with his family. The naseba Group today promotes and hosts ‘deal flow’ platforms in the liquid growth market across 6 sectors: healthcare, IT and telecoms, energy, real estate, hospitality, and natural resources. The Group is best known for business-to-business summits, leadership forums, capital raising meetings and executive training programs, leadership forums which unite influential business experts through interactive conferences, educational workshops and networking activities. Since inception the company has produced over 500 events and played host to 65,000 executive delegates globally, with testimonials of their success including Citigroup, Dubai Islamic Bank, Council of Saudi Chambers, as well as His Royal Highness Prince Alwaleed bin Talal Alsaud, Chairman of Kingdom Holding Company and the President of Algeria, Abdelaziz Bouteflika. Scott Ragsdale’s management flair has gained a reputation in the UAE for promoting his staff’s well-being; with long lunch breaks, access to gyms, crossfit clubs and team sports events. He believes physical activity and goals outside of the office can also improve results at work. In 2010 Scott launched the Naseba Tag Heuer Challenge, an annual event

which dares his employees to achieve something extraordinary in their personal lives. The winner of last year’s event, who received a US$7,000 Tag Heuer watch prize, was a Turkish employee who had a fear of water and wasn’t able to swim at all but then learnt to swim despite her fears and completed an advanced scuba diving course. This year naseba will allow the public to participate in the challenge. Scott undertook a swimming challenge himself in 2010 when he became the first UAE resident to swim across the English Channel, taking 14 hours and 1 minute from Dover (United Kingdom) to Calais (France). Prior to co-founding naseba in 2002, Scott was a General Manager for a global business information company in seven international cities: Tokyo, Sydney, Shanghai, Hong Kong, Monaco, Barcelona and London. For the last twenty years Scott has lived outside of America, staying for significant periods in 9 countries and visiting more than 100 countries. Fluent in French and Japanese, he also passed the highest level of the Japanese proficiency exam (1 kyu). Indeed the name ‘naseba’ was taken from the Japanese idiomatic expression “naseba- naru” translated, “when there is a will, there is a way.” “naseba” can literally be translated by “If you make it…” Scott Ragsdale was born in 1971 and grew up in Omaha, Nebraska, attended high school at The Bolles School in Jacksonville, Florida, where he was a competitive swimmer. He graduated from the University of California at Berkeley with BA in Political Science in 1995. He was President of the Berkeley College Republicans, during his tenure the club grew to the second largest College Republican club in the United States. Scott talks to LEADERS Middle East about his next sporting challenges and his thoughts on the road to success.

You are no stranger to endurance sports, what are some of your achievements? I have done two Ironman and ran more than 20 marathons. I also climbed Mt. Kilimanjaro, swam the English Channel, and successfully completed Marathon des Sables – a 7 day race across the Sahara desert in Morocco, considered to be the most difficult foot race in the world. I also completed naseba7, 7 Ironman triathlons in 7 consecutive days across the 7 Emirates of the UAE.

of the top ultra-cyclists in the world. Under Marko, my training is much more intense than it was in 013 RAAM, especially with climbing training, I am doing much more climbing training now on the bike than I did before. Another area I am focused on is my weight. I am 194cm and went into RAAM 013 around 92 kilo ….for this RAAM, I will ensure I am no more than 82 kilo at the start. Obviously, the less weight one carries the better it is, esp. the first 4 days are full of climbing.

Now you are embarking on Race Across America, considered to be the world’s toughest bike race where you will cycle for almost 2 weeks with little to no sleep. What differentiates this challenge (RAAM), in terms of both psychological and physical preparation? Race Across America is a nonstop bike race from Oceanside, California to Annapolis, Maryland, a bit more than 3,000 miles on a bike. One has 12 days to ride across America to officially complete the race. A big challenge about RAAM is to complete it within the time frame, one must ride 22+ hours a day, thus sleep deprivation and painful saddle sores, severe neck and back pain are all elements participants will experience. I attempted the race in 013, made it 1,790 miles, a bit more than half way across America, but mentally, I failed … I underestimated the power of sleep deprivation, and how easily it turned my mind set to a negative one.

What motivates you to do such challenges? I try to live life to the fullest I can, and for me, these endurance challenges force me to live a focused, regimented life style, thus keeping me fit and healthy. I also try to inspire my family, employees, and anyone else who might hear about my story… Most people have goals and dreams, but too many people just sit around and dream about what they are going to do one day. For me, the theme of all my challenges, which I try to apply to my life and job as well, is…but I have to make it happen…” A goal means nothing if we don’t go after achieving it.

Looking at this challenge specifically, as a solo racer you will be expected to complete between 250 – 350 miles per day. What is your strategy for the race, and what are you doing to prepare for it? After my failure in 2013, I hired a new coach, Marko Baloh who is one

“I try to live life to the fullest I can, and for me, these endurance challenges force me to live a focused, regimented life style”

RAGSDALE CYCLING DURING RACE ACROSS AMERICA 2013

Not only a successful endurance athlete, you are also the cofounder and chairman of naseba – to what extent has your discipline towards sports supported your work ethic? In order to fit my training with my work schedule, I wake at 2:15am every day, which means I have to go to sleep around 8pm, thus this regiment forces me to be organized and structured. I find that I feel much better after a hard training session than I do when I have a day off, so in fact, I am somewhat addicted to this training. I know if I miss a session, I will not feel good during the day. Also, I find that I am much more productive. There is a common theme seen on your corporate website, blog, and media coverage where you talk about “Success is a Choice”, and that “the man on top of the mountain did not fall there”. Can you explain? 20 years ago, I saw a poster of a man standing on top of a mountain with the quote above him: “the man at the top of the mountain did not fall there …” I think about this quote all the time. Everyone wants to get to the top of the mountain, but there are no shortcuts to the top of anything. Going after a summit of anything … the climb will go easy, but more times than not, it will become a big challenge; sometimes we will fall down, but the key is to get back up and keep climbing until we reach our summit. Unfortunately, we live in a world today where everyone wants to get the top, but no one wants to climb anymore. Success is a choice.

RAGSDALE TRAINING IN THE UAE

Think about all the goals we set for ourselves that when it becomes a bit challenging, we find an excuse to break it … and ultimately, we fail to achieve our goal. At the end of the day, success is often a choice. We can decide if we want to achieve, or at the very least go after achieving … or if we want to sleep in, or break our diet, or stop training, or whatever choice we make that prevents us from achieving our goal. In your blog you refer to ‘searching for John Galt’, the fictional character from Ayn Rand’s novel Atlas Shrugged. In your interpretation, what does this mean to you? For me, John Galt represents the ideal character of man. He is hard working, focused, loyal, driven, and understands that the only achievement that matters is honourable achievement. Unfortunately, in our “selfie” self-centred me-me-me obsessed world we live in today, this type of person is too few and far between. To be clear, I gain focus and inspiration from all the mediocrity that is currently clouding our world today.

RAGSDALE CYCLING DURING RACE ACROSS AMERICA 2013

“Everyone wants to get to the top of the mountain, but there are no shortcuts to the top of anything.” RAGSDALE ENGLISH CHANNEL SWIM

innovation & creativity

Paul Sloane is the author of The Innovative Leader, published by Kogan Page. He writes, speaks and leads workshops on lateral thinking and innovation.

SIX WAYS THAT THE UAE CAN BOOST INNOVATION PAUL SLOANE

is Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai, has launched a National Innovation Strategy that aims to make the UAE among the most innovative nations in the world within seven years. It will stimulate innovation in seven sectors including renewable energy, transport, education, health, technology, water and space. “The UAE is already the most innovative Arab nation. Our target is to be among the most innovative nations in the world. The competitiveness race demands a constant flow of new ideas, as well as innovative leadership using different methods and tools to direct the change,” said Sheikh Mohammed. So where does the UAE stand and what can it do to achieve these ambitions? The Global Innovation Index ranks countries according to their innovation capabilities. It is authored by Cornell University, INSEAD, and the World Intellectual Property Organization, an agency of the United Nations. In its 2014 report the UAE was ranked 36th out of 143 economies. The top 10 economies are Switzerland, the United Kingdom, Sweden, Finland, the Netherlands, USA, Singapore, Denmark, Luxembourg, and Hong Kong. The UAE has the advantage of heavy investment in urban infrastructure and it benefits from a diverse multi-cultural workforce. So what steps can be taken to improve its innovation performance? Here are some broad suggestions. 1. Make it as easy as possible to start a new business. Most radical innovations come from start-ups and we need a lot more of them. It is already reasonably easy to start a new business in the UAE. However, we could further reduce administration and regulation burdens. 2. Increase the availability of loans for small and medium sized enterprises (SMEs). At the moment many smaller enterprises cannot raise the finance they need to expand. Banks are keen to rebuild their balance sheets and are unwilling to make loans especially to smaller companies and start-ups. We need to encourage venture capital funds, business angels and banks to invest in or lend to start-

ups and smaller enterprises. This is risky so the government can help lay-off some of the risk. 3. Tilt higher education towards Science. The UAE invests heavily in education but we need to see a better return in terms of innovation. Many valuable high-tech start-ups come out of PhD studies or University research departments. We should encourage more bright students to take degrees and further degrees in Science based subjects. We should say that a degree in Physics is more valuable than a degree in History. One way to tilt the playing field would be to make it more attractive financially to take degree courses in science and engineering courses. 4. Curtail Bureaucracy. Too much procedure and bureaucracy in government bodies and large companies acts as a brake on entrepreneurial activity and innovation. Even the most successful companies in the UAE often display a complacent attitude at the top. Many have layers of administration full of bureaucrats who love long-winded procedures. The government can take the lead in cutting red tape and unnecessary regulation wherever possible. 5. Buy more from small companies. Public sector spending is huge but relatively little goes to very small companies because the procurement processes are so long and convoluted. If government allocated a proportion of its spending for SMEs and start-ups then that would channel some much needed business to this sector and help it to grow. 6. Promote to the top on merit. To compete with the best in the world we need the world’s best corporate leaders and this means promoting and recruiting the very best talent. We need more innovation in all parts of the economy including large corporations and the public sector. However, we should start with the SME sector. Over a period these proposals would encourage more start-up businesses and more high-tech businesses. This will help fuel entrepreneurship and innovation.

LEADERSHIP, VISION, AND BEATING THE GLOBAL ODDS An interview with Paul Laudicina

aul A. Laudicina is chairman of the Global Business Policy Council (GBPC) and partner, chairman emeritus of A.T. Kearney. He served as A.T. Kearney’s managing partner and chairman of the board from 2006 to 2012, taking on this role after the firm regained its independence through a management buyout. During his tenure, he guided A.T. Kearney through an extraordinary turnaround, recording consistent double-digit growth and expanding its global footprint by 30 percent to include offices in more than 40 countries, including throughout the Middle East. He is also the founder and chairman of the firm’s Global Business Policy Council, a forum of CEOs and thought leaders focused on assessing global strategic opportunities and risk management. With more than 30 years of global consulting experience, Paul has worked with leaders of corporations and governments across a broad range of strategic, corporate, and public policy issues. He has also managed many of the firm’s most important institutional relationships and was named to Consulting Magazine’s annual ranking of the Top 25 Most Influential Consultants in 2005 and again in 2007. Paul is the author of a number of articles and books on global strategic issues, including Beating the Global Odds: Successful Deci-

sion Making in a Confused and Troubled World (Wiley, 2012) and World Out of Balance: Navigating Global Risks to Seize Competitive Advantage (McGrawHill, 2005). He also writes a regular column on leadership for Forbes.com. A.T. Kearney is a leading global management consulting firm with offices in more than 40 countries. Since 1926, the firm has been a trusted advisor to the world’s foremost organizations. A.T. Kearney is a partner-owned firm, committed to helping clients achieve immediate impact and growing advantage on their most mission-critical issues. “With about 3,500 consultants worldwide, A.T. Kearney currently works with two-thirds of the Fortune Global 500, the world’s largest companies by revenues, as well as with the most influential governmental and non-profit organizations.” A.T. Kearney’s Global Business Policy Council (GBPC) helps business and government leaders plan for the future. In 1991, Paul A. Laudicina launched the Council and served as its first director. The Council is currently led by Erik R. Peterson, who joined A.T. Kearney in 2010 from the Center for Strategic and International Studies (CSIS), where he served as senior vice president. The core GBPC team is based in Washington, D.C., and draws on the expertise of international experts. The GBPC has recently established a presence in the Middle East, headquartered in Dubai under the leadership of Rudolph Lohmeyer.

What is the Global Business Policy Council, and how did you start it? A quarter century ago, we established the Global Business Policy Council because we were convinced that the rapid and rather dramatic changes that were taking place in the world at that time would require business leaders, thought leaders, and policy figures, on a regular basis, to pause and take stock of where the world was going. In so doing they could sharpen their strategic focus to take advantage of the opportunities and manage the risks that a rapidly changing world would present. Since our founding, our retreats have brought together CEOs, thought and policy leaders to discuss challenging new ideas. We also publish our own thought leadership and work directly with clients to plan for different possible futures. In brief, the Global Business Policy Council is a window-- a lens-- through which business leaders can look, to get out ahead of the changes that are taking place in the world, so that they can protect themselves against risks and take advantage of opportunities. This part of the world has done those things exceedingly well over the course of the last 25 years or so. What would you say is the reason behind that? Does the way leadership functions in this region have something to do with the governments running this part of the world? The simple answer to your question is “yes”. I think the leadership of the UAE in particular has been insightful and progressive in looking out over the horizon to understand the forces that will change the dynamics for this region and therefore to engineer a more favorable outcome. Certainly, the choices to diversify the economy, questioned by many at the time, now seem, in retrospect, brilliant. Indeed they were. It took dynamic, courageous, farsighted leadership to be able to affect those changes and to invest the resources to make the transition. You mentioned that these days you’ve been analyzing some of the challenges that the region will face in terms of resource availability. What are your views on this subject? This region will experience shifts. We’ve already seen it. Oil prices are much lower than anybody anticipated. The IMF forecasts oil prices will be below one hundred U.S. dollars a barrel through 2020. That means that there is, by definition, a shift in the locus of economic leverage between producers and consumers. The UAE will benefit from its diversified economy, but for those countries that haven’t yet diversified to the same extent, there’s also a question of how to diversify into other sources of economic attainment. If you look back across the broad sweep of history, most of the fantastic failures in forecasting have been largely because of an inability to understand the impact of technologies that might develop. This

is particularly important with respect to resources, where there is tremendous investment in innovation happening around the world. Are you saying that the challenges that the region, or in this case the world, will face are very difficult to predict? They are difficult to predict. That’s why it’s so important to develop a dynamic approach to strategic assessment, so that you can look out over the horizon to help anticipate change and enhance your ability to adapt to those changes. We’re no better at predicting the future today than we were 50 years ago. In fact, we’re probably worse because things are changing so rapidly. That’s why we at the Global Business Policy Council/A.T. Kearney look ahead through scenariobased strategic planning, not to forecast events but to forecast the forces that are likely to shape the future, to enhance our ability to deal with the present. I like to quote Peter Drucker, one of the fathers of modern management science. He used to say, “Strategy is a sense of direction around which one needs to improvise.” Essentially, scenario-based strategic planning, which this region has adopted so well to its advantage, gives you the resiliency, the adaptive capacity and the ability to be able to shift direction when conditions compel you to shift direction. Good leadership requires having a vision which is compelling to the community around you. Leaders with vision are able to inspire people to reach beyond themselves and to do what behavioral economists tell us is the most difficult thing to do: embrace change.The only way you get people to loosen their grip on what they have now, however inadequate, is by inspiring them with a vision of what is to come if they do loosen their grip and they are prepared to do what’s necessary to invest in the future. Here in this region, leaders have done that effectively. Additionally, for leaders to be effective, they also have to be authentic, capable, and reliable. First, of course, they need to be authentic. People need to believe that their motivation is in the best interest of the public. They need to trust those individuals. We use this word “trust” as if there’s only one dimension to it. But trust is more than that. Two dimensions that I think we often overlook are capability and reliability. Is a leader capable of delivering on what he/she promises, either because he himself has the ability or because others may permit or not permit him to deliver on it? Has the leader reliably delivered on what he’s promised? I think in this region, we see leaders that are judged to be authentic, interested in the welfare of the public, have proven to be capable in delivering on what they promise and demonstrated that capability over time-- they’ve gotten it right.” That’s the right formula.

Paul Laudicina converses with Coca-Cola Chairman and CEO, Muhtar Kent, at A.T. Kearney’s CEO Retreat in Istanbul.

You led a turnaround at A.T. Kearney nine years ago. How can organizations approach a fundamental change of direction? Peter Drucker used to say that companies fail, not because they do the wrong things, not even because they do the right things poorly, but because they fail to perceive a change in the theory of business. By “theory of business,” he meant the forces that shape the environment in which business operates. If you look at the roster of the Fortune 500 and you realize that two-thirds of them from the original 1958 list no longer appear, you will see that many of them are GONE largely because they failed to see a change in the theory of business, such as changes in fundamental technology which upend their business model, changes in demographics and consumer taste and preferences, changes in geopolitics and macroeconomics. A new book by some of my A.T. Kearney partners, The Future of Strategy, capitalizes on these insights. It’s really about the notion, very importantly, that strategic planning is not a top-down process. Strategic planning, if it’s going to be effective, has to be a process that engages all of the stakeholders in a common view of the future so that everyone involved understands that they’re working toward the achievement of a common vision which ignites the passion and purpose that drive performance. No one ever succeeds by just striving to perform. You have to understand what value you are adding. What purpose is motivating you? What passion ignites you and gets you across that finish line? The development of vision is part of that process. That’s what’s so exciting about this region. You are regarded as one of the top 25 most influential consultants worldwide. What took you to do this? I mean how did this whole thing get started? I think it’s about purpose. It’s really understanding why you do what you do and motivating other people to find their own purpose in what they do. No one ever got wealthy by pursuing wealth. You get wealthy by pursuing your passion, the things that really drive value creation. For me, I have a very interesting history. I started studying for the priesthood early on in life. Then I worked with the United Nations. Then I worked as a strategic planner with a major oil company. I subsequently led a United States Senate staff, after which time I went to SRI International (the former Stanford Research Institute), and I’ve been with A.T. Kearney for the last 25 years. I have been very privileged to have had the extraordinary opportunity to see the world through multiple lenses and vantage points. That has given me the ability to integrate the best of what I see everywhere and cross-fertilize. It’s that wonderful opportunity to move from different environment to different environment that enables me to build my own grounding,

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purpose, and direction about what we need to do to unlock the power of private sector development, leveraged by enlightened government leadership with a clear vision of the future. That motivates me – and I hope, can motivate others – to do the right thing. Across the variety of perspectives that you see, what are the most common challenges that leaders are facing? I think enlightened leaders realize that they can’t do it alone, that leadership is really a team sport. A leader has vision, and is capable, reliable and authentic, but then also must engage others in the task. Business leaders need to work closely with government leaders and with the public. We need a new social compact, because no one of these actors can succeed on its own. Business, without the enabling environment of government, is finished. Government, without sustainable growth which business can generate, ends up sharing the poverty rather than the wealth. The public, not engaged and employable and with reasonable hope of realizing rising expectations and incomes, can’t buy the products that business produces, nor will they vote for and support the governments that try to lead them. So leadership has to be a team sport. In Beating the Global Odds, I make three points. Value creation has to drive wealth creation. We need to think longer-term and cross-border, yet our economic and political cycles often constrain us and force us to think short-term and intra-border. And there is now, for the first time in history, the perfect intersection between doing good and doing well. It is no longer possible, if ever it was, for business leaders to do well by their shareholders if they do so at the expense of the broader community of stakeholders.

“Strategy is a sense of direction around which one needs to improvise.”

KUWAIT YOUTH

KUWAITI BUSINESSWOMAN AND FILMMAKER NURTURES ENTREPRENEURIAL SPIRIT IN THE YOUTH A member of the Kuwaiti ruling family, Sheikha Al-Zain Sabah Al-Naser Al-Sabah is the Undersecretary of the Ministry of State for Youth Affairs of Kuwait. ne of Kuwait’s best known social entrepreneurs and pioneering film/TV producers, she is charged with conceptualizing and running operations for the newly established ministry.

into a myriad of regional media sectors. Shkh. Al-Zain also serves on the board of a number of media and youth organizations; including UNDP’s Development Program Advisory Board and Boston University’s COM board.

Prior to this distinguished appointment in May 2013, Sheikha Al-Zain Sabah AlNaser Al-Sabah was the Chairperson and Managing Director of Eagle Vision Media Group KSCC, which she established in 2002. She co-produced the film “Journey to Mecca,” which had a longrunning showing at the Smithsonian Museum of Natural History in Washington DC, and also organized worldwide workshops to raise awareness on the peaceful nature of Islam. She furthermore co-produced the multiple awardwinning film “Amreeka,” which was part of the official selection at the Cannes Film Festival, Sundance Film Festival, and Cairo Film Festival in 2009. She is the recipient of numerous international film and television awards.

At the start of her career Sheikha Al-Zain worked for ABC News’ World News Tonight with Peter Jennings in New York, and has also produced and directed a number of acclaimed political talk shows for a number of regional networks. A MELI fellow at the Aspen Institute in the US, Sheikha Al-Zain earned an M.F.A. from the University of Southern California’s School of Cinematic Arts and a B.S. in Journalism from Boston University, where she was awarded the prestigious Distinguished Alumni Award.

This young Kuwaiti woman has made it her mission to provide a creative haven for talented regional youths and is a vocal proponent of new sector and job creation. Prior to leaving her company to join the Ministry of State Affairs, she oversaw the completion of EVMG’s new multi-media studio complex in Kuwait, which today houses the company’s Youth Outreach Program, an initiative she founded in order to aid in the integration of talented Kuwaiti youth

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It is estimated that the youth demographic makes up roughly 60% of the total Kuwaiti population. In September 2014, the State of Kuwait launched its national youth strategy, aiming to provide quality services to the youth community and utilize modern and effective means to incubate and sustain a positive youth development environment. In an interview with LEADERS Middle East, Sheikha Al-Zain Sabah Al-Naser Al-Sabah talks about the ways Kuwait is mobilizing the youth as an economic and social resource, with the aim of sustaining the stability and economic growth of the country.

Kuwait has recognized the importance of youth development, placing it at the top of Government agenda. What are some of the initiatives in place that give evidence to your commitment to youth development? How crucial is Youth development for the overall growth of Kuwait. Kuwait has been and will continue to be an ambitious state striving to foster all means of decent living for all age groups. However, in the last few years, the Kuwaiti government, along with its key stakeholders in both the private and public sectors, has come to realize the importance and impact of the youth demographic in particular. Making up a significant percentage of the overall Kuwaiti population, youth as a segment are now regarded as essential assets with unique attributes, vibrant potency, and incredible potential that need to be nurtured and supported effectively. As a result, the Ministry of Youth Affairs (MYA) was established to promote positive youth development and serve as a facilitating, enabling, and empowering platform for the youth community. Through its formation, the ministry provides services, opportunities, and a supportive environment for youth engagement across a myriad of different fields. Essentially, the ministry has arisen from the youth themselves, and is run by and for the youth. With departments specializing in leadership development, capacity building, volunteerism, entrepreneurship, research/development, and creative content creation, the ministryâ&#x20AC;&#x2122;s very structure has been developed according to the needs of its community. In its first year alone, it has supported the development of upwards of 150 youth initiatives in the fields of science, education, art, health, leisure, and business. It has also partnered with key stakeholders in the public, private, and civil sectors on a number of youth-driven capacity-building projects. It has also worked with the countryâ&#x20AC;&#x2122;s top universities on educational programs and campaigns to address

a number of societal issues affecting both the youth community and the country at large. On the cabinet level, a special ministerial committee has been formed comprising the ministries directly concerned with services pertaining to youth needs and development. To engage youth even further in national policy, MYA is working closely with key decision-makers on the formation of a National Youth Council. This council will be charged with drafting key changes to some of the nationâ&#x20AC;&#x2122;s dated legislative mandates in a number of different fields. In addition, through its programs and interventions, MYA is striving to systematically address critical constraints to youth development, such as labor market controls, business regulation limitations, an ill-serving public educational system, and a bureaucratic and dated administrative infrastructure. Now in its second year, the ministry is hard at work, setting the framework for a National Youth Policy that will set the precedent for statewide inter-sectorial and intergovernmental alignment and participation on all youth development projects. This is a challenging process that is integral to the development of both the ministry and the country as a whole. Not only will the National Youth Policy allow for further incubation and empowerment of the youth community across all sectors, but it will shift the nature of the current reactionary national policy to a more cohesive pro-active and action-driven system that may effectively promote a holistic and multi-sectorial environment for comprehensive and sustainable positive youth development. In summary, these efforts have been formulated to facilitate youth inclusion, thus mobilizing the youth generation as an economic and social resource, which can directly contribute to sustaining the stability and economic growth of the country.

ENTREPRENEUR AND SME SERVICE CENTER.

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Kuwait is known for being a welfare state, where everything is given to Kuwaitis from free education, health, even jobs. Does this play against you when it comes to developing an entrepreneurial spirit in the Kuwaiti youth? What types of projects are being implanted for incubating and developing entrepreneurs? Being a welfare state doesn’t necessary play against developing an entrepreneurial spirit in Kuwaiti youth. It is due more to labor market restrictions, business regulation controls, poor administrative infrastructures, and the lack of viable incubators and venture capital injection, that Kuwait has a low level of new industry creation. Governmental and quasigovernmental organizations absorb a large part of the youth work force and the remainder aspires to revered professions requiring university level education. Interviews with youth suggested that regulations and poor administrative structures are the major challenges facing young Kuwaiti entrepreneurs. However, findings also indicated that the complex nature of regulations governing the practices in business and perceptions to job security by youth contribute to increased interest in entrepreneurship. One of my major roles in the ministry is to encourage young entrepreneurs to solve the issues we face using innovative solutions that may inevitably challenge the status quo, and allow for the creation of new sectors, jobs, competition, and social enterprise. For instance, many of the infrastructural problems we face today may be easily solved when we couple vision with drive. And who better to possess these attributes than the youth themselves. The Ministry of Youth Affairs, as a whole, is incubating social entrepreneurs as they drive social innovation and transformation in various fields including education, the arts, healthcare, environment, and enterprise development. But I must also stress that we have the good fortune of working with a youth community that is entrepreneurial in its very spirit and nature. Kuwaiti young men and women have been raised by an older generation of pioneers in a number of different fields. Our ancestors have had a profound effect on our society and many of the lessons learned from this older generation continue to have positive transformative effects on our society today. What we see happening now is the passing of the torch from one gen-

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eration to the next. Our young entrepreneurs today share the same resilience and love for adventure inherited from our forefathers, but now they have coupled these factors with modern-day technology and advanced business models and tools. Today, we are seeing young Kuwaiti entrepreneurs use innovation, creativity, and passion to solve major problems and build strong and sustainable organizations. To encourage the entrepreneurial spirit in Kuwait, the Ministry continues to support and deliver a multitude of enabling projects in the SME creation and incubation fields. It recently launched its Entrepreneurship Department and is working closely with a task force, comprising top young entrepreneurs from a myriad of different sectors, to further develop the department and launch its highly anticipated action plan. The ministry also works closely with the country’s other government entities to allow for more cohesive inter-governmental participation in the SME development fields; more recently partnering with the Ministry of Social Affairs and a group of young Kuwaiti business-minded volunteers to launch the first fully integrated Entrepreneur Customer Service Center in the state. To date, 230 young entrepreneurs have registered their newly formed companies in the center’s database. Still, I strongly believe that, in this era of globalization, the country’s success on the entrepreneurial incubation front be will quite lacking if it does not learn to compete internationally. However, before we can compete internationally, we must be aware of our strengths and weaknesses. To rate its current ranking worldwide and accumulate valuable data for the further development of its youth community, MYA has joined the prestigious GEM consortium. This membership allows our team to measure where we stand when compared to the entrepreneurial activity of other countries, and uncover crucial factors that we may utilize to suggest policies to enhance the national level of entrepreneurial activity. It is obvious that there is much to be done in terms of providing adequate infrastructure, legislation, and incubation for the entrepreneurial spirit to flourish without obstruction and take flight in Kuwait. I am confident that by working closely with the youth community, MYA will be able to sow the seeds and harvest the type of grass roots support needed for a comprehensive and healthy entrepreneurial growth to take place and harvest new sustainable industries in a number of new and exciting fields.

With the interest of positioning Kuwait as a Knowledge based Society. What is the position that Kuwait has in terms of Education, Innovation and Creativity? The Kuwait Development Plan for 2035 aims at transforming Kuwait into a financial and international hub. But in order to do so, we must revisit the nation’s existing educational system and overall human development plan. With today’s dynamic global economy centered on the development and exchange of knowledge and information, the State must invest in capacity building and knowledge transference. Individuals and human capital need to develop multifaceted expertise. Skills must be fostered and nurtured to meet both the demanding needs of modern-day life as well as the innovation-driven global arena. We must recognize the importance of knowledge in value creation, enable a society of life-long learners, and encourage out-of-the-box thinkers and innovators to hold key decision-making positions in government. We must also invest in research and development across all sectors, and highlight the importance of a comprehensive educational backbone when re-structuring our much neglected and dated public educational system. In addition, we must build platforms for creativity and expression; areas where new ideas and possibilities may be freely challenged and explored. You founded Eagle Vision Media Group, producing a very successful film showing insight into Islam. How were you involved? What did you gain from this experience? Whether it is through my writing, or my TV shows, or my films, content creation has always been my passion. When I have a message that needs to be shared, I do so using universal themes that transcend language and cultural barriers. In addition, I have always been an advocate of new industry creation in general, whether it is in digital content, film, or otherwise. The positive domino effect it would have on job creation and the economy at large is incredible. And it is this belief that drove me to found Eagle Vision Media Group KSCC (EVMG) in 2003. I struggled with the same regulatory issues crippling many of our young entrepreneurs today, but I was driven and motivated to create a space where visual artists and storytellers can unite under one roof and produce their content. So I formed a great support team that shared the same drive and energy to make this dream come true, and we went to work. Before leaving EVMG to join the Ministry of Youth Affairs, I am proud to say that we succeeded in building the region’s largest independent studio and multi-media facility right here in Kuwait. EVMG is now a place where all the country’s aspiring visual storytellers may exchange and experiment with new production ideas. Under the EVMG banner, I had the good fortune of producing a number of regionally celebrated TV shows, and internationally acclaimed feature films.

One of those films, “Journey to Mecca,” was the result of an international production team working together towards a common vision. The key messages of this film were simple; compassion, resilience, and humanity. My involvement in this film stemmed from the simple fact I wanted this story to be told. Working with the production team, ranging from 22 different countries, in a number of international locations, was a wonderful experience in and of itself. It enforced the importance of knowledge-transference and innovation when it comes to the formation of a successful project. More importantly, through this experience, I learned about the extent to which the lack of world-class film and media content about this part of the world is limiting our cultural and academic growth. Our messages are simply not transcending our own borders because we have not cultivated the proper skills and invested in the human capital needed to make this happen. And unless this changes, we will continue to see our stories, culture, and heritage, and all the societal and political issues that arise as result, be downplayed, and sometimes be completely downgraded, by the global society at large. Can leadership be taught in a classroom? How can Kuwait nurture future leaders? Leadership is not a curriculum; it is a complicated term that is not confined to titles or privileges. Leadership is about full citizenship and active engagement in different spheres of life. It resides in pathways that connect experiences, and unites opportunities that may then provide the road map for a coherent journey towards meaningful action and achievable dreams. Future leaders may be nurtured in a number of different ways. At MYA, our National Leadership Department aims to develop the youth community’s potential and empower future leaders by investing in their strengths, tending to their areas of interest, sharpening their skills, and engaging them in the decision-making process. In parallel, we are working to ensure that a healthy infrastructure and regulatory business and legislative environment are put into place by the state at large. That said, I must stress that the ministry can only do so much. Creating leaders is a process that requires the full participation of the government, the civil sector, the private sector, the people of Kuwait, and the future leaders themselves. Across all levels, we must invest in positive youth development and all that the term entails. We may do so, and lead Kuwait to economic and social reform, by focusing on developing the youth community’s skills, increasing their productivity, installing values of cooperation and team work, instilling national pride, encouraging participants to continue education and selfdevelopment, and linking personal goals to national dreams.

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A WOMAN OF SUBSTANCE Meera Kaul started her entrepreneurial career at the age of 17 when she was still in school with a content curation start-up. She was able to exit this startup and put herself through law school on her own merit. Her desire to be entrepreneurial comes from the selfimposed quest for excellence, an ability to think out of the box and an inclination to take measured risks.

Meera has held herself to high standards of excellence even in the most adverse business conditions. She has been a pioneer of being one of the only women who explored opportunities to develop markets in parts of Asia, Middle East and Africa for American technology companies. She incubated and set up businesses in these markets where it is not traditional for women to be working in male dominated industries and was able to make these businesses successful. With her determination to succeed she worked against all odds and obstacles in these global markets. Meeraâ&#x20AC;&#x2122;s unique business acumen made her the only indigenous entrepreneur in the Top 50 women in Telecom, the only woman to be awarded Executive of the Year and the Woman Executive of the Year. She is the Founder and Chairperson Optimus Computers Trading LLC. Optimus is a market enablement company that helps leading technology and telecom vendors to develop and create business revenue streams in the Asia, Middle East, and Africa. Optimus provides their vendors and channel partners the most efficient presales, sales, marketing, channel acquisition, channel management, implementation services and support services along with operation of supply chain and inventory management of technology and telecommunication products. Founded in 2008, Optimus has presence in over 28 countries the world over through 1200 business partners and continues to grow year by year.

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With her successes, Meera has become known as a role model for women around the world. She is a big advocate for gender equality. Meera devotes a substantial amount of her effort to support Women in STEM (Science, Technology, Engineering and Math). She educates and mentors young women through her own career experiences and lessons she learnt along the way. Not only does she share her knowledge with women, she also invests in women that make an impact on their communities through the use of technology and science. Her passion to empower women and help them grow in their careers led her to forming The Meera Kaul Foundation in 2011. The Meera Kaul Foundation strives to unlock a world of immense potential and possibilities for women, especially in the field of Science, Technology. Engineering and Math (STEM). About half of the worldâ&#x20AC;&#x2122;s working population comprises of women. Sadly however, merely a fraction makes it to the top â&#x20AC;&#x201C; only twelve percent of CEOs across the world are women. Technology has indeed played a pivotal role in changing business dynamics, enabling innovation and diversity. But even in this day and age gender discrimination exists. The Foundation works with individuals and corporations to address issues of gender bias and eradicate inequality by running gender sensitization initiatives and campaigns to raise awareness. Through programs, seminars and conferences the Foundation endeavors to empower women by making them economically successful through education, skills training and shared entrepreneurial acumen.

Investing in women, women led projects as well as programs directed at women, The Foundation works to empower women to utilize their economic, social and intellectual potential. It helps create prospects for women in areas of their expertise, creating sustainability of their careers and enhancing their personal growth and economic stability.

portunities for women, as well as focus our efforts on empowering women through skills training, education and career guidance, and arming them with entrepreneurial acumen. We are striving to galvanize public opinion in favor of adopting women empowerment practices on a global scale and encouraging women induction into senior executive positions, entrepreneurial roles and STEM subjects.

The Meera Kaul Foundation provides mentorship opportunities to strengthen the interest and confidence of girls and young women to pursue and succeed in STEM degrees and careers.

You have set your objective on helping women in the Middle East, how would you describe the impact of your operations so far? The passion of the women we serve is so infectious that it drives us to work harder to make a difference in their lives. In 2014, we consolidated our areas of intervention to cover gender bias eradication programs, educational initiatives covering women empowerment across our programs whether it was creating role models close to our communities, reaching out across the world to enable school programs empowering our next generations or investing in women owned enterprise. Our 2014 Annual report provides a comprehensive snapshot of all our activities, initiatives and interventions over the past year. These ranged from online campaigns to interactive regional events to international partnerships with related causes.

Meera’s achievements are manifold and she continues to be a serial investor in start-ups and projects she believes in. Some of her investments and founder roles other than the ones transcribed above include Momenta (1500 employees and 3 offices worldwide), Parity and Scale. Additionally, Meera is also an investor in over 16 Silicon Valley startups, the founder of technology publications and on the board of cutting edge hi- tech ventures globally. A dynamic entrepreneur, a committed social activist or an impassioned technology geek, Meera is a born leader and continues to inspire the women and the men around her. The Meera Kaul Foundation was established 2011 with the idea of supporting the potential & possibilities for women. Please give us an introduction to the Meera Kaul Foundation and its main mission and objectives? We believe that when women move forward, the world progresses. Simply put, The Meera Kaul Foundation is a sincere and determined effort to change paradigms and stereotypes that impede women’s growth. Our Vision is to work with corporations and individuals all over the world to eradicate economic marginalization of women in workplace and to create entrepreneurial opportunities for women. The Foundation endeavors to encourage, mentor, inspire and guide women, using successful women as role models. We hope to revolutionize the way women are viewed and treated, both by society, as well as by themselves. Our initiatives are directed towards sensitizing society to the various facets of gender bias that women experience on a regular basis across the socio-economic landscape. We invest in women and women driven programs to create op-

The second edition of our flagship event, The Women in STEM, 2015 was highly successful as the Conference & Awards helped provide a platform for discussion of women empowerment issues and enabled recognition of able women leaders in STEM. The event has grown over the years to become the largest regional gathering of international women speakers, activists, and leaders. The event also had a concurrent “All Women Hackathon” (one of the first in the region!) organized in a leading Dubai University, to encourage women to develop innovative apps and games. Our Training & Mentorship initiatives over the last year have included events like the ‘TechWomen at Entrepreneurship Day’, in San Francisco, as well as several other focused mentoring sessions for women. Our strategic contribution was also evident in our participation in events like the Velocity All Women Hackathon in San Jose, our support for the African High School Girls Initiative - Taungana, Sponsorship & Panel sessions in TiE Silicon Valley, as well as Speaking at the Indo-Us Technology Summit, New Delhi, Global Mobile Internet Conference, Silicon Valley and Vator Splash among others.

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The Meera Kaul Foundation also launched a dynamic Gender-Bias App â&#x20AC;&#x201C; Parity â&#x20AC;&#x201C; rated as one of the finest gender bias measurement apps by US National television. The App enables women to rate companies on different factors related to their women friendliness and how these firms treat them. The intention is to move the power to the hands of women and act as a positive influence allowing companies to improve policies with sound data and analytics. Our other ongoing programs flourished over the past year, and helped activate our initiatives regionally including: Webinar Series Our webinar series allows women to have access to mentorship, guidance and knowledge from anywhere in the world. Our webinars ranged from Entrepreneurial and Start-up tips, to Wage Negotiation skills for Women to Breaking Stereotypes with Women in Stem. 100 Women in STEM: Videos to inspire Girls and Women in STEM 100 women in STEM is an initiative that is creating a domino effect on women throughout the world, as they begin to see one another as cohorts and empower those around them, creating an adaptive and flexible network of support. They are the two-minute videos of the women in STEM sharing their determination, resilience and entrepreneurial spirit. The videos inspire girls and women to be in STEM and STEM related fields. We continue to work to enhance and add to this repository of inspirational videos. We invite women to share their stories and become an inspiration. Women in STEM Community Networking is about making connections and building enduring, mutually beneficial relationships. Women, networking, mean lifelong support systems! In 2014, we initiated an online Community for Women

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in Stem, a platform for women to share and seek support from each other. The community is growing and flourishing. The aim over the last year was to bring the knowledge, experience and expertise from around the globe to the region, and we hope to conduct a lot of the above programs in the coming year in the region itself. We are also in the process of synergizing our efforts with other organizations in the region for rolling-out a structured roadmap to increase our outreach to women in the region. What initiatives have been created to target gender discrimination in the Middle East? Parity, the dynamic Gender-Bias App launched by The Meera Kaul Foundation earlier this year, will serve to be one of the most powerful tools to challenge gender discrimination in the region, and globally. The App enables women, and even male employees, to rate companies on different factors related to their women friendliness and how these firms treat them. The intention is to move the power to the hands of women and act as a positive influence allowing companies to improve policies with sound data and analytics. The Foundation is also involved in initiating Research within the region to highlight gender discrimination, wage disparity and the lack of support for Women in Stem. We have tied up with leading Universities and Research firms to gather and analyze data within the above areas. Our Hackathon initiative, again a first in the region, has also been well received, both by participants, and companies alike. The winners from last yearsâ&#x20AC;&#x2122; event have been mentored to create their Business Plan and are now ready to launch their own company. This year, the interest from the corporate sector is higher, to encourage young women graduates and executives, to think innovatively & develop creative apps.

Women In Stem Careers, a global portal, exclusively for women, that connects job seekers with job vacancies, specifically within the STEM fields, has been one of our biggest initiatives for this year. For job seekers, Women in STEM Careers gives you access to thousands of current jobs covering an extensive range of sectors and locations. For recruiters, our candidate-reach is immense - in excess of 60 million candidates worldwide. The portal is already Live and we are in the process of tying up with a lot of Corporate and Federal organizations to list their vacancies in STEM functions with us. This portal will once again serve as a tool to help bridge the gender discrimination in STEM fields in the region. We have created significant investments within this field in the region and have plans to intensify our investments further to help support the regional drive against gender discrimination. From investing in women start-ups in the region to investing in education, training and development scholarships for women in the region, The Meera Kaul Foundation will continue with its commitment to end gender discrimination and empower women. Why would you say that it is important to empower and support the development of women? Gender Parity is a very critical paradigm for the growth of the economies the world over. Women represent nearly 70% of the 1.3 billion people in the world who live below the poverty line. Over 650 million women are illiterate. 121 million children are not in school the world over and 60% of them are girls. Thus by numbers alone, it appeals to logic to that investing in the empowerment and growth of women will have a significant economic impact on the growth and prosperity of countries. Women perform 66% of the worldâ&#x20AC;&#x2122;s work, produce 50% of the food but earn 10% of the income and own 1% of the property. Women make up about half the worldâ&#x20AC;&#x2122;s workforce, but they still make 77 cents for every dollar a man earns. In tech women are a bit better placed with

81 cents to a dollar. An October 2012 study by the American Association of University Women found that over the course of a 35-year career, an American woman with a college degree would make about $1.2 million less than a man with the same education. Therefore, closing the pay gap by raising womenâ&#x20AC;&#x2122;s wages would have a stimulus effect that would grow the U.S. economy by at least 3% to 4%. STEM careers are all set to grow between 18- 24% in the next couple of years. The same 2012 study by the Association for Women in Science found that women in STEM earn on average 81% of what men in equal positions earn. Expanding and developing the STEM workforce is a crucial issue for governments, industry leaders, and educators. And since women, when they grow, invest in the development and prosperity of their communities, so investing in empowering women means communities, economies, and the world at large will flourish. Where are the challenges ahead for your foundation? What are the issues you would like to focus going forward? As we move ahead, the challenges still remain. Gender discrimination continues, and is a gargantuan task as we work towards sensitizing societies and making them aware of why and how to contribute to empowering women. The depleting pipeline phenomenon still occurs, with a considerable percentage of women dropping out from Stem subjects in education in latter years, as well as quitting careers. Negotiation skills and asking for higher pay is another area where we will be focusing our efforts, to educate and encourage women to not feel shy to ask for what is their right. Linked to this is our effort to impart skills training, so women are equipped with the necessary competencies to make them eligible for higher pay. Finally, we will continue to strive to encourage women to help other women, empower each other, mentor, share, guide, and serve as inspirational role models and support systems for each other.

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ENTrepreneurship

Omar Al Busaidy , author of “JUST READ IT” , Global Shaper with the World Economic Forum, Member of the US-UAE Public Affairs Committee , a young Emirati with over 12 years of experience in corporate UAE, Omar has expanded his skills set and has grown in the sectors of banking, tourism, trade and investment.

YOUNG GLOBAL LEADERS AND ENTREPRENEURSHIP OMAR AL BUSAIDY

eing Human! Being Human is a registered charitable trust working in the areas of education and healthcare for the underprivileged in India. I saw this and thought, wow! How seldom do people advise others on just being human or better yet what we are meant to be, given that we have enough challenges around the globe caused by reckless humans. But if you think of those two words Being Human and recite it to yourself, you may start to reflect on all the things you do, say, hear or feel in your everyday life. That, in my opinion, is what leadership is all about and that is one very important ingredient for entrepreneurs. As the world gets smaller every year mostly through the blessings of social media, more and more young people are realizing that the best way to influence an audience is by being human.

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who’ve suffered that fate. As I mentioned in my book Just Read It, being a leader, being human is all about having the right attitude and having your emotional and social intelligence in check. Once you’ve reached that point of self- actualization, you’ve won the hearts and minds of those who look upto you. And this is the message that needs to constantly be communicated to the youth who are now the catalysts for change in our communities and they would fall in deep waters if they get over excited and over confident when they attain a position of power.

The crazy trends of selfies and spontaneous videography of our daily lives is showing people that, hey I’m not just a leader because of a title but because I do the same things you do, eat the same food, go to the same spots on a weekend and listen to the same music.

And like Scott Hamilton said, “The only disability in life is a bad attitude”. It couldn’t have been said any better! Balancing the youthfulness, energy, charisma and assertiveness is a talent only few have mastered. I have personally come across one man, that now at the age of only 32, managing a portfolio of over USD 100m at the Abu Dhabi Tourism and Culture Authority, is slowly making local, regional and very soon international headlines.

The disconnect between leaders and their followers will be a thing of the past, its almost become boring and “not cool” for leaders to be isolated. But there’s also the fear factor, because all you need is one disgruntled employee to post something in the digital world that makes the leader look bad and that message going viral. In the past few years there have been some very high profile senior executives

Sultan Al Mutawa Al Dhaheri, Acting Executive Director of the Tourism Sector has revolutionized the direction of the tourism sector’s strategy, and has simply broken records for the Abu Dhabi emirate. Rising occupancy rates, generating higher revenues are just some of the successes but his true success come from the spirits he’s lifted of all his employees.

OMAR AL BUSAIDY Never, have I come across a young man who’s a father of two, owns a furniture factory, pursing his graduate degree at the London Business School and in the midst of it all, working whole heartedly for his country to be so humble. (Although we do still pick on him for not buying us lunch) when I asked Sultan what was the secret to his success? He simply said, having the right people and the right system in place. The number of times he mentioned these two, I almost feel that it’s the first words he quoted when he was born. And absolutely he has developed both the people and systems in the organization that now he’s left a legacy behind. One that can be admired, benchmarked or even envied upon. As young followers, we have to observe and learn from our peers such as Sultan and try to adopt those skills that were the formula for success. The other point I’d like to highlight to aspiring leaders and entrepreneurs is consistency. I almost want to stop writing any further from this point. Consistency to the ones that look at the glass half full is a considered a blessing and to the ones who see the glass half empty, consistency is a curse. Sustaining a certain rhythm at a work place can be quite challenging to the ones who don’t have strong self-control and self-awareness. This trait goes even beyond the desktops but at home as well. Carrying the same dynamism and energy to everything you do, at every place you go, will reflect on your work and the people you lead.

That is why, focusing on this quality is crucial before taking that major step, reading books, spending time alone, exercising, eating well and sleeping well are very good steps to ensure you don’t breakdown in the boardroom. Recently I have been selected to be a member of the Global Shapers Community in Abu Dhabi which is an initiative of the World Economic Forum. There about 23 members in Abu Dhabi which can all be found on www.globalshapers.org , my fellow shapers are a group of highly skilled, highly educated individuals who are all motivated to contribute to the community where they live and work. But the one thing that everyone in the group had in common is passion. I never vocalized this to any of the members, but they’ll probably get a copy of this magazine and read it for themselves. Each member is passionate about what they do in their daily lives and when we meet once a month, that passion can be felt in the room. This is another important ingredient for success. Lastly, I once read a quote that someone posted, “be stubborn about your goals but be flexible about your methods. To the Young Global Leaders, I don’t think that quote needs any explanation. But most importantly the one advice I always give everyone is that if you make your parents happy and have their blessings, your success will flourish beyond your imagination. After all that’s what Being Human is all about.

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LOGISTICS

SHAPING THE REGION’S LOGISTICS SECTOR Essa Al-Saleh is the President & CEO of Agility’s commercial business, Global Integrated Logistics (GIL) and is based in Baar, Switzerland. Mr. Al-Saleh’s responsibilities include leadership and management of the company’s core global logistics businesses.

rior to assuming this role, Mr. Al-Saleh served as Managing Director of corporate development, where he led the strategy and initiatives that contributed significantly to the development of new businesses, joint ventures, mergers, acquisitions, strategic sales initiatives and marketing. Mr. Al-Saleh has been with Agility since 1998 and has played a vital role in the company’s transformation into a leading global logistics provider and shaping the strategy and the execution of the acquisitions that make up Agility. Agility’s story parallels the rise of emerging markets in the global economy. The company got its start as a local warehousing provider in Kuwait and grew to become the largest logistics company in the Middle East. It acquired more than 40 logistics brands around the world, investing billions to build a global network with a strong footprint in emerging markets. Today, Agility is one of the world’s largest integrated logistics providers with more than 20,000 employees and operations in 100 countries. Agility has a truly remarkable story, with humble beginnings as a local warehousing provider in Kuwait to becoming the largest logistics company in the Middle East. How would you describe the main elements of Agility’s success? At Agility, we pride ourselves on being the only global logistics company with roots in an emerging market. Using our first-hand knowledge of the unique manner in which an emerging market operates, combined with a strong appetite for entrepreneurialism and well-established re-

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lationships with local partners, our strategy of enabling businesses has successfully differentiated ourselves in the industry. None of this would be possible without the long-term commitment that we make when we enter a new market. That strategy has paid off as we have progressed to become one of the top logistics providers worldwide. Today, Agility is a $4.8 billion business present in over 100 countries with 20,000+ employees. As the Middle East continues to position itself as a global gateway of transport and logistics into emerging markets in Asia and Africa, what is the growth potential you see going forward? Positioned strategically at the crossroads between the expanding economies of Asia and Africa, with close proximity to Europe, there is tremendous growth potential for the Gulf’s transport and logistics sector. Thanks to the government’s policies of diversification and associated investment, infrastructural developments in the Middle East have made it home to some of the largest and busiest multi-modal logistics hubs in the world, enabling the region to capitalize on the growing south-south trade – a trend which is expected to continue and grow. One example of this trend is the growing trade between the continents of Asia and Africa, growth which industry professionals are increasingly optimistic about, according to this year’s Agility Emerging Market Logistics Index. With the Gulf conveniently placed between the two continents, it is perfectly located to leverage on the growth.

The Gulf is also ideally located to take advantage of the tremendous growth in Africa, in and of itself. Due to advances in the African economy driven by factors ranging from infrastructural developments to increasing agricultural demand, a growing energy industry and a burgeoning middle class with rising spending power, the inward and outward flow of goods to and from the continent is ever increasing. Today, the continent is home to 10 of the fastest growing emerging markets across the world, according to the IMF. Multi-nationals in turn are increasingly looking to take advantage of the mushrooming economy as demands for their products and services rise. With this in mind, the Gulf has successfully capitalized on this growth, with the UAE now having overtaken South Africa as the primary hub for goods to sub-Saharan Africa. Gulf countries are also looking to invest in the fast-growing African economies, According to Ernst and Young the UAE alone invested US$41 billion in 2013 assigned across a number of sectors, including logistics, infrastructure, telecoms, agriculture and the oil and gas industries. It’s not only goods flowing into Africa that is benefitting the Middle East but also the investments pouring out of the continent into the Middle East as African businesses look to the region as a base to access other markets in Europe and Asia. Having focused your growth strategy mainly in emerging markets. What are your international expansion plans and countries of focus? Agility Global Integrated Logistics (GIL) has set its sights on being Africa’s leading provider of logistics services. We have established our own operations in Kenya, Uganda, Algeria and Egypt to date through both acquisitions and green-field investments, and our business in East Africa is making excellent progress. Today, the immediate focus is on

expanding Agility’s footprint and growing our West Africa operations to service the growing Oil and Gas industry within Nigeria, as well as the growing consumer markets of Angola and South Africa. Elsewhere in Africa, we are represented by a network of strategic partners and agents. How do you see the transport and logistics business evolving into the future? What will be the Kaizen and Just in Time of the year 2020? Technological advancements over the past two decades have, so to speak, sped up time. Both individuals and businesses everywhere expect everything in a much shorter time frame, including their shipped goods. In a globalized world, this can prove challenging when for example, one is shipping goods manufactured in one part of the world to another. What we are seeing is a growing trend toward ‘near-sourcing’, where businesses are increasingly locating their operations closer to the markets in which they are sold. With the continued growth we are seeing in emerging markets as seen through the results of our Emerging Market Logistics Index published earlier this year, the likelihood is that by 2020, we will see many of these hubs located increasingly throughout these emerging markets. You were recently inducted into the prestigious Supply Chain Asia Hall of Fame at a ceremony held in Singapore. What does it mean to you to earn this award? Receiving the Supply Chain Asia Hall of Fame award was a wonderful commendation to receive from the industry and certainly a career high. Though I think it’s fair to say that I owe much of my success to my peers at Agility – working with the industry’s most inspirational logistics professionals over the past two decades has contributed hugely to a wealth of knowledge I have amassed over the years.

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AGRICULTURE

WATER ANYBODY? A passionate scientists and environmentalist, Dr. Ismahane Elouafi is Director General of ICBA-Agriculture for Tomorrow, and as such is charged with helping solve one of the planet’s most pressing issues – the shortage of food and water

r. Ismahane Elouafi is a woman of strong beliefs. A scientists, geneticist and environmentalist, she believes that, in order to alleviate discrimination and poverty, science has to be the basis of all development plans. Dr. Ismahane is the Director General of the International Centre for Biosaline Agriculture (ICBA), a not-for-profit, international centre of excellence for research and development in marginal environments. Established in 1999, the centre originally focused on the problems of salinity and using saline water to irrigate crops. Dr. Ismahane took the helm in 2012, and since 2013 the centre has adopted a new strategic direction, addressing the closely linked challenges of income, water, nutrition and food security. The new strategy takes innovation as a core principle with a focus on assessment of natural resources, climate change adaptation, crop productivity and diversification, aquaculture and bioenergy, and policy analysis. ICBA is working on the use of conventional and non-conventional water (such as saline, treated wastewater, industrial water and seawater), water and land management technologies, remote sensing and modelling for climate change adaptation. To say Dr. Ismahane›s role is life changing is not an understatement. The UN’s Food and Agriculture Organisation (FAO) has forecast that food production needs to increase by 70% by 2050 to feed the projected

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9.1 billion population. Yet we live on a planet where only 2.5% of the water is fresh and where only 10% of the land is considered ‘arable’. Half of the world’s land is considered marginal or arid, but if science can make this land also reap crops then starvation could be a thing of the past. Central to her work, Dr. Ismahane and her team aim to increase the salinity tolerance of traditional crops such as date palms, sorghum and millet. Dr. Ismahane works closely with local farmers to help them cultivate their crops, but her ambitions are farreaching. She hopes that one day the work done at the ICBA will receive international recognition, and could prove a game changer in international agricultural markets. Dr. Ismahane holds a wealth of international experience. She obtained a PhD in Genetics from Cordoba University in Spain, has worked for CFIA and Agriculture and Agri-Food Canada (AAFC), and international research organisations such as the International Centre for Agricultural Research and Dry Areas, Japan International Research Centre for Agricultural Sciences, and CIMMYT (International Maize and Wheat Centre). Her energy and enthusiasm has been rewarded with international recognition, including the Excellence in Science award from the Global Thinkers Forum (2014), and the National Reward Medal by His majesty Mohamed VI, the King of Morocco (2014). In 2014, Muslim Science ranked Dr Ismahane among the 20 Most Influential Women in Science in the Islamic World, and CEO-Middle East Magazine listed her among the World’s 100 Most Powerful Arab Women.

DR. ISMAHANE ELOUAFI, DIRECTOR GENERAL. ICBA, DR. AHMED ALSHARIF, EX-DEPUTY DIRECTOR GENERAL, ICBA, DR. HAMOUD DARWISH SALIM AL-HASNI, ASSIT. DIRECTOR GENERAL, DIRECTORATE GENERAL OF AGRICULTURE AND LIVESTOCK RESEARCH, OMAN, MR. ISHAQ AL RUQAISHI, ADVISOR, MINISTRY OF AGRICULTURE AND FISHERIES, OMAN, DR. SHOAIB ISMAIL, ACTING DIRECTOR OF RESEARCH AND INNOVATION, ICBA

Tell us a little bit about the history behind the setting up of ICBA? The International Centre for Bio-saline Agriculture (ICBA), was created in 1999 by the Islamic Development Bank, in order to support Muslim countries address salinization of land and water and diminish salinity impact on food production. UAE graciously hosted ICBA, as the center purpose was in perfect alignment with the late Shaikh Zayed vision for a green UAE and the UAE Government supports international public research. Since then, ICBA’s research has evolved. Initially focusing on salinity, ICBA now take a broad integrated approach to improving agricultural production in marginal environments. This strategic shift came about in response to our stakeholders’ request. In order to develop ICBA’s 2012 Strategy, we’ve run a foresight exercise and consulted with our key partners. What we hears is that “Yes, we did very well on addressing salinity issues. Yes, We are becoming the Centre that people will go to for salinity management and to some extend water management but we should do more in view of ICBA’s maturity and the strong partnerships we have build with several Agriculture players”. The brainstorming session with our key partners was the backbone of our 2013-2023 strategy and also the reason why we changed ICBA’s name to ICBA-Agriculture for Tomorrow. Salinity remains the core of the Centre because the majority of land marginalization is due to salinization; however we aim to address marginalization due to other biophysical reasons, such as soil degradation, water scarcity, etc…. accordingly, ICBA’s Mission is to ‘To work in partnership to deliver agricultural and water scarcity solutions in marginal environments’ ICBA is among the few international research organizations in the world that work on salinity management systems and address agricultural challenges in marginal environments. Since its inception, ICBA has made significant progress in adapting, transferring, and promoting salt-tolerant crops, forages, trees, shrubs and grasses that hold great potential for increasing food and income security of communities living in marginal lands. We have worked in the Gulf States, Mid-

dle East, North Africa, West and Central Asia and Turkmenistan, and are fast expanding across other regions and continents with marginal environments. We are also a member of the Association of International Research Centers for Agriculture (AIRCA) consisting of an alliance of 9 international research organizations working to enhance food production in the world. Over the last century, and namely through the Green Revolution, agricultural productivity has increased substantially in arable lands. Unfortunately, this special attention to the high potential zones has caused imbalanced resource allocation at the expense of regions with poorly endowed natural resources (marginal environments). Creative strategies are needed to improve the livelihood of more than 800 million poor farmers who continue to cultivate resource poor areas in many countries, and many eke out subsistence existence on marginal lands, with inadequate technology to enhance productivity or financial or capital resources. This is a huge gap towards a worldwide poverty reduction and food security that ICBA and its partners are trying to address. Sustainability is a big part of this conversation, how do you combine sustainability with this pro-

ject of agriculture for tomorrow? Unlike what happened in the last century, I believe agriculture of tomorrow, the new agriculture paradigm, should be build sustainably. The actual agriculture production systems are too much focused on inputs and require a major-shift to become more sustainable. Over the last few centuries, we had an abundance of natural resources that we have unfortunately depleted. Going forward, those natural resources, namely WATER and arable land, are scares and need to be shared between populations, and competing sectors. In view of the natural resources scarcity, the population growth, and the climate change impact, agriculture should be expanded on the basis of maximizing the use efficiency. This should be the case for all inputs, starting from the water, one of the major limiting factors for agriculture in marginal environments. 115

“The GCC has invested heavily in this sector, which is naturally a difficult sector due to the conditions of this region. Indeed the GCC region is one of the most arid regions and faces a serious water shortage. Under all the climate change scenarios, the GCC will be further affected and the water scarcity issue will worsen in the next years. That’s why climate change adaptation initiatives are badly required and they have to include water-demand as well as water-supply management for all sectors.

Physical water scarcity is already affecting food production in the arid parts of the world, for example, in North Africa and the Middle East. Although there are varying opinions on the degree and severity of water scarcity in Asia and Africa, there is a broad agreement, however, that increasing water scarcity will turn ‘‘water’ into a key limiting factor in food production and livelihoods generation for poor people throughout rural Asia and most of Africa, with particularly severe water scarcity in the bread baskets of North-West India and Northern China.

In the UAE for example, more than 80% of available water is used for Agriculture. It’s very comparable to many other countries but the danger is that most of Agriculture water is actually coming from underground aquifers, that has hardly recharged over the last decades. So I believe GCC countries should invest in developing agricultural systems fit for the GCC and should invest in developing technologies to improve water use efficiency in critical crops to the region, such as date palms, forages, etc...

If the water use trend continues the same way in the GCC, you won’t have serious water problems in 100 years, but rather in 20-30 years. The statistics based on our studies and on several other studies shows that in the UAE, if the underground water continues to be pumped at the same rate as now, the aquifer will be exhausted within 60 years. So I think absolutely, the water-scarcity will create serious problems in the GCC. That’s why finding new sources of water is very important.

It is an opportunity to showcase the capability of GCC in bringing up innovations that can change the Food-Security paradigm worldwide. I’ll urge them to invest heavily in Research and Development to nurture such innovations. In my perspective, they shouldn’t be producing now, but rather investing in the right research. And once they have the adaptable systems, then they can produce.” One hundred years from now, is water going to be a problem in GCC? If we zoom-out and look worldwide, during the last century, world population tripled whereas water use increased six-fold. So the demand for water has seen a dramatic increase in all sectors. If we want to project what will happen in the next decades, the world population is expected to increase over 9.0 billion by 2050, 34% higher than today. So water demand will increase further to feed the population as well as provide them with the life-style they are looking for. The competition between sectors for water will increase further and unfortunately agriculture might be the loosing sector in this equation.

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What would be the solution to this all? I think there is a suite of solutions that need to be activated. This suite includes Policy solutions, technological solutions and social solutions. If we start from the perspective that water is a very expensive commodity that we need to value and use wisely, all the solutions should feed into rationalizing water, be it for agriculture, industry, or domestic uses. Reduced water demand in agriculture can be achieved by adopting improved irrigation technologies and deficit irrigation concepts. Sprinkler irrigation, hydrodynamic gates on irrigation canals, and micro-irrigation kits for small farms could all go a long way to improve the efficiency of irrigation. Automatic controls for canal gates are already in place in Morocco, Iran, Iraq, and Pakistan. Currently water for agriculture is counted in cents whereas for urban use it is counted in dollars. Charging irrigation water on volume basis can assist in managing water demand. Tunisia and Morocco, for example, have shown that incrementally increased water prices encourage consumers to apply water to only most productive crops.

In the Middle East and North Africa regions, unaccounted-for losses are about 50% whereas internationally 20% losses are considered reasonable. Therefore appropriate policies and actions are needed to reduce water losses from water supply system, introduce water saving devices in municipal water use and methods in irrigation, promote cost recovery, liberalize agricultural prices so that cropping patterns can adjust in response to changing technology and market signals. We need also to look at the water supply. New sources of water will need to be found if the constantly growing demand for suitable water for drinking, farming, and industry is to be met. ICBA has been working on promoting reuse of all waters for agriculture, be it treated water, drainage water, saline water, etc… The U.N. report estimates that some 2 million tons of waste per day are disposed of within waters. This waste includes industrial trash and chemicals, human waste, and agricultural runoff, such as fertilizers, pesticides, and pesticide residue. The global wastewater production is roughly 1,500 cubic kilometers per year. Assuming that 1 liter of wastewater pollutes about 8 liters of fresh water, the present burden of water pollution may be as high as 12,000 km3. So wastewater should be cleaned up and reused properly. And as

matter of fact, wastewater use for irrigation is being practiced in many countries such as China, Chile, Mexico, and KSA. Egypt and Jordan are using wastewater, although on a limited scale but with prospects of increasing in future. Water will be the commodity of the future instead of oil? Absolutely, I think the water footprint will emerge as a priority in the next few years and we will have to be accountable for it as individuals, organizations, and governments. What could you say are your challenges going forward in this organization? And what would you like to accomplish in next 5 years? For me sincerely the success will be that we will be able to do agriculture in the marginal environments, right now it is still a costly system, except for few crops. So the way I see it, is that in 5 years we can bring a new agriculture system (or package) that will be based on low quality water, minimal inputs, minimal disturbance of the environment, and that is still viable economically. I would like ICBA to positively impact the small farmers’ livelihood and provide them with solutions that are adaptable to their circumstances. That will be the success in my perspective.

“Sprinkler irrigation, hydrodynamic gates on irrigation canals, and micro-irrigation kits for small farms could all go a long way to improve the efficiency of irrigation.”

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PHilantrophy

SURGE FOR WATER Born in Dubai, as a child Shilpa Alva traveled to India frequently to visit her extended family. On these trips she saw first-hand how many people did not have access to safe water and how children her own age had to fetch water from distant sources daily.

etermined to change their lives and make a difference, she co-founded Surge, an organization that provides access to safe water and sanitation to those most in need while increasing awareness of the global crisis.

well as participated in community events including the Change Initiative Winter Carnival, International Water Summit, Original Fitness Company Pink Biathlon, Media City Christmas Festival, Standard Chartered Dubai Marathon and Yoga Festival.

Shilpa is the Executive Director of Surge, a global nonprofit organization that has helped thousands of families in Bangladesh, Cambodia, the Dominican Republic, Ethiopia, Haiti, India, Pakistan, the Philippines, and Tanzania.

Some 783 million people live without access to clean water, and almost 2.5 billion do not have access to adequate sanitation. In 2013, the Environment Agency in Abu Dhabi said that the emirate is depleting its underground water resources 24 times as fast as they can be replenished, and that without an alternative solution; these water sources will be exhausted within 50 years. Across the GCC, per-capita water usage ranges between 300 to 750 litres per day, while the global average is 250 litres.

Their projects have built fresh water wells, water harvest tanks, water purification filters and sanitation systems. In September 2014, Shilpa took a bold step by leaving her successful corporate career to dedicate all of her energy towards her passion – Surge. She left her position as Manager in the Supply Chain Advisory practice at Ernst & Young in Chicago, USA and started to focus more heavily on building and sustaining the organization. Prior to Ernst & Young, she was the Global Logistics Manager at Ecolab in Minneapolis, USA. In addition to her professional experience, Shilpa also has strong academic credentials; she has completed her MBA in Strategic Management and Entrepreneurship from the Carlson School of Management, University of Minnesota and her BSc in Chemical Engineering from The Johns Hopkins University. In 2013, Surge set up its Middle East chapter in Dubai, and Shilpa along with the founding Middle East team sought to reach out to Dubai’s community and form new partnerships with organizations interested in the promotion of safe water globally. Since Surge’s arrival in the Emirates, they have hosted several successful initiatives as

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Shilpa Alva talks to LEADERS Middle East about her journey towards the creation of Surge, as well as their initiatives for providing people in need with safe water – a cause she is promoting in the Middle East and around the world. How did you come about establishing Surge? What is the story behind it? I’m often asked what it was that moved me about water. My motivation began when I was a child visiting extended family in India. Issues related to the water crisis were so prevalent that I saw children my age who didn’t have the luxury of playing; instead many were fetching water for their family’s survival. Even as a seven-year-old child, I knew this was not the way the world should be. Access to safe water is a critical aspect of daily life, and everyone should have it. Children should not bear the responsibility of a family’s survival. I knew then that I wanted to make a difference, I just didn’t know how.

When I was twenty-one, I spent a few months on a volunteer assignment in Rajgarh, a remote Indian village. I was confronted with water and sanitation issues for the first time as an adult. In an effort to save the limited water we had access to, we could only shower once in four days, flush the toilet sparingly and often had to wash our clothes in a murky river. We were among the fortunate ones who had some access to this precious resource; many of our friends in the village didn’t share in this luxury. It was through this firsthand experience that I realized it was now my responsibility to make a difference. The founding of Surge in 2008 was in response to this life-long calling: It was my way of making a lasting impact. We were going to change people’s lives by providing them with access to safe water and sanitation! As Surge started to form, a few friends — our first volunteers — united to launch the organization. Our first event was Think Water, a water-inspired gala held at the stunning Weisman Art Museum in Minneapolis, Minnesota. The event was a huge success, attended by more than 200 guests. It scored a full-page feature in the Star Tribune, the largest newspaper in the state. With this unexpected, overwhelming support we knew our mission resonated with our community and that we had the backing to continue with our vision. And so we did! We continued to organize frequent fundraisers and awareness events. Soon we started to transition from raising funds and awareness to partnering with local organizations in Cambodia, Dominican Republic and Haiti. As we gained momentum we were able to grow our impact and educational efforts around the world. Surge has grown to a global nonprofit organization registered in the United States and the United Arab Emirates. We bring life-sustaining water and sanitation to those most in need, while increasing awareness of the global crisis. Today, a global team of talented volunteers operates Surge; each has a personal story of being moved by water that brought them to our organization: they may have witnessed poverty, inequalities and injustices around the world, etc. We have come together because of our belief that every person has an equal right to access safe water and sanitation. As a team, we continue to be significantly affected by the severity of the water crisis and the struggles people face to access this basic necessity. However, we stay driven as we know that with just a little bit of help we can make a life changing difference. We are changing the world — one drop at a time! As your reports show nearly 800 million people do not have access to safe drinking water. What areas are most affected by this problem? Water scarcity already affects every continent, according to the United Nations. Nearly 800 million people lack access to safe water and approximately 2.5 billion people lack access to adequate sanitation.

Sub-Saharan African countries are amongst those most affected; however, the crisis is far reaching and affects many communities all around the world. Several million lives are lost annually due to water borne illness. This is happening right now, this is global issue that requires a global solution. Women and children are most severely affected, as they often bear the burden of collecting water. In many communities, it’s quite common to trek an average of six kilometers to fetch water that is often contaminated. This daily journey is dangerous: along their walk, they are subjected to risks of harassment, sexual assault, and even land mines. Separate from the inherent dangers of the walk, the time spent walking keeps children away from school and mothers away from work and taking care of their families. In turn, these absences affect the long-term economic and social health of a community and the world. What are some of your initiatives that are contributing towards providing safe drinking water? What has been the impact and reach of your operations this far? Since our start in 2008, Surge has provided safe water and sanitation access to nearly 120,000 people in nine countries. Our projects have helped thousands of families in Bangladesh, Cambodia, the Dominican Republic, Ethiopia, Haiti, India, Pakistan, the Philippines and Tanzania. Our funds have built fresh water wells, water harvest tanks, water purification filters, and sanitation systems. Water and sanitation solutions supported by Surge depend upon availability of sustainable local products as well as community demand and recommendations of our local community partners. A customized education program that highlights critical water access, sanitation, and hygiene practices accompanies every project. The World Health Organization reports that more than 3.6 percent of the global disease burden can be prevented by improving water supply, sanitation, and hygiene. They also estimate that for each $1 invested in safe water and sanitation solutions there are returns of $3 to $34, depending on the region and the technology. Access to safe water truly transforms a community. It equates to health, income, education, and playtime! Here are a few of our featured projects: Cambodia – One school at a time: More than 10,000 children die annually from diarrhea caused by unsafe water and poor sanitation. To alleviate this issue, we support the construction of water harvest tanks, the maintenance of wells and the distribution of water purification filters. We typically focus on solutions at schools, which serve as the water source for the entire community.

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“SHILPA ALVA IN CAMBODIA ON A FIELD TRIP”

Haiti - Filters for life: Approximately 40 percent of Haitians lack access to clean water and only one in five have access to a toilet. We work with communities in Jacmel and Croix des Bouquet with FilterPure and Mabouya Dlo Pwop to provide locally produced ceramic water purification filters to families most affected by the water crisis. This simple yet effective technology has allowed us to help reduce the spread of Cholera that has affected thousands over the past few years. India – A journey made easier In several parts of India, women and children travel an average of six kilometers per day to collect water. This is time spent away from activities such as school and work. They haul approximately 20 kilograms each time they make the trip. To make it easier to access water, Surge works with Wello to provide the Water-Wheel – a product that transports significantly more water in less time with less effort. What is your connection to the UAE, and how are people in the UAE taking part of Surge? I was born in Dubai and still consider it home! I’ve kept my connection to the country with at least an annual visit. Since we launched Surge, my visits have increased in both frequency and time. I work with the local team to help stabilize and grow the chapter and ensure we function as a single cohesive organization. When we started thinking about global expansion, Dubai was an obvious next step. It’s a city where I have deep-rooted personal connections. Marita Peters, our Middle East Executive Director who led our launch, is one of my best friends since childhood. I vividly remember adolescent conversations about how we were going to dedicate our life to global development work. Now many years later, we are doing just that. It’s quite beautiful to think about what the strength of a friendship can achieve when directed towards solving a global issue. The Dubai chapter includes a team of seven passionate volunteer leaders. The local charter is to raise awareness of the global water crisis and the local situation. The UAE is listed by the United Nations as a high-rank country when it comes to water stress. This is a situation that occurs when the availability of water is not in balance with the demand. While resources are limited, the UAE still

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has one of the highest consumption rates in the world. Surge reaches thousands of people annually by actively integrating with the social fabric of the Emirates. We host unique awareness events catered to both youth and adults. For example, our recent Design, Dine, Donate gala united the interior design industry in the UAE. Designers were asked to create innovative and sustainable seating elements for a cause using non-toxic renewable materials. The result was eight stunning designs displayed at the Design, Dine, Donate gala attended by more than 250 guests. We also continue to invest in the youth. Via our signature youth education program, Water: The Global Passport, students embark on a virtual journey to gain an understanding of the water related challenges people face globally. Through game-based activities, participants learn about the global water crisis and ways to protect and conserve our local water sources. What is your objective in terms of the number of people and communities you want to help in 2015? In 2015, we hope to significantly surpass our past accomplishments. With nearly 800 million affected, we have a lot of work to do! We will continue to support and grow our active projects in alignment with our model to invest in long-term, sustainable solutions. Globally, we will grow our work in the Philippines beyond typhoon emergency relief. We also plan to establish new projects in Africa. In the U.A.E., we will expand our school education program and reach thousands more youth with the hope of inspiring future leaders for this cause! How can sponsors take part in supporting Surge? As we continue to grow in the region, we are open to creative partnerships with sponsors including signature galas, themed festivals, customized school programs and online campaigns. There is a lot of work to be done and many ways to get involved with Surge to make a life-changing difference. “Quoting Margaret Mead” Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has. We invite you to join us!

MANAGEMENT

DEVELOPING EFFECTIVE BOARDS IN THE GCC

orn and raised in Canada, she has more than 15 years of experience in the nonprofit and public sectors in the UAE, Canada, Hungary and United States, and is a chartered Board secretary from the UK’s Institute of Company Secretaries & Administrators. Under her leadership, the GCC Board Directors Institute has become the leading organization in the Gulf for Boards and directors. Till date, the Institute has delivered over 35 workshops to senior board directors. It counts over 500 members who, through their membership in the Institute, have gained access to an exclusive network of like-minded board directors and business leaders. How would you introduce the GCC Board Directors Institute? What type of services and programs do you provide? The Institute was established in 2007 as a regional platform to help board members enhance their knowledge and capabilities and to put the topic of governance higher on the region’s agenda.

largest network of board members in the region. This is something we are extremely proud of. The Institute also seeks to contribute to the pool of knowledge related to governance, as fairly little is known about the manner in which boards in the Gulf operate. We just launched our fourth report on Board effectiveness in the Gulf. The full report is available in both English and Arabic and can be found on our website gccbdi.org. What does it take to be a successful Board member in the GCC? And what advice would you give to aspiring Board members, especially women? I think it is preferable – and more pertinent - to assess Board members from a “fit” and “effectiveness” perspective. One of the prerequisites for a board to be effective is that it should be comprised of a diverse team, i.e., individuals that bring a diversity of skills, knowledge, and experience.

At that time, governance was not a priority for most organizations and boards and board members had limited options for development. Our founding partners – Investcorp, SABIC, Saudi Aramco and Emirates NBD – recognized the need and with the help of four advisory firms – Allen & Overy, PwC, Heidrick & Struggles and McKinsey & Company – formed what is today the GCC Board Directors Institute.

The mix ought to be relevant to the company given its position in the market, its growth objectives and so on. For example, a successful family-owned business with activities in the Gulf and sub-continent seeking to enter the North American market would greatly benefit from having someone on their board with this type of experience. Similarly, a private company with ambitions to go public in the short term will be better off with board members who can swiftly navigate that transition.

We held our first workshop in December 2007, and have since created a unique training and networking platform for all our members. There is an increasing demand for our programs and today BDI has by far the

Candidate A can be an excellent fit for the board of the family-owned business but not so much for the company who aspires to go public. But it does not mean Candidate A is or is not “successful”.

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I suppose the true test for a Board is when a company is facing real internal or external pressures. A good Board will be able to steer the company through the down cycles.As for aspiring board members, my advice would be to first focus on gaining solid experience as an executive and later on, before accepting your first board role, to enroll in development programs specific to directorship. This advice applies equally to male and female aspiring board members. For women in particular, I think it is important to have sponsors in the organization that will give them the opportunity to rise and take on more senior roles. Is the importance placed on Boards in this region different when compared to Europe or the US? Although we’ve seen significant progress since we started our activities, governance and board effectiveness are more prominent topics in mature economies than they currently are in the region. If you look at the UK, USA or Australia, for example, companies started to pay attention to how their boards operate decades ago. I would reckon governance became an important topic in the region in the last couple of years. The crisis has helped to raise awareness, and in this respect, the region is not much different from any other jurisdiction.Every economic and/or financial crisis highlights how challenging it is to instill a culture of strong governance practices throughout an organization. And every crisis serves as a catalyst for companies to review their practices. Governance is rooted in law which explains some of the differences between countries. The UK, Germany and the Netherlands use a principle known as “comply or explain”. Rather than setting out binding laws, regulators set out a code, which listed companies may either comply with, or if they do not comply, explain publicly why they do not. The Central Bank of Bahrain has adopted a similar approach. Having been in operation for 7 years, what is next for the Institute? And what changes will you be personally driving for in 2015 in your role as Executive Director? We have had an incredible journey so far, and have just reached 500 members. With an expanding membership base, we are extending our training program this year to include mini workshops on specific topics of relevance to board members and senior executives who interact with the board. Another key objective for us this year is to provide more services to our members. Our members expect more from us to help them and their boards. As such, we will be launching additional networking events and mentoring platforms. We continually and proactively monitor the evolv-

ing needs and expectations of our membership base to match their expectations and interests. Importantly, we will also continue to provide a voice for our members among the region’s leadership, policymakers and lawmakers. Our report on Board effectiveness in the Gulf – which we conduct every two years and serves to track the evolution of board practices in the region – is the only report of its kind that sheds some light on how boards operate. You have 15 years of experience in the nonprofit and public sectors in the UAE, Canada, Hungary and United States. What are your insights on what it takes to work for a nonprofit and on whether the UAE differ from other countries? I spent a few years in the corporate sector before transitioning to the not-for-profit industry. From the moment someone is passionate about a specific cause, be it education, providing access to fresh and potable water, or else, non-profit work allows someone to channel this passion and put it to great use. It brings a tremendous sense of satisfaction and accomplishment. I see differences from region to region. For example, in Canada, governments are retracting from specific sectors or services, and it is not rare to see nonprofits fill the gaps. Here in this region, I see more charities focused on what I would call traditional causes such as helping people in dire need for food, shelter, water and so on. So there are indeed differences from that perspective. The Gulf is faced with many challenges. How involved are companies and institutions in discussing CSR, sustainability and youth development at Board level? In your experience, do these subjects actually make it to the Board’s agenda or is it contained at management level? Corporate Social Responsibility is an interesting approach which emerged in the last few decades but I think many things tend to be bundled under CSR. The core principle here is to encourage a positive impact on the environment and stakeholders (typically, suppliers, consumers, employees, investors, communities and so on). I personally think CSR is an approach to doing business that is more “mature” than the traditional view which is that a company’s raison d’être is to generate an adequate return for its shareholders. But CSR is an approach that needs to start with the board if it is to be successfully embraced and adopted by any organization. In our work, we see companies that are starting to look at their operations from this perspective. I suppose the challenge is that it needs to be embraced holistically, and not used as part of a marketing strategy.

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Hotels

SPAINâ&#x20AC;&#x2122;S LARGEST HOTEL GROUP EXPANDS IN THE GCC

MELIA DUBAI ROOF TOP POOL

Marko Janssen has been with Melia Hotels International for over 15 years, coming most recently from Melia Zanzibar in Africa, where he has successfully repositioned the property and took over the pre-opening. He has now been assigned to lead the Dubai team, which is the flagship hotel of MHI in the Middle East. Prior to MHI, Marko Janssen had worked with other global chains as well such as Maritim Hotels and Marriot where he held a number of management positions. Hailing from Germany, Marko brings with him a wealth of experience with over 21 years in the hospitality industry and out of this he has been General Manager for 13 years. His strong leadership and strategic management skills, and extensive background in operations is certain to drive more business for the property and for the brand. Founded in 1956 in Spain, MeliĂĄ Hotels International is one of the largest hotel companies in the world and the largest hotel chain in Spain, with over 350 hotels in 35 countries under its 8 brands.

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hat has been your experience so far since you arrived in Dubai to manage this hotel? It has been quite a challenging and fulfilling experience at the same time. Coming from Meliá Zanzibar in Africa, operating a full day service, all inclusive, 40 acre resort, the experience is completely different from leading a business driven hotel like Meliá Dubai. In Africa, one of the major challenges was sourcing supplies from outside the country to the resort, which you need to plan very carefully and well in advance but in Dubai, pretty much everything is accessible. It does not make it a walk in the park though. Dubai boasts a lot of potential as a business and commercial district even so now with the Expo 2020 vision, however it is an incredibly competitive market with about 130 hotels with 32,142 rooms to open by next year. I enjoy working here a lot. This city is very fastpaced, dynamic, and the business is very aggressive. You always have to be innovative, and always have something new to the market otherwise, you will be left behind and your share in the cake will be taken by your competitors. How successful has this hotel been in terms of its operations? It has definitely not been an easy ride but I am proud to say that we have been able to capture an incredible share in the market. We have been very successful, overachieving our quality results, and at the same time have increased our Revenue Per Available Room by 13% which is astonishing. What is it that people will experience here that sets you apart from the rest of the hotels in Dubai? Meliá Dubai is a very special hotel. Here, we play with all the five senses. As you come into the hotel, you would smell the distinct fragrance of Blue Velvet, a signature aroma that we have as a brand standard in every Melia hotel. Then you go out into the lobby and your eyes wander around the visually entertaining surroundings. You’ll see the massive 40 feet metallic sculpture of Albanian artist, Helidon Xhi Xha and several unique art pieces we have imported from all over the globe to compliment the avant-garde and stylish look of Meliá Dubai. Each of our restaurants and bars cater to every palate – from celebrity chef Sanjeev Kapoor’s Signature restaurant which serves progressive Indian cuisine; Gourmet pub grub in Quantum Sports Bar; Azalya, our All Day Dining restaurant; Asian cuisine at Alfonso X Sushi & Cigar Lounge and then Spanish grills and tapas in Estrellas Rooftop Bar. The YHI Spa is a brand creation by Meliá Hotels & Resorts. Here we have skilled therapists from all Southeast Asia and Morocco. Each guest experience is bespoke, as we let our guests choose from our aroma and music menus before they start their spa treatment. Lastly, we have a Guest Experience Manager that makes sure each Meliá brand standard is met and guest concerns are attended to immediately. She pays special attention to quality and exceeding our guests’ expectations all the time.

MELIA DUBAI LOBBY

MELIA DUBAI GUEST ROOM

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What other projects do you have in the pipeline for the Melia Group? We have a lot of ongoing projects all over Latin America, Asia and Europe with the Arabian Gulf as a natural focus for the expansion of our luxury hotel brands, and Qatar, a growing influence in the world, will be an exceptional location for business and for our positioning as a leading hotel management company. As a matter of fact, Meliá Hotels International will be opening the new Meliá Doha in January 2015 which will be our third hotel in the region. We are now operating in 43 countries and this agreement enhances our positioning in an emerging hotel market in the GCC. The spacious hotel set over 62,000 square meters has 280 rooms, with 37 suites ranging from Executive to the spectacular Royal Suite, and will offer a wide range of international and specialist restaurants, separate spas for both men and women, pools, and a gym. The 41-floor Bin Samikh Tower, which will host the new Meliá Doha, is located in West Bay, the most prestigious district in Doha. It was designed to house a five star hotel of the highest standard, competing with luxury international hotel brands in the West Bay area.

MARKO JANSSEN GM MELIA HOTEL DUBAI

The signature in Doha was made by the Chairman and CEO of the prestigious real estate firm Tamniyat Qatar Real Estate Investment, His Excellency, Managing Director, Dr. Braik Saeed Al Marri, and the Vice President and CEO of Meliá Hotels International, Gabriel Escarrer, accompanied by his Executive Vice President of Hotels, André Gerondeau and Vice President of Expansion, María Zarraluqui and in the presence of the Spanish Ambassador in Qatar, Carmen de la Peña Corquera. How do you see the future of the Tourism sector in Dubai, especially now that Dubai will be hosting the 2020 expo? The demand will increase and due to its strategic location the demand towards the destination will increase as well, either from GCC travelers or from the main feeder markets. Our focus is on the key markets in the GCC with two new openings in the region planned to open in 2015/2016. With the new Meliá Doha scheduled to open in J‎ anuary 2015 in West Bay by Qatari developer Tamniyat, Meliá Hotels International will debut with another luxury Meliá brand in the GCC. Also, ME Dubai has been also announced to open in 2017 in Burj Khalifa District. Meanwhile, we keep a permanent team and focus on the area, as we believe on its potential regarding in-bound and out-bound tourism, and on our brands, as the perfect choice for the demanding GCC countries’ customers. Our excellence as hotel managers and our commercial muscle are key features for Arab investors, and therefore, we find fertile ground here for our expansion.

MELIA DOHA

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MELIA DUBAI LOBBY

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ETIHAD TOWERS SIGNED, SEALED, DELIVERED At the helm of one of the UAE’s most prestigious multifaceted real estate projects, Mr. Richard Foulds gives his insights into running Abu Dhabi’s iconic Etihad Towers.

ichard moved to Abu Dhabi in 2006 with International Real Estate firm, CB Richard Ellis, having previously worked in the City of London and West End for DTZ from 1995 to 2002, CB Hillier Parker (CBRE) from 2002. His role was to manage the Abu Dhabi office and expand the business across the MENA region within all real estate growth sectors and provide high level strategy to existing and new clients. Richard has worked on a variety of projects, from small disposals and acquisitions across the MENA region, to large mixed use developments. Richard’s uncompromising approach to service quality and professionalism attracted the Private Office of His Highness Sheikh Suroor, seeking his services to set up, manage and run a new entity with the responsibility for the day to day activities across Etihad Towers (Etihad Towers for Real Estate).

With five stunning towers, Etihad Towers is a reflection of everything that Abu Dhabi is and will be - modern, sophisticated and luxurious. Regarded as the city’s newest architectural marvel and definitive lifestyle destination, Etihad Towers, Abu Dhabi was opened to our first residents and guests in November 2011.

Richard joined His Highness’s team in November 2011 and immediately added value across various real estate disciplines for the project. Richard has day to day responsibility for all 3rd party contractors, property management, facilities management, leasing, financial performance, budgets and income streams. He has built a small focused team and outsources many services to other professional parties in the market, making sure quality of service for the occupants and owner is unmatched by any other development in the Emirate. The ethos Richard has built for Etihad Towers revolves around a 5 star service at all times and a unique experience for the occupiers and visitors to the development.

The development is set in the most desirable and exclusive beachside Al Ras Al Akhdar district of Abu Dhabi and located near the world-renowned Corniche. Etihad Towers features unique towers that range from 54 to 75 floors, with the tallest, Tower 2 residences, standing at over 310 meters high. The development measures over half a million square meters, with its own private beach, one of Abu Dhabi’s largest and most contemporary convention centres and a grand ballroom catering for groups of up to 2,200.

Please share with us a brief history on how Etihad Towers was born.

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In 2001, His Highness Sheikh Suroor Bin Mohamed Al Nahyan completed his first major mixed-use development, the ‘Abu Dhabi Trade Centre’. The project combined a mall, residences, commercial towers and a hotel. Following the success of this development, His Highness Sheikh Suroor committed to providing Abu Dhabi a new mixed use development which would change the Abu Dhabi skyline forever and create a welcoming environment for people to live, work, stay and dine to compete with other International developments. This commitment is what we know today as Etihad Towers, Abu Dhabi.

The residential component of Etihad Towers Abu Dhabi features 885 apartments and penthouses, ranging from one to five bedrooms. Each residential tower has a dedicated gymnasium, landscaped gardens and decked pool area.

Residents have access to an extensive choice of stylish cafes, restaurants, two levels of the most desirable boutique shops, health clubs and round-the-clock concierge services. The commercial tower in Etihad Towers offers over 45,000 sq meters of leasable area over 53 floors. The tower emphasises on environmental sustainability, ergonomics, technical practicalities as well as luxury and comfort. Facilities include a high-capacity car park, professionally managed reception areas, concierge services and discreet but effective 24x7 security and safety systems. The retail component of Etihad Towers Abu Dhabi features an exclusive collection of designer boutiques offering luxury fashion, jewellery, timepieces and accessories. A five star hotel with 382 elegant rooms and suites, 199 luxurious serviced apartments, and an amazing array of beauty, fashion and relaxation amenities including the Talise Spa. How would you describe the last few years in terms of your operations? Simply put – busy, busy, busy! Since opening our doors officially to our first tenants in November 2011, the day to day operations have always been at full speed. We have a small operational team in-house within ETRE, but employ through subcontracts such as security, cleaning,

car parking and mechanical a team of 250 individuals to keep Etihad Towers running to the level with which we aspire as a business. We were thrilled to be approached by the ‘Fast and Furious’ Production Team in combination with Two Four 54 Media when they were seeking unique locations to film the recent ‘Furious 7’ movie back in 2014. We believe however it was not just about Etiahd Towers, but what Etihad Towers represents externally to the World about Abu Dhabi – modern, unique, striking architecture and life style that rivals other International Cities. Corporate social Responsibility is also a focus for us at Etihad Towers. We have recently tied up with some of the Abu Dhabi Universities to take interns for 3 to 6 month periods so their students can get a better understanding of working in the business of Real Estate and putting into action some of the skills they have been taught during their studies. We are keen to feed back into the community as much as possible. As a business, we are effectively full in all sectors, offices, residential and retail. That said, our residential units do see on average movement of approximately 12% turnaround with our residents leaving due mainly to employment demands in the regions. We now have a small waiting list and try to accommodate interested parties as best we can to match their personal schedules. Etihad Towers was created with an eye for the latest safety and environmental technologies, can you tell us a bit more about this please? Technology continues to play a leading role in Etihad Towers and we are currently spending time to identify service providers that can work with us to deliver further cost savings and efficiencies on our outgoings like electricity and chilled water which ultimately are costs that form part of the service charge. We very much recognise the importance of sustainable disposal of waste and we are testing some new technology to convert all our municipality waste into a type of fuel (RDF) and stop our waste going out to the desert in landfill sites. If this technology proves to be successful, our ultimate goal would be to take all the waste from Etihad Towers, including the Jumeirah at Etihad Towers and convert it to this RDF product that can safely be burned in cement factories across the Emirates, thus further reducing their need for fossil fuels and slowing the damage to the environment from landfill. Additionally, we collect all the condensate from all our towers and utilise this water for our irrigation systems and gardens. As previously mentioned, new technology is vital in the running of such a large mixed use development. One area we have been spending time perfecting is the new window cleaning gantry system that has taken 12 months to design and install. The benefits for our residents are cleaner windows, more often and at a lower operational cost. We went from taking approximately 90 days to clean a tower using a hoist and crane to 15 days per tower with the new system. This will allow us to clean more frequently and quicker which is something we really wanted to get right for our residents.

“The ethos Richard has built for Etihad Towers revolves around a 5 star service at all times and a unique experience for the occupiers and visitors to the development.” 129

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Etihad Towers represents more than just a luxury 5-star development, could you please elaborate on what makes you unique? The entire development was created at the outset to provide the market of Abu Dhabi with a fully integrated mixed use strategy, unlike many other major projects in the Middle East, to ensure one owner and one management team are fully dedicated to the interests of the tenants. With such a development, control is of great importance as is the training and education of all our staff and service providers to offer that little bit more to distinguish us from other offerings in the market.

the three towers have attracted a diverse range of local, regional and international tenants, from young professionals, senior executives and many families. This has created a unique international community with much vibrancy, complementing the retail, hotel and office components on offer.

Our highly specified apartments offer our tenants sophisticated, contemporary and cosmopolitan urban living with unrivalled views over Emirates Palace, the Corniche and Arabian Sea. Given the wide range of unit types (1, 2, 3 & 4 bedroom apartments/penthouses)

One important decision we made was not to only be better than other developments in the Emirate, but create and set new benchmarks, changing the way we look at traditional market practice and processes.

Our office tower provides maximum flexibility to the tenants with units ranging from 90 sq m upwards and our strategy since opening has been to work with tenants so they can expand or contract in the building as their business needs change over time.

We are not afraid of change, in fact we embrace it! Take for example our retail element, ‘Avenue at Etihad Towers’. We recognized a niche in the market that had not yet been catered to – a more intimate standalone offering for true aficionados of fashion and luxury. This is the first destination of its kind in the UAE capital and we created a standalone luxury shopping destination in the heart of Abu Dhabi that brings high-end brands to connoisseurs. It is first and foremost an ‘experience’ tailored to luxury lifestyle enthusiasts, with more than 34 world-renowned brands including numerous ‘firsts’ for Abu Dhabi and the Middle East, and a ‘first’ in the world. Some of our brands that opened their doors for the first time in the UAE capital, included Canali, Chloé, De Grisogono, Fauchon Le Café, Givenchy, Hermès, Herve Leger, Kiton, Lanvin, Salvatore Ferragamo, Stefano Ricci and Tom Ford. In fact, the Stephane Rolland boutique marks the brand’s very first boutique worldwide. We wanted our brand portfolio to represent an exquisite selection of fashion, jewellery, accessories and timepieces that caters to the taste of both men and women.

“The retail component of Etihad Towers Abu Dhabi features an exclusive collection of designer boutiques offering luxury fashion, jewellery, timepieces and accessories.”

What are the future challenges ahead for Etihad Towers? Over the last few years Abu Dhabi has seen an increase in the supply of residential apartments, office accommodation and hotel rooms, which has encouraged a competitive leasing market across the City. It is therefore important to position ourselves in the correct way to ensure we remain ahead of the leasing curve, distinguish ourselves from the competition and minimise our vacancy levels. Etihad Towers is a diversified community with over 60 different nationalities now living here; it is therefore essential that the operational side remains flexible to be attractive and attentive to all our residents, office workers and visitors. Careful consideration of our daily operations is taken seriously given the variety of tenants that the development appeals too; families, couples and young professionals alike. Not so much a challenge, but a way of life for the Management Team within ETRE, is to maintain the high standards already achieved and look to improve further the overall living and visiting experience for our residents and guests. We are by no means perfect and we are faced with operational challenges every day, however it remains the aim of the team to deal efficiently and effectively with whatever challenge they face.

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TOP HOTELIERS

THE RIGHT MAN FOR THE JOB Pascal Dupuis, General Manager of The Address Dubai Marina, brings with him over 25 years of experience in the hospitality industry.

s General Manager of the hotel, Pascal is mandated with spearheading the growth of the property across all facets â&#x20AC;&#x201C; from operations to guest retention. He oversees over 400 associates, where he places an emphasis on training, learning, and development of its associates. With insights from Paris, India, Mauritius, London, and Nice, Pascal has worked across renowned hotel brands. Opened in October 2009 by Emaar Hospitality Group under the umbrella of The Address Hotels + Resorts, The Address Dubai Marina overlooks one of the largest marinas in the region, and is set in a prime location in Dubai Marina, a popular lifestyle district by Emaar Properties. The hotel is a modern business and leisure destination with access to the entertainment and other lifestyle components of Dubai Marina. Easily accessible from Dubai International Airport, Al Maktoum International Airport, and Abu Dhabi International Airport, the hotel is within close distance of Dubai Media City, Dubai Internet City, Knowledge Village and Jebel Ali Free Zone, some of the largest business hubs of the region. It is also conveniently located within close proximity of the Dubai Metro station and the Dubai Tram. As one of the youngest additions to Emaarâ&#x20AC;&#x2122;s Hospitality Group, The Address Dubai Marina has outperformed expectations since its opening.

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Please tell us a little bit about this journey since you started operations.? Although I am fairly new to The Address Dubai Marina, my experience in the hospitality industry spans over 25 years with a number of renowned hotel chains in France, Mauritius, UK and India. This eclectic background underlines my expertise and passion for learning about different cultures and the hospitality industry. At The Address Dubai Marina, my main responsibility is overlooking the operations of the entire hotel. With help from the team, we develop and plan cutting edge strategies to drive business ensuring that our visitors get the best out of their stay. The continuous introduction of innovative ideas and fresh concepts coupled with quality service will consistently add value to The Address Dubai Marina. Whether we launch a new dinner concept at one of the most popular restaurants in Dubai, Mazina, or add state-of-the-art fitness equipment to the Fitness Centre we aim to provide impeccable experiences throughout. Our goals are to provide guests with the ultimate lifestyle experience; retain guest and staff loyalty; and uphold our commitment to provide world-class food and beverage experiences that are synonymous with The Address Dubai Marina.

What is the type of clients that choose to stay at the Address Dubai Marina? Why do they choose to stay here? The Address Dubai Marina has the unique distinction of catering to both business and leisure guests. In addition to the luxurious in-room amenities, holidaymakers can pamper themselves at The Spa, and also relax at a choice of four restaurants and lounges. The all-day dining restaurant Mazina offers a friendly and comfortable environment where guests can enjoy breakfast, lunch and dinner and also features an outdoor terrace for al fresco dining. Kambaa, with direct access to Dubai Marina Mall, is a chic lobby lounge offering light refreshments. Shades, located on the 4th floor, is an outdoor dining restaurant with a terrace where Casual al fresco meals are available day and night overlooking the stunning Dubai Marina. Blends is The Address Dubai Marina’s nightspot for leisure seekers and vintage connoisseur. For business guests, apart from the largest ballroom in Dubai Marina, the hotel offers 22 additional meeting rooms– each room offers natural daylight and stunning view of the Marina. All are equipped with advanced IT systems, complemented with highly skilled and dedicated associates. A spacious pre-function ballroom foyer provides an outdoor terrace for guests to enjoy the views. A Conference Concierge and state-of-the-art Business Lounge are available to host flawless events. 2016 will see a number of important hospitality brands opening doors in Dubai. How will this affect your operations? The key is to be innovative and surprise guests through exceptional service and lifestyle experiences. With new concepts being introduced it is crucial to set refreshingly different standards that cater to all guests – whether for business or leisure. We are committed to the continuous introduction of innovative ideas and fresh concepts coupled with quality service that add value to The Address Dubai Marina. For example, The Address Dubai Marina has an unparalleled ballroom that is ideal for events including conferences and networking functions. Constellation Ballroom can accommodate up to 1000 guests, and its foyer allows guests to network and recharge with deliciously creative food and beverages. Further defining our credentials in connecting with the needs of our guests, we have invested significantly in the latest technology to offer smart choices that add to their convenience. We are at the forefront in embracing digital technology across all touch-points and this will continue to be a focus.It is important to appeal to the modern generation of travellers, who have unique out-

looks on how they envision their ‘home away from home’. By effectively observing changing trends in the industry, we aim to be one of the most sought-after hotel in the city. How important would you say is for Dubai to have won the bid to host the expo 2020? Winning the bid to host the Expo 2020 Dubai has energised the economy with several ambitious infrastructure projects ongoing. It will also boost the hospitality sector with an estimated 25 million visitors to arrive in the city during the six-month period of the Expo. What is your personal touch you like to bring into this organization? My extensive experience in city hotels and resorts around the world has instilled a strong understanding of the industry in me. I’m focused on offering high levels of service at our property with attention to detail in order to position The Address Dubai Marina as a modern destination at the top-end of the luxury lifestyle market. What are the three words that describe you as a Leader, GM for this hotel? Driven, dedicated and energetic What are the most important elements needed when running a 5 star hotel? You definitely need to be a ‘people person’ as you must interact with guests or associates. You also need to be curious and know what is happening around you in terms of products, technology and trends. You must also have entrepreneurial abilities and be good at finance.

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LUXURY UNDERSTATED

Since its inception in 2005, VIP guests, celebrities, heads of states, and royal families from all over the globe have enjoyed the service truly befitting of kings and queens.

s Abu Dhabiâ&#x20AC;&#x2122;s iconic landmark, Emirates Palace embraces the rich culture and colorful traditions of this region. A beautiful palace on its own stretch of private beach, the faĂ§ade of the building is breath-taking. The architects and designers used gold and marble with help from the best international artisans to create a spectacular resort, making it one of the most impressive hotels and conference venues ever built. With 394 rooms and suites, the Palace has been carefully designed and furnished to offer guests superior comfort and luxury. If you are looking to unwind and relax, look no further than the 85 hectares of manicured lawns and recreational facilities within the Palace grounds. Indulge in the luxury of beauty and open space offered by our pristine 1.3km white sandy beach, or soak up some sun along the two lushly landscaped swimming pools and terraces - one to refresh and relax and one perfectly designed for adventure and family fun. LEADERS Middle East, caught up with Mr. Holger Schroth, GM of Emirates Palace for an insight into operating one of the most luxurious ho-

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tels in the world. Emirates Palace is regarded as one of the most iconic hotels in the Middle East, what are the unique characteristics when it comes to operating a hotel of this caliber? Emirates Palace from the day it was opened in Abu Dhabi has naturally had a certain impact. A destination in itself, with 394 rooms and suites, thirteen restaurants and a lounge, the largest banqueting and conference space in the city and a world-class marina, it takes quite a team to maintain our five-star standards and to go above and beyond our guestsâ&#x20AC;&#x2122; expectations. At Emirates Palace, we cater to different market segments and so it is a balancing act of maintaining the efficiency, serenity and connectivity that business guests desire as well as the recreational appeal and wide variety of dinning outlets that leisure guests are looking for. Security for our government-related events and guests is of high importance and we work in close partnership with the relevant authorities to guarantee that this is never compromised.

â&#x20AC;&#x153;Security for our government-related events and guests is of high importance and we work in close partnership with the relevant authorities to guarantee that this is never compromised.â&#x20AC;? To keep the grounds immaculate, we first of all require a team of around 1600 employees and a golf cart system to get around the 100 acres of expanse. We painstakingly ensure that our lawns are impeccably manicured and that our 1.3 km beach located on a natural desert remains perfect. Managing both in-house guests and external requests, we synchronize and make adequate provision for any request to ensure that we consistently deliver our very best. Since you attain to some of the most high end travellers, what is your philosophy when it comes to delivering the best possible quality of service? Apart from the physical beauty of the building and grounds, we have a 4 to 1 staff to guest ratio, which ensures that every single guest receives the royal treatment. We pride ourselves on our high standards of ser-

vice and attention to detail, and I believe that our guests really feel the difference even as they drive up to the Palace. From little details like a welcome Arabic coffee to a local experience like going pearl diving, we give our guests a taste of true Emirati hospitality, allowing us to further differentiate our product and level of service. Why would you say people choose to stay at Emirates Palace? What is unique about Emirates Palace? Emirates Palace is a Palace in every sense, offering the highest standards of hospitality, culinary innovation, and entertainment. The range of services offered for leisure and business guests, from our numerous recreational facilities to our state-of-the-art conference and meeting spaces, makes Emirates Palace a destination in its own right. With its vast space, Emirates Palace has also a tranquil corner for everyone.

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Is human capital an important element within your operations? I don’t like the term “human capital” as it diminishes employees to a purely financial factor. The human resources element is one of the most important components to Emirates Palace operation and my role is to lead the team of 1600 passionate hoteliers who work at Emirates Palace. Training is fundamental to any successful enterprise and at Emirates Palace we have a dedicated department that works diligently throughout the year ensuring that each and every one of our employees not only develops the skills that will aid them to carry out their duties to the best of their ability, but also life skills that they will practice way beyond their time at Emirates Palace. Embracing a diverse team, remaining visible and managing by walking around are key requirements for my management team and it is this accessible management style that has created the warm culture we have at Emirates Palace. The UAE has managed to position itself as one of the most important destinations for travel and Tourism, what are your thoughts on the way forward for the tourism and travel industry? What are some of your suggestions for the country to remain in this leading position? We work closely with our partners at Abu Dhabi Tourism Authority to achieve the vision of the Government of Abu Dhabi. Through their efforts, and the expansion of Etihad airways, another great partner, Abu Dhabi is fast becoming the cultural centre of the Middle East and has gained an excellent reputation for hosting world-class events.

MR. HOLGER SCHROTH GM OF EMIRATES PALACE

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Abu Dhabi already has so much to offer visitors and this is reflected in the continued growth in the number of visitors every year. With the ongoing development on Saadiyat and a growing events calendar that includes Formula One, Abu Dhabi Film Festival, Tennis at the Palace and Polo at the Palace, Abu Dhabi continues to maintain its status as one of the world’s leading destinations.

LIFE STYLE

A BIT MORE THAN GIVING THE TIME OF DAY Georges-Henri Meylan is a revered figure in the world of haute horlogerie. He was at the helm of Audemars Piguet for almost two decades overseeing the brand’s astronomical success. Mr. Meylan has now created a new company, MELB Holding, acquiring well respected brands Hautlence and H. Moser.

GEORGES-HENRI-MEYLAN CHAIRMAN OF MELB HOLDING & GUILLAUME TETU CO-FOUNDER & CEO OF HAUTLENCE

H. Moser & Cie. was created by Heinrich Moser in 1828. Based in Neuhausen am Rheinfall, it currently employs 50 people, has eight of its own calibres and produces 1,000 watches per annum. H. Moser & Cie. manufactures parts such as regulating organs and balancesprings, which are used for its own production as well as to supply its partner companies. H. Moser & Cie. is honoured to have a Moser family member with the company as Honorary Chairman and President of the Heinrich and Henri Moser Foundation. The aim of the Moser Foundation, created by one of Heinrich Moser’s descendants, is to keep the family history alive and seek out antique pieces for the Moser Museum, located in Charlottenfels Manor, Heinrich Moser’s family home. With its substantial watchmaking expertise and highly acclaimed experience in the sector, MELB Holding holds shares in H. Moser & Cie. and Hautlence. MELB Holding is an independent family group, based in the heart of the legendary Vallée de Joux.

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HAUTLENCE is known and acknowledged for its original concepts in reading time. It adopts a think tank approach and brings a new vision to the art of watchmaking, while respecting its traditions. Since its creation in 2004, HAUTLENCE has been a brand in a league of its own. It plays with design codes just as it does with its name – an anagram of the city of Neuchâtel in tribute to the cradle of watchmaking and to its expertise.

both companies. The first thing we had to do was analyze and unfortunately cut cost. We could unfortunately only keep half of the at MOSER so it’s not an easy task when you start. The second stage was to rebuilt the complete image, product and distribution and now we are at a phase where we can expand and grow a bit further and that is why we try to be more present in different countries and try to convince our partners.

With surprising and sometimes unprecedented ways of reading the time, a powerful and easily identifiable design inspired by architectural principles, as well as a majority of in-house made calibres developed and crafted in its own Atelier, HAUTLENCE has earned within less than a decade the recognition of its peers, the trust of the most prestigious retailers, the enthusiasm of the most knowledgeable journalists, and a top spot on the wish list of collectors worldwide. In 2012, its reputation was further strengthened by the arrival at the company helm of one of the industry’s most well-respected personalities, GEORGESHENRI MEYLAN.

What is your production capacity, how many watches can you do per year? The idea at the beginning was try to make the most out of the two synergies between the two brands and at a later stage we could add on others, a sort of platform where we can manufacture a big part of the products. The main idea is not to manufacture everything because I don’t believe in that. It’s similar to a car where you need specialist for different parts for the car, like the watch, its very complex where you have different technologies to manufacture different parts of the watch, different components.

LEADERS Middle East caught up with Mr. Meylan for an insight the MELB Holding. What is the story behind the setting up of MELB Holding? I have been working nearly 90% of my business life in the luxury products, especially in watches in different companies and I became the CEO of Audemars Piguet. The time came where I decided it was the age to retire but then later on realized that I was not ready to do nothing. So I discussed with my sons and friends that it would be interesting to restart something again and we had the opportunity and met with shareholders at this period and also the same through with MOSER and we took over these two companies when they were not very stable. It’s a hard task to rebuild a company coming from difficulties, trying to put the two brands at where we think is the right place for them to be. We had to work on margins, products, distribution, marketing and the factory, basically re-build

The idea is to give development of movement were we are able to use components between the brands and that’s starting to work, as the idea is to share costs in order to be competitive in the market. We produce all the strategic components. 80% of the components in the movement is made in house in our factory and we also sell to big brands. We want to be independent, it’s our core value and that was a big part of the investment in the brand. What is the potential you see in the Middle Eastern market? How is the response so far of your product here? The response is good for two reasons. Here in Dubai we have an international customer base because people are travelling here for business as well as for enjoying life so we can have some sales from international people however in other countries like Qatar or Saudi Arabia it is more of a local market so geographically the platform is very beneficial for us here in the Middle East.

“H. Moser & Cie. manufactures parts such as regulating organs and balancesprings.”

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WATCHES TO WATCH L.U.C 1963 CHRONO PURISTS EDITION The L.U.C 1963 Chrono PuristS Edition was developed from a dialogue that Karl-Friedrich Scheufele initiated and maintained with PuristS since 2007. The question was: “What would a PuristS chronograph be like?” This was not a call for fantastic or costly ‘blue-sky’ complications but a pure distillation of the function and form of aa chronograph that could survive the vagaries of time and fashion. Karl-Friedrich Scheufele attended and hosted part of the PuristS 10th anniversary celebrations in 2011, to reveal technical updates and gather a myriad of opinions. PuristS could only agree on a classic, steel, hand-wound, chronograph without expensive complications that could stand the test of time. The focus is on the superb finishing and function of the first L.U.C hand-wound chronograph movement that is featured by the exhibition caseback. A PuristS’ passionate gaze is drawn into the movement by the artful shape of the caseback. This is where the techniques are fused into a dramatic and passionate mechanical horo- logical performance celebrating past tradition, ongoing friendship and future creativity. This hand-wound chronograph movement allows the start of a new range of exciting watches from Chopard Manufacture. The L.U.C 1963 Chrono PuristS Edition is available worldwide upon request from all Chopard boutiques.

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TOURBILLON RM 053 PABLO MAC DONOUGH Polo is possibly one of the toughest sports for any tourbillon watch to have to deal with. Sudden turns, wild swings, the clash of horses and riders: these are forces far greater than the norms found in other sports. Known as the ‘king of sports’ polo is uniquely elegant and highly physical. For Pablo Mac Donough, partner of the brand, Richard Mille had an idea for a totally new case design inspired by the tonneau shape and engineered to tolerate the extreme shocks likely to occur during a polo match. He created an ‘armored’ case in titanium carbide with two raised arcs leading to two viewing windows. The movement design and windows are tilted at a 30˚ angle. The seconds run with the tourbillon cage on the left viewing window and on the right the hours and minutes are shown. This angled view is ideal when seen from the rider’s saddle. The highly compact, totally new tourbillon movement design utilizes a highly skeletonized baseplate and bridges with a compact going train-winding barrel arrangement. Since the movement itself is ultra light and tightly unified, it is less susceptible to the centrifugal and centripetal forces generated during a game.

THE “$5 MILLION” A world first, a unique piece, an exceptional and incredibly rare feat. And a completely different approach was used for its creation. Unlike an Haute Joaillerie piece, where the design and technical construction are created to “emphasise and serve” stones which have already been selected, the opposite approach was adopted. The diamond cutters started with a design and then found the diamonds whxich best matched the complex construction of the case, dial and bracelet. Cutters and setters then employed all of their expertise to resize them to ensure a perfect fit. First challenge: to develop the design of the Big Bang, whilst retaining its graphic codes to ensure it cohesively integrates more than 3 carats of diamonds. Once the technical design was finalised, then the diamonds had to be found and combined. It took one year for the largest stones which came from all four corners of the world, and the same for the 1276 others. Every stone was individually selected to ensure that all were of a consistent quality and colour. They then had to be resized, one by one, to make them a perfect fit for the watch. A renowned “master cutter” from New York with over 40 years’ experience was responsible for single-handedly cutting the largest GIA-certified stones to ensure they all had the same cut “signature”.

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ROLLS-ROYCE: NO ORDINARY POWER Rolls-Royce Motor Cars has unveiled a collection of ten highly-Bespoke Rolls-Royce vehicles created specifically for UAE clientele and inspired by the regionâ&#x20AC;&#x2122;s heritage in equestrianism.

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The ‘Al Adiyat’ collection, which includes the Wraith, and Phantom Coupé, were created through a meticulous year-long process involving elaborate Bespoke craftsmanship at the Home of RollsRoyce in Goodwood, England, to be made available only to Abu Dhabi Motors, the sole dealer of Rolls-Royce Motor Cars in Abu Dhabi and Al Ain.

“One of Rolls-Royce’s defining visual signatures is given an enhanced dynamic edge.”

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‘Al Adiyat’, derived from the Arabic phrase ‘wal Adiyat’ and the title of a chapter in the Holy Quran, means ‘those who run’, and refers to the Stallions and Mares that were traditionally used in wars and expeditions across Arabia. The collection features three striking exterior colours: St. James Red, Arctic White and Infinity Black, all inspired by the deep tones and rich hues that characterize the coats of Arabian Thoroughbreds. The theme is also reflected in the interiors of the vehicles with various combinations of Mugello Red and Arctic White leather contrasted against Piano White and Piano Black veneers. The equine theme is infused throughout the collection as each vehicle features a horse motif in hand-stitched embroidery across the headrests and the centre of the front armrest, replicated strikingly on the monitor lid and Bespoke Coachline, and bridle embroidery along the sides of the passenger doors. A gold-plated horseshoe symbol, universally associated with good luck, completes this unique masterpiece with a graceful touch on the bespoke clock and treadplates.

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Commenting on the inspiration for the collection, General Manager of Abu Dhabi Motors Mr. Arno Husselmann said: “Horses are an integral part of Arabian heritage and often associated with royalty and luxury in the region, so these unique Bespoke vehicles draw immense parallels with these associations, whilst maintaining the sophistication that Rolls-Royce vehicles epitomise.”

“The war horses that the name ‘Al Adiyat’ refers to convey ferocity, dynamism and agility; attributes that are faithfully represented by the Phantom Coupe and Wraith, two of the most powerful and prominent models in the Rolls-Royce Motor Cars vehicle portfolio.” Al Adiyat brings yet another exclusive offering to Rolls-Royce Motor Cars’ customers in the UAE’s Capital, which has made its representative dealership Abu Dhabi Motors the biggest Bespoke dealer in the world for the brand. In the past year alone it has conceptualised or offered renowned one-off concepts such as the Bespoke Suhail Collection, celebrating the life of influential Arab Mathematician and Inventor Ibn Al-Haytham; and global limited collections such as Waterspeed, Pinnacle Travel and Metropolitan.

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THE ALL-NEW BMW X5M AND X6M The ultimate in BMW M performance have arrived in the Middle East. Combining hallmark high performance engineering with everyday practicality, these models are set to further strengthen BMWâ&#x20AC;&#x2122;s X models, which currently accounts for around 50% of BMW sales in the Middle East.

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These second generation models follow on from their 2009 predecessors and set the benchmark in terms of driving dynamics in the high-performance Sports Activity Vehicle (SAV) and Sports Activity Coupé (SAC) segments. The striking M design and distinctive high-class interior of the two newest additions to the BMW M GmbH stable ensure that these models make an impact. When the foot hits the gas pedal drivers can take advantage of the BMW X5M and X6M’s latest-generation 4.4-litre V8 engine which uses innovative M TwinPower Turbo technology to push torque and output to even higher performance levels.

With the new M TwinPower Turbo engine, the all-new BMW X5 M and all-new BMW X6 M have the most powerful engine ever developed by BMW for an allwheel- drive vehicle. Boasting innovative M TwinPower Turbo technology with a pair of TwinScroll turbochargers, cross-bank exhaust manifolds, VALVETRONIC and High Precision Direct Petrol Injection, the 4.4-litre V8 produces maximum output of 423 kW/575 hp. From 0 to 100 km/h (62 mph) in 4.2 seconds through the standard eight speed M Steptronic transmission with Drivelogic, top speed is limited to 250 km/h (155mph). At the same time, the fuel consumption and CO2 levels of both models has been reduced by 20%. Cutting a low-slung figure on the road, mixed tyres showcase the all-new BMW X5M

and X6M’s sporty track width, while an interior combining sporty features, exclusive materials and flawless workmanship complement their dynamic exterior presence perfectly. The M instrument cluster, M leather steering wheel with aluminium gearshift paddles and M gearshift lever – which works in the same way as the familiar M Double Clutch Transmission – are complemented by electrically operated M sports seats for the driver and front passenger, an M driver’s footrest and the optional Head-Up Display which, in addition to the standard system, also includes an M-specific display with gear indicator, rev band and shift lights. Additional interior options include the Merino full-leather trim and M multifunction seats

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Special report

AN INSIDE LOOK INTO HARLEY DAVIDSON The story behind the most inspirational brand ever It all started in 1901 when William S. Harley (below), aged 21, completed a blueprint drawing of an engine designed to fit into a bicycle.

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n the world of motorcycling there is a manufacturer and their bikes that stand out over all the rest. Harley-Davidson motorcycles are the best motorcycles in the world because of heritage and tradition, the come back after a difficult era, and the support from the bike owners that is a carefully maintained cult. Arthur Davidson and William S. Harley were schoolmate friends that shared a mechanical passion and strong desire to join the other motorcycle pioneers. They rekindled their relationship while working at the same factory in Milwaukee. Together they began to study mechanics focusing on motorcycle engines. In 1901 they had four engines designed and ready to be fitted to bicycle frames. In 1903 the first Harley-Davidson motorcycles were built. The brand appeared in ads and articles describing the motorcycle that would become a legend. Three motorcycles were produced between 1903 and 1904 and were sold before they were even built. The bike was built to be a racer, with a 38/1- inch bore and 32/1- inch stroke. The factory in which they worked was a 10 x 15-foot wooden shed with the words «Harley-Davidson Motor Company» crudely scrawled on the door. Arthur›s brother Walter later joined their efforts.

In 1909, the six-year-old Harley-Davidson Motor Company introduced its first V-twin powered motorcycle. With a displacement of 49.5 cubic inches, the bike produced seven horsepower. The image of two cylinders in a 45-degree configuration would fast become one of the most enduring icons of Harley-Davidson history. Also available for the first time from the Motor Company were spare parts for motorcycles. Asking a motorcyclist to name his/her favorite Harley-Davidson is like asking a music fan to name his/her favorite song: ask a hundred people and you’ll get a hundred answers. We asked our friends and colleagues; we asked neighbors, and their cats; we posted on Craigslist and took out classified ads in the local paper (no, not really). Mainly, we sent out queries via social media. We hit up fellow motorcycle journalists, whose knowledge and experience is vast and insightful. We asked builders and customizers, whose creative takes on the American classics have ranged from practical to unrideable. We queried rockers, racers, computer geeks and everyone in between, because the Motor Company’s appeal is universal. Our panel was varied, and everyone had a favorite – but no one could agree on the best of all time.

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LIFE STYLE

ONLY FOR ROYALS Wait till you try one

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ith the enterprising vision of CEO Mohammed Al Zaabi, Royal Yachts has made a name for itself as one of the UAEâ&#x20AC;&#x2122;s outstanding yacht rental companies. With an impressive spread of attractive services and a commitment to excellence, Royal Yachts leads the way in delivering unforgettable experiences for its customers.

deep-sea fishing and on-board barbeque grills. With an evergrowing product offering, Royal Yachts strives to continually seek out unique and innovative services to provide its clients. From Formula 1 Abu Dhabi charter services and New Years Eve yacht rentals, to exciting seaplane and helicopter coastline tours.

Royal Yachts boasts a stunning fleet of yachts for both sales and charters. Their yacht crews are dedicated to enhancing customerâ&#x20AC;&#x2122;s experience with their expert knowledge of the seas, hospitality and excellent service. The personal on-board crew are committed to providing such extra services as water sports,

In addition to these services, Royal Yachts is now proud to offer its most luxury package. Imagine being collected to start your unique experience in a Rolls Royce Phantom to the airport to then be flown by helicopter to Yas Island to board your super yacht and begin a 7 day cruise around the UAE.

THE BENETTI CLASSIC 35M (115FT) MOTOR YACHT

First introduced in 1998, Benetti 115 packs all the amenities found on a 130 feet super yacht in 115 feet. Custom built in 2004 by Benetti in Viareggio (Italy) and refitted in 2014. This luxury vessel’s sophisticated exterior design and engineering are the work of Benetti. The yacht’s interior has been designed by Zuretti and she has exterior styling by the Benetti team who are also responsible for the entire engineering package. Marble flooring and wood wall

linings run through the entire interior of the vessel. The owner’s suite and garage on the main deck give her a much larger appeal than the other vessels of her size. Accommodating up to 8 to 10 charter guests overnight and 50 for day cruising, Benetti 115 is configured for chartering. The deck also features a dining room and a bar for entertainment. A classic feature of this yacht is the rarely found sky lounge on the yachts of this size.

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ART

THE ART CORNER

Price: upwards of USD 2 million

MARC CHAGALL – NATURE MORTE (1975) Oil on canvas – 92 x 73 cm The paintings of Russian-French artist Marc Chagall are often characterized by fractured surfaces, fantastical characters and heightened, dreamlike environments. In this painting, however, the artist adopts a more restrained approach to composition, transforming a humble still life into a poetic celebration of his inner world. Chagall dedicated the painting to Valentina Brodsky, affectionately known to him as Vava, who he married in 1952, and who became the central female character in all his paintings. The embracing lovers depicted in the lower right of the work could be an expression of Chagall’s love for his greatest muse. Based on his studio in the commune of Saint-Paul-de-Vence, the background scene is painted in calming, neutral tones, the lovers appearing to melt into the room’s soft light. In exquisite contrast, the lavish bouquet explodes into vibrant daubs of yellow and red, a fulsome celebration of the natural world.

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FERNANDO BOTERO – CIRCUS MUSICIANS (2008) Oil On Canvas - 140.5 x 100 cm A few years ago, the Colombian-born artist Fernando Botero chanced upon a circus in a small Mexican town on the Pacific coast. The poor troupe attracted him because it was similar to those that visited his hometown near the Andes when he was a young boy. Botero found the circus deeply inspiring. As the artist put it, ‘at the circus one finds colors, movement, poetry, animals, expressions of the human spirit that one finds nowhere else’. The circus also allowed Botero to develop his fascination with people who exist on the margins of society, those normally forgotten in the grand sweep of history. The works from this series are among the most celebrated in Botero’s oeuvre, which forms part of private and public collections across the world. In Circus Musicians two men dressed in green costumes play different wind instruments. Rendered in patches of dark green, the paintwork is brilliant – Botero is a virtuoso, one of the most powerful and exciting painters working today. The distortions of perspective and scale are typical of his artistic practice.

Price: upwards of EUR 700,000

PIERRE-AUGUSTE RENOIR – DEUX FILLES DANS UN PRÉ (CIRCA 1910) Oil on canvas – 47.3 x 56.8 cm Renoir was amongst the most influential and talented painter of the 19th century. Renoir began painting while working in a porcelain factory. In 1862 he moved to Paris to study fine art under the aegis of the academic painter Charles Gleyre. It was there that he met other figures such as Claude Monet and Alfred Sisley, who would exhibit with him in the first Impressionist exhibition in 1874. As he grew older, the artist developed arthritis and decided to move to the warmer climates of ‘Les Collettes’, a farm close to the Mediterranean coast. Known for his very distinctive impressionist style, he relentlessly painted until his death. This piece in particular in very representative of his later works, characterized by the dissolution of outlines and color for which the artist is famous.

FOR MORE INFORMATION: OPERA GALLERY DUBAI (DIFC) GATE VILLAGE BUILDING 3 – DUBAI WWW.OPERAGALLERY.COM

Price: upwards of USD 2 million

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global pERspectives

SUCCESSFUL PEOPLE START BEFORE THEY FEEL READY BY JAMES CLEAR

“If there was ever someone who embodied the idea of starting before they felt ready to do so, it’s Branson.”

James Clear: An entrepreneur, weightlifter, and travel photographer. He writes about habits and strategies that make it easier to live a healthy life, and share photos and stories on his quest to live healthy around the world.

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n 1966, a dyslexic sixteen–year–old boy dropped out of school. With the help of a friend, he started a magazine for students and made money by selling advertisements to local businesses. With only a little bit of money to get started, he ran the operation out of the crypt inside a local church. Four years later, he was looking for ways to grow his small magazine and started selling mail order records to the students who bought the magazine. The records sold well enough that he built his first record store the next year. After two years of selling records, he decided to open his own record label and recording studio. He rented the recording studio out to local artists, including one named Mike Oldfield. In that small recording studio, Oldfield created his hit song, Tubular Bells, which became the record label’s first release. The song went on to sell over 5 million copies. Over the next decade, the young boy grew his record label by adding bands like the Sex Pistols, Culture Club, and the Rolling Stones. Along the way, he continued starting companies: an airline business, then trains, then mobile phones, and on and on. Almost 50 years later, there were over 400 companies under his direction. Today, that young boy who dropped out of school and kept starting things despite his inexperience and lack of knowledge is a billionaire. His name is Sir Richard Branson. How I Met Sir Richard Branson Two weeks ago, I walked into a conference room in Moscow, Russia and sat down ten feet from Branson. There were 100 other people around us, but it felt like we were having a conversation in my living room. He was smiling and laughing. His answers seemed unrehearsed and genuine. At one point, he told the story of how he started Virgin Airlines, a tale that seems to capture his entire approach to business and life. Here’s the version he told us, as best I can remember it: I was in my late twenties, so I had a business, but nobody knew who I was at the time. I was headed to the Virgin Islands and I had a very pretty girl waiting for me, so I was, umm, determined to get there on time. At the airport, my final flight to the Virgin Islands was cancelled because of maintenance or something. It was the last flight out that night. I thought this was ridiculous, so I went and chartered a private airplane to take me to the Virgin Islands, which I did not have the money to do. Then, I picked up a small blackboard, wrote “Virgin Airlines. $29.” on it, and went over to the group of people who had been on the flight that was cancelled. I sold tickets for the rest of the seats on the plane, used their money to pay for the chartered plane, and we all went to the Virgin Islands that night. I took this photo right after he told that story. A few moments later I stood shoulder–to–shoulder with him (he’s about six feet tall) and thanked him for sharing some time with us.

Which prompted me to wonder, “What’s the difference between Branson and everyone else in the room?” Here’s what I think makes all the difference: Branson doesn’t merely say things like, “Screw it, just get on and do it.” He actually lives his life that way. He drops out of school and starts a business. He signs the Sex Pistols to his record label when everyone else says they are too controversial. He charters a plane when he doesn’t have the money. When everyone else balks or comes up with a good reason for why the time isn’t right, Branson gets started. Successful people start before they feel ready. If there was ever someone who embodied the idea of starting before they felt ready to do so, it’s Branson. The very name of his business empire, Virgin, was chosen because when Branson and his partners started they were “virgins” when it came to business. Branson has started so many businesses, ventures, charities, and expeditions that it’s simply not possible for him to have felt prepared, qualified, and ready to start all of them. In fact, it’s unlikely that he was qualified or prepared to start any of them. He had never flown a plane and didn’t know anything about the engineering of planes, but he started an airline company anyway. If you’re working on something important, then you’ll never feel ready. A side effect of doing challenging work is that you’re pulled by excitement and pushed by confusion at the same time. You’re bound to feel uncertain, unprepared, and unqualified. But let me assure you of this: what you have right now is enough. You can plan, delay, and revise all you want, but trust me, what you have now is enough to start. Who you are right now is good enough to get going. We all start in the same place: no money, no resources, no contacts, no experience. The difference is that some people — the winners — choose to start anyway.

“You can plan, delay, and revise all you want, but trust me, what you have now is enough to start.”

What’s the Difference Between Branson and Everyone Else? After speaking with our group, Branson sat on a panel with industry experts to talk about the future of business. As everyone around him was filling the air with business buzzwords and talking about complex ideas for mapping out our future, Branson was saying things like: “Screw it, just get on and do it.” Which was closely followed by: “Why can’t we mine asteroids?” As I looked up at that panel, I realized that the person who sounded the most simplistic was also the only one who was a billionaire.

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TOP HOTELIERS

RIXOS WITH STRONG UAE FOCUS Established in 2000, Rixos is one of the world’s fastest growing luxury hotel chains. Dedicated to providing unmatched hospitality amid luxurious surroundings, the international hotel employees over 6,500 members of staff worldwide, each dedicated to providing the best in hospitality whilst offering innovative guest experiences that perfectly blend the best of old and new. ugra Berberoglu takes the helm as Chief Executive Officer of Rixos Hotels as of November 6th, 2014. After serving as the Senior Vice President Operations for Kempinski’s India, Middle East and Africa region with over 20 hotels, Bugra brings an inspiring leadership style where he will lead and steer Rixos Hotels through its expansion and accelerated growth. Before moving to his senior corporate role, Mr. Berberoglu chaired the landmark Emirates Palace Abu Dhabi, one of the most luxurious and expensive hotel ever built. Prior to his ascent as General Manager of this property, he served as General Manager of Kempinski Hotel Ishtar and Regional Director Levant, where he was in charge of three operating hotels and brought four new projects to fruition. Mr. Berberoglu was also General Manager of several marquis hotels including the Djibouti Palace, where he earned the prestigious ‘entrepreneur of the year’ award two years in a row, in addition to the

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legion d’honeur, awarded by the country’s president of the republic. Please Mr. Bugra give us a little introduction to Rixos Group.? Rixos was established in Turkey 15 years ago, and has since grown into an internationally recognized brand. Our first resort was conceived in Antalya and today we manage and own 30 hotels worldwide. In the UAE alone we have two properties, one in Dubai Palm and one in Ras al Khaima, and we are adding another luxury hotel in Dubai JBR shortly. The hotel is slated for completion in the second quarter of next year. We are also heavily vested in Abu Dhabi, targeting a fourth hotel in the country, which would help consolidate our presence in the UAE’s key markets. Rixos is certainly a hotel brand with a very ambitious growth strategy and I am very pleased to be the CEO of such an enterprise; our fast-paced yet organic growth in the GCC and Middle East as a whole bears testament to that.

What is the future development plans and how will you expand it geographically? Selecting the right geographical locations for our brand is paramount to our ongoing success. Our current portfolio consists of 70 percent resorts, and 30 percent city hotels. Our Strategy is to continue to grow in proportion to these ratios, complementing our resort business with key city hotels that leverage the brand.

JBR is an area that is very important and in my view one of the best spots in Dubai for tourists and locals alike. We consider that this hotel will be our flagship property in the region both in terms of location and the unique luxury propositions that we offer. Our hotel will have over 400 rooms, 180 residences, Ottoman Spa, direct beach access with cabanas, and some very exciting F&B offerings.

As far as destinations are concerned, we already have 11 hotels in Turkey and believe we have hit a maturity point there in terms of development. Our goal is to expand into emerging trade markets internationally with our city destinations, and continue to grow organically in well-known resort destinations around the world.

How will you describe the philosophy of Rixos? What is it that makes you different from other five star hotels? We are a mixture between Club Med and Ritz Carlton. If you combine both of them, thatâ&#x20AC;&#x2122;s Rixos for you. I think this is a best explanation to describe Rixos. Nobody has ever attempted to do this in the industry and this is why we are different. You get the fun, education, entertainment and relaxation of Club Med combined with the luxury and good food of Ritz Carlton and that is a unique concept that no one else has.

We will continue to develop the hotels our guests love in regions where we have a presence including Russia, CIS, and GCC. Yet we also want to penetrate new and exciting markets in Latin America, the Caribbean and Indian Ocean for example. In terms of Operations how well is the operations in the Middle East going for you? Thankfully the market has received our brand well. Ras al Khaima has been a great success story and is on track to a record breaking year in performance. We also see tremendous growth in Dubai even though there are some challenge areas in certain segments, our hotel performs well. We instill a lot of faith in UAE market and I think by adding more hotels in the country we are certainly backing this up. Tell us about your upcoming property in JBR?

Dubai has gone through an important boom, economically in terms of tourism and also with the expo 2020 that is coming, how optimistic are you with the future of the UAE as a touristic destination.? We have made a decision to place our headquarters in Dubai and we have taken this decision this year, so for me to move our headquarters and place it in Dubai I think shows how optimistic we are. We believe in UAE, we believe the future of this country. We feel privileged to be here and I think this is a great time to be in UAE and we hope to see very good returns on our business.

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travel

THE MARA IN A WAY YOU HAVE NEVER SEEN A small, private and intimate safari camp located in Lemek Conservancy just north of the Masai mara game reserve in arguably one of the best wildlife viewing areas of the Masai mara ecosystem.

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These second generation models follow on from their 2009 predecessors and set the benchmark in terms of driving dynamics in the high-performance Sports Activity Vehicle (SAV) and Sports Activity CoupĂŠ (SAC) segments. The striking M design and distinctive high-class interior of the two newest additions to the BMW M GmbH stable ensure that these models make an impact. When the foot hits the gas pedal drivers can take advantage of the BMW X5M and X6Mâ&#x20AC;&#x2122;s latest-generation 4.4-litre V8 engine which uses innovative M TwinPower Turbo technology to push torque and output to even higher performance levels.

osokwan is a genuine and perfect base for exploring the surrounding Masai mara wilderness without compromising on comfort or responsive service. The camp offers an authentic safari holiday in a serene and tranquil environment. This Conservancy offers hard-hitting game-viewing throughout the year and comprises open savannah and a tree-lined section of the Mara river with high concentrations of plains game and the wildlife numbers are particularly intensified during the annual wildebeest migration. The campâ&#x20AC;&#x2122;s indulgently spacious and beautifully furnished six tents are nestled nicely amongst the crotons trees to ensure maximum privacy for all guests. The tents provide a homely atmospheric feeling with a private verandah overlooking the mara plains teeming with wildlife including the big five.

for those who want to watch the zebras under acacia tree. Bush dinners are under the vast starry African sky. A picnic lunch box is organized for guests who are on a full day excursion. A wide range of activities can be enjoyed at Losokwan including; exhilarating 4WD day and night game drives to bushwalks. The largest population of lions in Kenya, and high concentrations of plains game, can be seen here, particularly when the annual wildebeest migration arrives between the months of July and September. Maasai village cultural visits, Bonfire with Maasai Dance show, birding, balloon safari, visit to the OlChorro rhino sanctuary, picnic and sundowner excursions are also available.

Each tent features a fully functioning en-suite bathroom with flushing toilets and ablution facilities with running water, hot bucket showers, and all the other amenities required to make your safari relaxed and memorable. The communal lounge and the dining tents are also meticulously designed and ideally positioned to take advantage of sweeping views of the mara plains providing endless opportunities to see the wildlife populating the area. The lounge has a library and fully stocked bar with a wide selection of drinks to choose from. At Losokwan, quality, customer satisfaction and most importantly value are top priorities. The extensively experienced Losokwan team is constantly trained to provide flawless, fastpaced and friendly services. Bush meals are a must have at Losokwan Camp, either a freshly prepared bush breakfast/lunch served by the Mara riverbanks for guests who want to enjoy hippo-viewing, or near to camp 159

destination travel

WELCOME TO PARADISE Blessed with the unrivalled diversity of 2000 coralline islands Maldives has the reputation for proving holidays of a dream.

â&#x20AC;&#x153;Maldives resorts are known as some of the best holiday resorts in the world.â&#x20AC;?

Maldives, officially the Republic of the Maldives, and also referred to as the Maldive Islands, is an island nation in the Indian Ocean consisting of a double chain of twenty-six atolls, orientated north-south, that lie between Minicoy Island (the southernmost part of Lakshadweep, India) and the Chagos Archipelago. The chains stand in the Laccadive Sea, about 700 kilometres south-west of Sri Lanka and 400 kilometres south-west of India. Maldives has deep blue seas, turquoise reefs, white sandy beaches and palm trees. It is also a place full of character, where its people have long spent their days languishing in the very essence of idyll living. While it is the perfect place to sit on a beach and watch a sunset with a cocktail balanced on your hand, it is also a geographical marvel, knowing that there are thousands of fish swimming around the vivid corals just a few feet away from where you sit.

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aldives resorts are known as some of the best holiday resorts in the world. One Resort in particular, Meeru Island Resort & Spa , is surrounded by a beautiful lagoon and long stretches of white, sandy beach, is the only Resort on the island of Meerufenfushi, North Male’ Atoll. It is 1200 meters long by 350 meters wide, about 90 acres. Your speedboat transfer from Ibrahim Nasir International Airport is a scenic, 55 minute ride. With an array of Garden Rooms, Beach Villas, Jacuzzi Beach Villas, Water Villas and Honey Moon Suites, Meeru Island Resort & Spa has an option for every holiday maker. Jacuzzi Water Villas are located over-the-water, in the lagoon…a short walk along your private jetty to this secluded and more spacious hideaway featuring a partial open air bathroom, an outdoor Jacuzzi and stairs into the sea. Two main “sister” restaurants, conveniently located to best serve our guests. The Farivalhu, for guests staying at the Southern end of the island and The Maalan, for guests staying at the Northern end of the island, both featuring the same “all you can eat” buffet style meals for breakfast, lunch and dinner, served in the traditional open-air, sand floor, thatch roof dining rooms with a separate table for each room. 1.5 Kilometers of Beautiful White Sand Beach, a Magnificent Lagoon with plenty of Good Snorkeling, 5 star spa facilities, 2 Sparkling Clear Fresh Water Swimming Pools overlooking the Beach with a Children’s Wading Pool are some of the attractions to this island.

For more information: Meeru Island Resort & Spa North Male' Atoll - Meerufenfushi Maldives Tel (960) 664 3157 Fax (960) 664 5946 reservations@meeru.com www.meeru.com

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restaurants

MEDITERRANEAN FLAVORS AT DIFC BOCA, an upscale tapas restaurant oozing multicultural charisma with the flavors of Spain, Italy and France opened in October 2014 in the heart of Dubaiâ&#x20AC;&#x2122;s financial centre, DIFC at Gate Village 6. In an aura of fresh and funky sophistication, French chef Maxime Le Van, executive chef at BOCA, delivers an exquisite menu focusing on quality and simplicity, which is reflective of both the Mediterraneanâ&#x20AC;&#x2122;s rich culinary heritage as well as its progressive and continually evolving present.

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or lunch or dinner, you can taste fresh, market-selected seafood and seasonal produce alongside masterpieces including a 12-hour braised lamb, distinctive olive oil tart and a unique take on ‘Arroz Negro’; black rice. Exclusive dishes have each been perfectly complimented with multiple exquisitely rich olive oils originating from various Mediterranean soils. BOCA, which is Spanish for ‘mouth,’ also offers a wine cellar experience where you can sample eight dishes, expertly paired with eight wines from the vineyards of Spain, Italy and France. This experience lasts approximately two hours and costs AED 550 per person. A food-only option is also available at AED 330 per person. The restaurant also hosts wine makers from a particular producer for a dinner at BOCA, which includes a wine presentation and tasting through the range of wine on offer combined with selected dishes from the BOCA menu.

“The restaurant does away with pretentiousness and puts all its energy into making sure you have a great time and good food. … I can see Boca becoming the hip, new place to be.”

Moreover, BOCAs award-winning in-house Mixologists work feverishly to conjure up a cocktail list that rank amongst Dubai’s most temptingly exotic. When combined with the pulsating beats rendered by Dubai’s renowned local DJ Marko Smokingroove and David Craig from Mais Musica, BOCA’s wine and cocktail list create a buzz like no other. Recently resident DJ Luis Muñoz has been flown in from Barcelona to extend BOCA’s music to cover uplifting funky house beats. The interior was done by Bishop Design, who recently did Clé, La Serre and KOI in Abu Dhabi. The design is influenced by Tapas restaurants in Barcelona, mixed with an industrial and functional décor. According to a recent Gulf News review, “The restaurant does away with pretentiousness and puts all its energy into making sure you have a great time and good food. … I can see Boca becoming the hip, new place to be.” BOCA also featured in December in the BBC Good Food Middle East guide, with recommendations for “succulent beef sliders, rabbit terrine and zucchini pasta and innovative cocktails,” and in the Arabian Business, it reviewed as an “an easy and relaxed place which introduces a light-hearted aspect to the dining scene in DIFC. However, it is still “DIFC casual”, so keeping its fine dining neighbors in mind.”

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restaurants

DINING IN THE SKIES It all begins when you step into the worldâ&#x20AC;&#x2122;s fastest elevator. At a speed of 10 m/s, you ascend to a height of 442 metres in less than sixty seconds, and even before you have a moment to bask in the marvel of the journey up, the doors open, and you are greeted by the awe-inspiring view of Downtown Dubai and beyond.

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ituated at a height of 442 metres At.mosphere, the Highest Restaurant from Ground Level, is an exclusive fine dining restaurant and lounge, located on Level 122 of Burj Khalifa, the world’s tallest building. The third addition to Emaar Hospitality Group’s portfolio of independent ‘Lifestyle Dining’ outlets provides visitors with a special restaurant and lounge section. Leading the culinary brigade at the world’s highest restaurant, French national, Jerome Lagarde, has over 20 years’ international experience in acclaimed Michelin-starred restaurants and dining destinations on three continents. Tasked with taking the award-winning restaurant and lounge’s culinary standards to the next level, he is responsible for spearheading new menu development as well as exploring seasonal trends, adding his own unique creative perspective to the restaurant offering along the way. Chef Lagarde’s culinary philosophy is centered around sourcing unique, high quality produce from around the world and using interesting and intriguing preparations to showcase a variety of complex cooking techniques for a unique dining experience. Integrating two of the most popular choices of dining – a lounge and a restaurant boasting contemporary European cuisine – At.mosphere can host over 210 guests, and features a spacious arrival lobby, a main dining floor, a private dining room, and display cooking stations. The Restaurant allows for a relaxing experience with soft tempo music in the background. The interior is comprised of hand-polished mahogany wood walls with furniture in shades of amethyst and cocoa. The At.mosphere Lounge is a chic venue, open throughout the week, seating 130 guests. It serves light lunches and high tea, before turning into a vibrant spot in the evening. Guests can enjoy a premium range of beverages, and unwind, as the sun sets. Savour high tea between 12 Noon until 4 pm with panoramic views of the city from At.mosphere lounge. In addition to an à la carte menu enjoy a glass of bubbly to round off the experience. Guests can choose from high-quality coffees, wonderful range of teas, mocktails, drinks, fresh juices, sodas and bubbly. The lounge offers light dining options that work perfectly with the beverage selection, in addition to specialties from the grill menu.

“At.mosphere Lounge is a chic venue, open throughout the week, seating 130 guests.”

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ROYAL dinning

FINE DINNING: HAKKASAN ABU DHABI

Hakkasan Abu Dhabi opened in June 2010, bringing Hakkasanâ&#x20AC;&#x2122;s award-winning cuisine and dĂŠcor to the landmark Emirates Palace. Comprising a restaurant, bar, lounge and terrace, as well as four private dining rooms, the 16,000 sq ft space is separated by carved wooden screens and latticing that echo the luxurious interior of the London flagship restaurant.

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“Hakkasan’s award-winning cuisine and décor to the landmark Emirates Palace.”

Long-time design partner Gilles & Boissier, based in Paris, designed the space with the Hakkasan ethos of the modern ethnic, interpreting it for the United Arab Emirates. Embroidered-finished furniture and marbled Chinese forms enrich the space, and the main dining area is crafted into a wooden, cage-like structure surrounded by stunning blue glass and back-lit by a stainless steel frame. Hakkasan’s signature dishes like Peking duck with caviar, Jasmine tea smoked Wagyu beef ribs and Stir-fry black pepper rib-eye beef are served alongside a set of new dishes created especially for an Emirati clientele. The restaurant is headed by chef Lee Kok Hua, who spent five years working at the London flagship where he worked under head chef Tong Chee Hwee. General enquiries or reservations: Hakkasan Abu Dhabi Emirates Palace West Corniche Road P.O.Box: 39999 Abu Dhabi - UAE T:+971 2 690 7999 hakkasan@emiratespalace.ae

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ONE&ONLY ROYAL MIRAGE, DUBAI One&Only Royal Mirage is considered Dubai’s most stylish beach resort, where genuine care and hospitality blend with fantasy and tradition, creating an ambiance of Arabian-influenced refinement.

Representing an oasis of calm in the heart of bustling ‘new Dubai’, the resort offers understated elegance and exclusive charm with private coastline and acres of lush gardens. One&Only Royal Mirage consists of three equally distinctive properties: The Palace, the Arabian Court and the Residence & Spa. Within the elegant entrance courtyard of the Residence & Spa lies the Health & Beauty Institute. Architecturally impressive and reminiscent of the great buildings of the region, it captures the values of the environs and ensures each experience is totally distinctive and ceremonial. The Spa and Oriental Hammam offer a service that is dedicated to nurturing beauty and the pursuit of well-being. The resort features some of Dubai’s favorite restaurants, offering a variety of casual and elegant settings, such as the Beach Bar & Grill at The Palace for seafood and grills, Celebrities for international cuisine, Tagine for a truly

Moroccan experience and Olives for a Mediterranean buffet. The Residence & Spa offers the exclusive Dining Room, whilst the Arabian Court features Eauzone, casual yet refined with an Asian twist, and Nina, the moody and vibrant Indo-European dining venue. The Rooftop Lounge and The Jetty are among Dubai’s trendiest evening venues.

For more information: T: +971 4 399 9999 Jumeirah Beach, P.O. Box 37252 info@oneandonlyroyalmirage.ae royalmirage.oneandonlyresorts.com

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