CEO Leadership 2017 by M Link Marketing Solutions

2017

Syed Khalid Ali CEO, Gulf International – GCC

SEDULOUSLY HARNESSING OPPORTUNITIES IN CHALLENGING ADVERSITIES

CONTENTS

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2017 JAMAL AL JASSMI General Manager, EIBFS

AHMAD IDRIS CEO, ADNIC

COVER STORY

FIROZ THAIRINIL 30 CEO, Westford Education Group

SYED KHALID ALI CEO, Gulf International - GCC SRIRANGA N. 10 SAMPATHKUMAR Head of Business, Infosys Finacle MURTAZA HASAN, MOHAMED HUSAIN Mehta Gulf Trading

FAISAL GALADARI CEO, AL Masraf

SA'AD KAYALI Managing Director, Sysmex Middle East

DINESH C. KOTHARI Chairman, Interstar

MOHAMMED A. JINDRAL 20 Managing Director, OLS

34 Editor-in-chief: Humair Siddiqi Contributors: Fatima Abbaas, Anam Salim Photographers: Mansoor Mughal, Noora Saif, Shahbaz Badshah Art Director: Hammad Sheikh FOR KHALEEJ TIMES Editor: Vaman Vassudev Kamat Supplements Editor: Suchitra Steven Samuel Reporters: Farhana Chowdhury, Deepa Narwani, Ishtiaq Ali Mehkri Advertising Director: Mukhtar Qureshi Asst. Ad Manager (Supplements): Bilal Saeed

JAWAD RASHEED Founder & CEO, Cem Asia

AMENA BAIG Managing Director, UHRS

ALTHAF ALI CEO, IHG

DEBBIE STANFORDKRISTIANSEN CEO, Novo Cinemas

PRODUCED BY

ELENA WEBER Managing Partner, Icons Worldwide

DAVID REID CMO, National Oilwell Varco

THUMBAY MOIDEEN Founder & President, Thumbay Group

SEBASTIAN CARLTON CEO, Gulfstream UAE

DILIP ROY 38 Managing Director, Rapid Cool DEEPAK ISRANI CEO, Realistic Management

DANILO CASSANI Area Head (NEMEA), Takeda

38 IN ASSOCIATION WITH

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CEO Leadership 2017

the industry. Based on their feedback, the Annual Training Plan is prepared. Similarly, this year the Technical Advisory committee for the Insurance Sector has been formed,” adds Al Jassmi.

ENCOURAGING AND FACILITATING EMIRATISATION

EMIRATES INSTITUTE FOR BANKING AND FINANCIAL STUDIES:

Leading Professionals towards the Future of Banking General Manager Jamal Al Jassmi details the journey of EIBFS and their mission of empowering the Emiratisation Initiative through revolutionary education reforms

ith a vision to provide unparalleled training to the banking and finance sectors in the UAE, Emirates Institute for Banking and Financial Studies (EIBFS) was initiated in 1983 by the Central Bank of UAE. Since their inception, there have been countless milestones that have enriched the institute internally and by extension the financial industry. “EIBFS boasts a range of international and regional affiliation of programmes and memberships in the Arab Network of Banking and Finance Institutes and GCC Banking and Finance Institutes, which are namely a few of our esteemed associations. We provide the finest training programmes in subject areas of Banking Science Operations, Credit Management, Corporate and Project Finance, E-Banking Applications, HR Management and Leadership, Islamic Banking, Marketing Sales and Customer Service, Risk Management, and Compliance Treasury and Investment, as a complete training solution provider. The banking industry is revolutionising through innovative digital solutions and EIBFS is on par with the shifting trends. To cater to the modern-day requirements of busy banking officials,

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we have introduced a front-line E-learning platform, with 101 programmes. Our objective is to facilitate the development of young professionals in the banking and finance sector through a wide variety of academic programmes in Banking & Finance and Banking & Accounting, and offer both a Diploma and an Islamic Diploma in Banking, says Jamal Al Jassmi, General Manager. EIBFS is the leading educational institute in the region due to their perseverance towards establishing industry benchmarks and aligning training initiatives with industry demands. “We routinely collaborate with international institutions, industry leaders, banking experts, HR and talent development managers to provide superior specialised knowledge and training programmes to raise the standard of employee performance. Our learning environment equips our students to overcome competition and succeed in their chosen fields. EIBFS is dedicated to improve our training programmes and we include our stakeholder’s input in the top tier management of training and HR. Our technical advisory committee (TAC), conducts an extensive TNA process every year to identify critical professional competencies required by

Since 1983, 151,652 banking professionals have trained under their specialist guidance, and the number keeps growing. “The records of our 2016 operational results reflect EIBFS’ steadfast focus in contributing to the development of the UAE’s growing banking and financial services sector through education. Furthermore, our numbers cumulated over the past few years, are a testament to our success in supporting the government’s nationalisation efforts through training young UAE nationals. Presently, we have over 150,000 trainees and over 2,000 students graduated from our undergraduate degree programmes. We are renowned for our training programmes for banks, insurance companies and exchange houses. EIBFS’ Emiratisation initiative is expanding its portfolio to insurance sector as well. We work constitutively with HRDC and our flagship programmes, such as the leadership development programmes with Darden and Harvard, cater towards developing UAE National women in the Banking sector,” explains the General Manager. “In 2016, EIBFS in collaboration with Darden School of Business, University of Virginia, selected UAE’s best and brightest female Senior Managers to participate in its Leadership Development Programme. Selected on merit, senior female executives, along with their male counterparts, attended a rigorous two-week programme in Virginia to develop and build effective networks, lead strategic change, cultivate business acumen and enterprise thinking, negotiate excellence, manage

conflict, and grow through peer, faculty, and executive coaching. We honour the efforts of Emirati female talent in the industry by awarding them the coveted annual Distinguished Women Award in Banking and Finance sector,” he adds. The Banking and Insurance sectors play a pivotal role in the economic architecture of the UAE, with 80 per cent of key projects and infrastructure being financed by banking, and account for nearly half of the Emirati workforce in the private sector. EIBFS, since its inception has been dedicated towards supporting the Emiratisation initiatives of the Government over the past decade, to further strengthen the economy and provide a platform for Emirati talent. “EIBFS has supported the new Emiratisation strategy for changing the quota system into the revolutionary point system, which emphasises on the twin objectives of employment generation and talent development; and conducted 20 workshops for the launch of this initiative. The current quota system, especially in the Banking sector, has been largely successful in attracting Emirati talent to the industry. Various studies have shown that the preference among Emiratis to work in the public sector leaves the private sector with a low talent pool, which is just around 10 per cent of the Emirati workforce. Despite the odds, it is encouraging that banks and insurance companies account for more than 50 per cent of the Emiratis working in the private sector,” comments the General Manager.

PROGRESSIVE DEVELOPMENT “Quality job creation is the essence of the new point system, and with its flexibility and fairness ensures that the industry competitiveness is not compromised due to the Emiratisation strategy. The new Emiratisation system is truly symbiotic for all the stakeholders. We have worked concurrently with

the Ministry of Presidential Affairs, Central Bank and Insurance authority to ensure that the new system is seamlessly launched this year. In the past six months, EIBFS has conducted a series of trainings for all the Banks and Insurance companies to create awareness about the Point system among the stakeholders much before the actual implementation,” expresses Al Jassmi. The UAE has been witnessing shifting trends within economic, education and training sectors and EIBFS has been at the forefront of implementing international and national standards. “In August 2010 with the introduction of NQA came the establishment and implementation of an internationally recognised education and training system for the UAE. NQA is responsible for facilitating the transfer, shift and continuity of learning of individuals between different education and training pathways, ultimately contributing to the enhancement of vocational education and training quality in the country. Its mandate includes regulation and accreditation of the Training centres through regulatory authorities and introduction of recognised professional qualifications through the development of NOSS (National Occupational Skills Standard). We have been incessantly internalising regulations and recently obtained the Education Services Permit for our training centre in Dubai from KHDA this month and are now in the process of obtaining RTP (Registered Training Provider) status for its training centres in Sharjah and Dubai. We are dedicated towards implementing the highest qualifications to enhance socio-economic, educational and social development and work hand in hand with local and international organisations to provide a platform for the future generation of professionals, who are instilled with competence and expertise,” he concludes

CEO Leadership 2017

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ADNIC: Building a trusted insurer brand

Ahmad Idris, CEO of Abu Dhabi National Insurance Company, talks about product innovation, customer centricity and becoming a market leader. Can you give us an overview of ADNIC, how does it operate to provide support and reassurance to their clients? Abu Dhabi National Insurance Company (ADNIC) was founded in 1972 and is one of the region’s leading multiline insurance providers for individuals and corporates across the Middle East and North Africa. Our commercial lines include covers for home, life, medical, motor, travel and personal accident, as well as more niche products such as personal watercraft insurance and wedding insurance. On the corporate side we serve company’s from the aviation, construction, energy, marine and financial industry and we provide group medical insurance and covers for liabilities, life and travel. We also have a number of Bancassurance partnerships with leading banks in the UAE.

How has ADNIC grown since its inception, what strategies have made it successful? Comment on the development and standout products. Customer centricity and product innovation is at the core of ADNIC’s business strategy. We strive to serve all our clients in the best way possible through the most customised solutions. We also remain selective in our underwriting approach and focus on

retaining our balance sheet strength.

What are the core values of ADNIC and how have they been a driving force in providing unmatchable services? What is its vision and mission? Our core values are Customer Centricity, Reliability, Innovation, Fairness and Loyalty and we truly embed them in our culture at ADNIC. These values are integral to the way we do business and we pride ourselves on continuously upholding them when we interact with our shareholders, partners and clients.

Innovation and product development are key at ADNIC. Can you elaborate on this statement and explain how innovation plays a crucial role in your industry? Through our dedicated ADNIC Product Innovation Committee (APIC), comprising representatives from various divisions within ADNIC, we are able to identify opportunities to differentiate ourselves from competitors. We have developed a pioneering approach to new product development that allows us to introduce products that the market has never seen before. We are also constantly monitoring trends in the industry which enables us to quickly respond to a growing demand

for bespoke insurance products. Most recently we have introduced the UAE’s first wedding insurance product, Mabrouk, and an enhanced home insurance product, HomeSafe, which enables all our customers to choose a home insurance cover according to their needs and budget.

What does the future hold for ADNIC? Could you tell us about your role as leading providers of risk underwriting solutions? Does ADNIC plan on expanding into other regions, and segments? Despite increasingly competitive market conditions, we have seen a very positive 2016, financially and operationally. We were able to adapt to changing market conditions by implementing a selective underwriting approach. Our financial and operational performance throughout 2016 demonstrate that the strategic realignment has benefited the company and helped ADNIC to maintain its leading position in the market. Our key priority going forward is to remain responsive and enhance our customer service by providing clients with state-of-the arttechnology for improving and simplifying claims processes. We are also continuing our efforts to maintain our high level of customer satisfaction through product innovation

ADNIC APPOINTED

PARTICIPATING INSURER BY DUBAI HEALTH AUTHORITY

bu Dhabi National Insurance Company (ADNIC) has been included as a Participating Insurer (PI) by the Dubai Health Authority (DHA) to offer health insurance coverage under its Essential Benefits Plan (EBP). The PI status is provided to select insurers by DHA after a rigorous evaluation process based on criteria such as the insurer’s capacity, financial standing, and performance in the healthcare segment, among others. As a Participating Insurer, ADNIC will now offer basic health benefits to those segments of Dubai’s population that earn less than Dh4,000 a month. The PI status reinforces ADNIC’s position as the leading insurer in the UAE across personal and corporate lines and is testament to its superior level of service, financial strength and underwriting capabilities. The ADNIC EBP plan offers quality basic health insurance coverage at an affordable price and

includes a wide range of benefits including elective treatment in Dubai and Northern Emirates, cover extension outside the UAE and a Global Assistance Programme for emergency medical evacuation outside the UAE. As per the UAE Health Insurance Law, companies with more than 1,000 employees were required to ensure every employee with health insurance coverage by October 2014. In the second phase of the plan, companies with 100-999 employees had to implement full health insurance coverage by July 2015. Under the third phase, companies with less than 100 employees were given until June 2016 to arrange for complete insurance coverage. Initiated by the Dubai Health Authority, Dubai’s mandatory health insurance law legislation was signed into law by Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, in November 2013

CEO Leadership 2017

CEO Syed Khalid Ali tells us why distribution extraordinaire Gulf International is recognised as the leader in the industry Gulf International is a leader in distribution industry and provides “One Window Business Solutions” to all business partners in the GCC predominantly the UAE and KSA, which contribute approximately 70 per cent of GDP in the region.

ince its inception in 1974, the renowned distribution organisation, Gulf International (GI), an ISO Certified Company, has been synonymous with success in the region. GI is operating under its parent company, the Albatha Group worth multi-billion dollars, which was founded in early 1950s by Sheikh Mohammed Sultan Al Qassimi, whose vision and entrepreneurship has resulted in formation of a vastly diversified conglomerate. The Albatha group is currently lead by the Chairman Sheikh Ahmed Bin Mohammed Sultan Al Qassimi and comprises of 25 autonomous companies, specialising in sectors as diverse as automotive, healthcare, manufacturing, engineering, electronics, FMCG and real estate. Being a part of Albatha group, Gulf International is engaged in distributing blue chip MNCs and non MNCs illustrious brands in the UAE and KSA.

Values inspire trust, trust builds relationships and relationships drive growth. “The philosophy of Albatha Group that binds us together with all stakeholders in entire business value chain is 'Values inspire trust, trust builds relationships

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and relationships drive growth'. Our mission is 'to improve the quality of life for our partners, customers, and society', which is accomplished as a pioneering, multinational organisation by incorporating best international business practices. The company’s objective is to conscientiously provide the finest service to our consumers on behalf of our business partners and maintain the competitive edge. GI’s main objective is to provide relief to our business partners enabling them to sublimate their efforts in enhancing their current brand value and future product development, while Gulf International takes over all operational mechanics related to execution and customer satisfaction in the GCC,” explicates Khalid Ali. After serving for 25 years in six continents, the seasoned and omniscient CEO has brought diverse expertise to the holding company. “During my journey, I undertook different roles, worked with different nationalities and cultures in various locations, and ultimately got acquainted with Albatha Group,” he adds.

The formula for Success: The degree of differentiation in case of new products must be reflected in brand performance. Before introducing a brand in the UAE, a thorough internal study, due diligence and analysis is carried out on the product acceptability factors. “Gulf International firmly believes that the degree of differentiation in case of new products, compared to existing products, must be evident not only in terms of verbal claims but also reflect in the brand performance, features and benefits. For the product categories which we select, GI contrives a detailed plan consisting of GTM (Go to market) and RTM (Route to market) strategies for all related channels,” the CEO highlights. The last five years have been instrumental in the company’s triumph;

during which GI has completely revamped and revitalised its organisational and infrastructural capabilities to cater to modern brands. Gulf International has since surpassed its own prevailing high standards in providing assiduous winning solutions to all its business partners against competitors in the GCC. “The existing brands under our umbrella have witnessed profits nearly doubling. We are recognised as the ‘Gold distributors’ for Lindt for our infallible assistance in doubling the revenue of the brand in the last four years. In addition, we have received numerous performance awards in the MENA region from Henkel, Johnson & Johnson, Lindt & Sprungli, CO-RO, and many more. In addition J&J also currently exalted GI by awarding 'Special Leadership Award,' and Hero Foods presented “Best Global Distributor Award”, he muses. “The Kingdom of Saudi Arabia is an indispensable market for Gulf International, as it contributes to approximately 45 per cent of the GDP of the GCC. The UAE economy is about 25 per cent, hence coming to overall 70 per cent of GDP,” Khalid Ali states. A new era started in 2016 when Albatha decided to merge the distribution house in KSA with Gulf International to offer a plethora of solutions to their business partners in KSA. Gulf International’s prestigious portfolio and their effulgent record of accomplishments has enamoured blue chip power brands, such as American Garden and Diamond Foil, which are among many who have come on board. Gulf International assesses success based on three indices, which are price, brand, and quality index. In an austere manner, Khalid Ali emphasises, “We work with our business partners to form strategies based on these indices to maximise customer satisfaction and foster increased market share through ‘One window solution for GCC’. Through this strategy, we help brands extend their reach into the GCC region and engage target customers. Gulf International has harnessed the skills and capabilities of its employees over the last decade to equip them with the right skills to overcome the new challenges in the face of changing times. This prowess of vast knowledge pool helps in understanding the pulse of the region and gives logical and incisive advice to our brand partners.”

Our Company has scrupulous principles in empowering, nurturing and rewarding Human Capital. “In addition, I believe in empowering and grooming leaders by providing them with a working environment where they can be fearless and have latitude. I am a firm believer of recognising and rewarding excellence, in order to motivate our employees to work towards the next challenge. At Gulf International, we believe in equal employment opportunities for everyone and value addition. Therefore, in KSA, special individuals who have certain impairments or disabilities are warmly accepted into our training programmes and their talents and work ethic celebrated and channelled to be in confluence with achieving corporate success. We have 15 special employees working with

COVER STORY us, and in our day and age I feel that impairment should not be a deciding factor, but the talent and capabilities of an individual should be recognised,” Khalid Ali says.

Brand Power: continuous innovation, product development, category placement and passion from our team has yielded enthralling success for our stakeholders. Gulf International distributes a wide array of lucrative brands which are household staples. Johnson & Johnson, Henkel, Lindt & Sprungli, Carnation Evaporated Milk, Hero Jam and Hero Baby, Yardley London, Al Areesh, Arctic Gold, Koki Frozen Foods, Old Spice, Parker, Sun Quick & Sun Top, Ovaltine, Del Monte, Isostar, Home Pride, Bee Natural, AG Barr-Irn Bru, Jomara Dates (Bateel), Crème 21, Belo, and many more. “In Saudi, the brands we distribute are Star, Glenda, Amara, American Garden, Diamond Foil, Dalda, Minara, Hi-Tea, Mamee, Dawaat, Al Areesh, Artic Gold and Koki Frozen Foods. These brands have remained favourites in the market due to continuous innovation, product development, category placement and passion from our team so they can pave way into the consumer’s hearts. The process of introducing new items consists of many phases including consumer demand, shopping trends and behaviours, need and acceptance within the category with a defined market strategy. Gulf International always stresses on creating products based on the need of consumers to our brand partners, especially as buying behaviour is more influenced by frugality and essential buying currently. “We have witnessed an increase in market share of our products even for the declining categories. Gulf International gives brands better penetration across all channels which have increased their brand equity. This is evident through a constant increase in its market shares as well. As we near towards 2020, Gulf International and our brand partners are fully equipped with the required resources to cater to the HoReca sector. Our aim is to also expand our reach in Qatar, Oman, Kuwait and Bahrain,” he concludes.

Eye on the future. Prognosticating on the future trends in the distribution industry Khalid Ali says, “I always advocate that the rapid technological advancements in the Distribution and Retail business models will compel Industrial leaders such as us to adapt with these changing business trends with celerity. The advent of online retail corporate giants in the region has been an ample manifestation of the statement. Therefore to further cement our market share we are heeding to latest business solutions ahead of the competition in the best interest of our business partners

CEO Leadership 2017

Sriranga Neelathali Sampathkumar, Head of Business – MEA, Infosys Finacle, shares his views on how the organisation is at the forefront of innovation in the banking space and some of its biggest initiatives in the region

INFOSYS FINACLE: LEADING BANKS ACROSS THE GCC INTO A TRULY DIGITAL FUTURE

nfosys Finacle comes with a 17-year legacy of helping drive transformation journeys for banks across the world. Today, the industry-leading universal banking solution provider has 550-plus deployments across the world and is estimated to serve nearly 16.5 per cent of the world’s adult banked population across 94 countries. In the GCC, Emirates NBD, Commercial Bank of Qatar to RAK Bank and HBTF Jordan, are a few names from the many for whom Infosys Finacle has become a technology partner of choice. Finacle’s state-of-the-art banking solutions are helping leading banks of the region offer a truly digital banking experiences to their end customers. “For banks to stay relevant 10 years down the line, we must help them move on from merely adding new channels or more features to existing channels. The word ‘digital’ has become an all-encompassing term and banks today are looking for the real and tangible meaning of digital in their business,” says Sriranga. Finacle has committed extensive research on this aspect and has developed strong

thought leadership to explain the meaning of digital for banks. “At Finacle, we always try to ideate and propose to our clients features that they can offer to their customers, even before they can sense a need for it. Of late, we are investing a great deal in co-creating with the bank to build tailored solutions that will help them stay ahead of the curve,” explains Sriranga. The UAE, where Finacle is headquartered in the GCC region, is among the most innovation hungry countries in the world, let alone the GCC, and Sriranga credits its success to the progressive vision of its leaders. He believes that the growing appetite in the region for banking innovation has given Infosys Finacle the right platform to propose to banks a plethora of

In a span of under a year, we have over 10 blockchain POCs in progress and we are looking forward to having many more banks in the GCC on board our blockchain test network this year.

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offerings that enable them to perform transactions across multiple channels, often without the need to visit branches. When the company began its journey 15 years ago, Finacle was primarily known as a core banking vendor. Since then much has changed, explains Sriranga, and adds how Finacle sensed that the market needed more than just the core and went on to build a full range of digital banking products. Today, Finacle has a solution set comprising of 20-plus standalone solutions spanning online banking, mobile banking, Islamic banking, wealth management, robotic process automation, analytics, payments, treasury, origination and liquidity management, among others. “For one of the largest banks in Qatar running on non-Finacle Core Systems, we are implementing the Finacle Enterprise Payment Hub with Advanced Analytics, as a single point system orchestrating the bank’s payment operations across 20-plus countries. Similarly, Finacle powers the mobile and internet banking for National Bank of Fujairah, while the bank uses another platform for core,” says Sriranga, picking two examples among many others. Not only has Finacle’s Core Banking solution continued to be rated as a leader by independent analysts like Gartner, Forrester, Ovum, Celent and CEB, for several years in a row, it has also topped the charts in channel solutions and OmniChannel. Finacle has invested heavily into research and understanding from our global customers on what digital means for banks, and has articulated and created capabilities for how banks can transform into truly digital sustainable entities, amidst the ongoing digital disruption. The narrative seems to be very well received and many global banking majors like Emirates NBD, ICICI Bank in India, DBS Bank in Singapore, Bancolombia in South America and Discover Financial Services in the U.S.,

For banks to stay relevant 10 years down the line, they will need to move on from merely adding new channels or more features to existing channels, to becoming truly digital. have become early adopters. Finacle is guiding institutions of all types and sizes along these lines and simplifying their digital transformation journey. “Five years ago, banks were more guarded and less receptive towards changing their cores, or replacing it. Today, we are successful to a very large extent to change that perception itself and explore phased transformation leaps. We have evolved to adapt to our client’s preferences, and our intent is to work at a pace and manner which is comfortable for our clients,” comments Sriranga “Recently, one of the largest banks in the GCC deployed our robotic solutions for automating their back end processes. The robots will use Artificial Intelligence and the machine learning experience of having automated 10,000plus process across industries. Another client deployed our NFC-based Proximity payment system for Visa and MasterCard – a first for us in the GCC. An Islamic banking core solution transformation project was also completed recently at Emirates Islamic bank in an express transformation programme, designed along the #TrulyDigital paradigm,” adds Sriranga. Infosys Finacle garnered headlines recently when Emirates NBD launched the first blockchain pilot network on Infosys Finacle’s Blockchain Framework. This initiative was hailed by Ahmed bin Saeed Al Maktoum, Chairman of Emirates NBD, as a ‘potential game changer’ and received immense support from the UAE Central Bank. Emirates NBD, along with ICICI Bank, India’s largest private sector bank built the network to route business transaction between the

two entities for cross border remittances and trade finance transactions. More recently, the Commercial Bank, Qatar’s first private bank, along with its subsidiary Alternatifbank (ABank) in Turkey and associates National Bank of Oman and United Arab Bank have formed a network, on the first-ever cloud-based blockchain for routing cross border business transactions across the India-GCC corridor, known as the busiest remittances corridor in the world. The banks now get to provide a real-time international remittance feature at significant reduction in cost per transaction, to their customers, along with a zero risk of fraud. “In a span of under a year, we have over 10-plus Pilots in progress and we are looking forward to having many more banks in the GCC on board our blockchain network this year,” adds Sriranga. “All of us at Infosys Finacle are excited about the challenging times ahead of us, in the digitally disrupted world we live in. We are optimistic of what the future holds and look forward to helping many more banks in the GCC and MEA region to move away from their legacy banking model to a customer-centric, insight driven and ecosystem integrated model, providing cool and secure banking experiences to customers,” signs off Sriranga

CEO Leadership 2017

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ince its inception in 1993, Mehta Gulf Trading Co. LLC has been at the forefront of their industry, supplying quality materials and services to notable clients. Founded by their father, Masood Hasan, the company has humble beginnings as a small trading firm, which has now grown into a multimillion dollar company that imports, exports and stocks building materials and various construction equipment. The organisation has planted its footprint in the U.S., India, Qatar, and the UAE by continuously delivering a high standard through expertise and modern management. Murtaza Hasan and Mohamed Husain not only share a professional responsibility of this empire as Vice Chairman and Managing Director, but are also brothers who helm operations for the diversified conglomerate. The synergy between them is evident as both don different hats to execute operations and undertake various responsibilities to offer a comprehensive service to their reputable clients. With a passion for entrepreneurism running through their veins, both have an innate acumen for business, and have learnt from the success of their father, who is the Founder and Chairman of the group. “Our Group is not only limited by the performance of our flagship company, we have been successful in expanding our reach by introducing a wide variety of offerings through our various verticals to provide comprehensive services. Under the Ikon umbrella, we have Ikon International, Ikon developers, Axisline Auditors & Accountants, and our recent venture Ikon Enterprises Pvt Ltd. Our passion fuels our drive to persevere and broaden our range.

materials with prompt service. “We have become sought after as we never compromise on time and quality, always ensuring that the delivery surpasses our clients' expectations. Our competitive edge is that we have a complete range of services and products which includes steel, cement, plywood, aggregates, building hardware, iron mongery, construction chemicals, and many more. Hence, we are known among our clients as a “one-stop-shop” for all construction needs. Due to our success and drive to expand our portfolio, in 2009 we established Ikon developers, which is a real estate development company based in India. Our Company is unique due to three important elements, which is elevated design, quality, and innovation. Whether you are looking for a family villa, a luxurious apartment or commercial retail or office space, Ikon Developers has a solution for you,” says Husain.

Let the money work for you is our mantra.

FOUR EYES – ONE VISION Murtaza Hasan, Vice Chairman, and Mohamed Husain, Managing Director of the Ikon Group, are the dynamic duo propelling the conglomerate to new heights of success 12

The duo owes the success of its group to a strong value chain developed and incorporated in all their business activities. “Our father recognised the requirement of catering towards the booming construction industry in the region and developed the company. This has provided the perfect foundation that has encouraged us to derive our competitive advantage through innovation and an acute strategic vision and plan,” says Hasan. “But the majority of our success can be attributed to the values and ethics of our father. Our team is our greatest asset and our success is incomplete without them, and that is the reason Mehta Gulf Trading Co. LLC is in the top ranks of the industry,” adds Husain.

With an extensive portfolio, the Managing Director and Vice Chairman are eager to venture into new arenas and undertake new challenges. “Being bitten by the professional bug, we went on to establish AXIS LINE, an accounting, consulting and auditing company to advise corporates and SMEs in the UAE on various business decisions and best practices,” says Hasan. They envisage a healthy growth ahead especially with Expo 2020 and VAT gaining steam in the UAE in the coming years. “In 2017, our group forayed into wealth management, investment banking, advisory and brokerage services. With the BSE Sensex scaling record high, Ikon Enterprises, aims to take on the huge opportunity in the financial services industry. “Let the money work for you is our mantra,” says Murtaza Hasan. With an insatiable hunger for growth and expansion, the Ikon group marches ahead confidently in areas of trading, development, financial services, and consultancy

Husain overviews the day-to-day operations of the group and explains that contracting companies and real estate developers require professional suppliers, and expect quality

CEO Leadership 2017

AL MASRAF: Enhancing the Banking Experience through Comprehensive Services CEO Faisal Galadari gives us an insight into the successful journey of Al Masraf

uilding on our achievements over the past years, we feel pleased with the 2016 results of the Arab Bank for Investment and Foreign Trade, Al Masraf. It was markedly echoed by our ability to commit to our ambitious strategy to fulfil the needs of our customers and maintain the best returns to our valued shareholders. The unprecedented challenges all over the year, the hardest of which was the decline in oil prices as well as the ferocious competition, could not forestall the bank from recording profits of Dh433 million, adding another proof of the effective and successful strategy during the past three years. Al Masraf excellence was also evident in our ability to achieve sustained growth despite exceptional conditions and cut-throat competition. Our benchmark results boosted our

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determination. We recorded a growth rate in net profits of 7 per cent in 2016 on a YOY basis totaling Dh433 million, compared to Dh405 million in 2015. Operating profits increased by 7 per cent to Dh694 million. The growth in the bank's profits was in line with a 12 per cent increase in the loan portfolio reaching Dh10.54 billion. We smoothly expanded our customer base and attracted new records of customer deposits which were rechanneled into the national economy. Customers deposits on the other hand, increased by 12 per cent to Dh72.1 billion. The bank's assets increased by 18 per cent to Dh8.17 billion. Not only did these indicators confirm the significant growth achieved by the bank in 2016, but also highlighted its ability to expand its credit portfolio and meet our commitments in serving our customers, especially in corporate banking, which is the most important sector in the

bank’s financing operations. Al Masraf capital adequacy stood at 9.23 per cent complying with the UAE Central Bank guidelines and Basil III. It also reflects a high percentage that enhances our ability to expand our credit portfolio efficiently in an increasingly competitive market. Over the past three years, Al Masraf successfully implemented its strategy of continued growth and offering sophisticated products and services. We kept keen to achieve excellence in our business and abide to our conservative approach to risk management and retention of the best qualified personnel. Year 2016 was marked by the launch

events tickets and other top-notch rewards that make "Bank Points” unique in the UAE. Al Masraf's strict commitment to the best quality in customer service represented in delivering the highest levels of efficiency and innovation, was vital in our winning of the Sheikh Khalifa Award for Excellence in 2016 in recognition of our efforts to provide the best products, financial solutions, and banking services. For the second time in a row, the bank won the STP Excellence Award, organised by Commerzbank AG in recognition of our outstanding performance and our commitment to

Emiratisation is still on the top of Al Masraf strategic objectives. of our 2016-2020 strategy, which aims to enhance our financial performance by maintaining a strong balance sheet and continuing to achieve stable and sustainable growth while pursuing excellence in our various areas of business. Enhancing our customers’ convenience, we continued investing in modern technologies to enable our customers access our services and products easily through upgrading our website. Soon new applications for mobile phones will be launched as well. As for technical infrastructure, many initiatives were launched in the last 12 months to support our operations and products, while enhancing data security and protection. Some of these initiatives aim at enhancing the efficiency and smooth delivery of services. To further improve our commitment to our credit card customers, we launched the loyalty programme "Bank Points”, providing them a wide package of offers and benefits including free air tickets, hotel residencies, free sports

meet the highest international standards in managing electronic remittance. In 2016, the HR Department received the ISO 9001: 2015 certification granted by IPS the American company, in recognition of the management efficiency and excellence in developing HR which enable us to fulfil the institutional vision and strategic objectives of the bank. Launching a range of Shariahcompliant products and services in 2016 boosted our limits of attracting new customer deposits. These services and products were supervised by the Shari’a Supervisory Board, consisting of a number of prominent Shariah scholars. The introduction of world-class banking products and solutions that offer customers a unique banking experience, added a lot to our HNWI customers. Emiratisation is still on the top of Al Masraf's strategic objectives, that’s why we continued to focus on enhancing the process of attracting more national talents. The UAE nationals make up to

100 per cent in Al Masraf branches and 32 per cent of our total people. As part of our efforts to qualify national talents for leadership positions, we have developed a range of internal and external training programmes to provide them with skills and capabilities needed for supervisory positions. Al Masraf also played a leading role in recruitment fairs in the UAE in our efforts to attract national graduates. In line with our strategy to expand our reach, we have opened a new branch in Ras Al Khaimah, which will offer a full range of banking services and products to companies and individuals. We plan to launch two other branches soon, one in Mussafah, Abu Dhabi and the other on Sheikh Zayed Road in Dubai. Finally, I would like to express my grateful thanks and appreciation to the Board of Directors and all my colleagues for their efforts and dedication. I would also like to thank all our customers and partners for their continuous cooperation and support without which these goals were unlikely. We confirm our commitment to achieve in future what is always beyond expectations

CEO Leadership 2017

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FEATURE

At the forefront of

MEDICAL DIAGNOSIS S Sysmex stands by innovation and technological edge life science solutions and in-vitro diagnostics a’ad Kayali is an enterprising person. Talking to him is not only a pleasant experience but also informative to the core. The Managing Director of Sysmex Middle East FZ-LLC is articulate enough to win the argument, but the surprising point is that he doesn’t believe in a diatribe nor does he enter a tête-à-tête. He is convincing and his fineness is in his approach to the issues at hand. He is the best when it comes to human resource management and an icon when it is technical-cum-professional. “Shaping the advancement of healthcare” is his motto, and Kayali visualises new heights in it. While Sysmex is a brand name for designing and producing diagnostic solutions for medical laboratories, including automation, Kayali foresees exceptional growth potential in the years to come, especially in the 17 countries that he deals with directly in the region and beyond. Sysmex Middle East FZ LLC is a subsidiary of Sysmex Europe GmbH, and was established in April 2008, as a regional hub for Sysmex activities throughout the Middle East with a head office in Dubai. Kayali not only echoes pride in every word he spoke about Sysmex — being one of the world’s leading healthcare providers and a global leader in in-vitro diagnostics with a niche core in haematology, urinalysis and hemostasis — but also in its devotion and determination to help shaping the healthcare industry in its fight against cancer. With its recently acquired technologies like Companion Diagnostics of “Inostics”, Advanced flow cytometry of “Partec” and the ongoing R&D investments, Sysmex is gradually stepping into a complete wholestic approach for all cancer

diseases pathways: screening, treatment and management. “This is not the whole story," Kayali added, "You will be amazed If you see what Sysmex has achieved in the recent years at a regional level, just to name a few:”

* Since the nineties, Sysmex was known globally for its pioneering solutions in Haematology automation. What has been unique for us in the Middle East region, is that, we have proudly managed to translate this global presence into a real tangible benefits for our patients, our doctors and the whole healthcare industry and stakeholders alike, via the overwhelming success in automation setups that are populating most of the regional high-end hospitals with solution that are modular in design to accommodate the various need and clinical workflow demands of our market. * By introducing the “Power of Blue” technologies recently, Sysmex has stepped up “urinalysis”, as we know it, into a completely new quality era, a real paradigm shift in detection, identification and diagnostics of urinalysis testing with the launch of UN-Series. A true and complete modular, scalable solution based on latest innovations in laser technologies, image processing and chemistry analysis. * Sysmex various contributions to the region were not less than the previous milestones. On the scientific side, we have managed to conduct regional scientific seminars to disseminate and share latest scientific studies and clinical applications to our valued clients. Let alone the enormous number of localised seminars and workshops to facilitate knowledge and know-how transfer to the region.

* We believe this is the least we could do towards our region, healthcare society, driven by our lovely “Sysmex Way” in doing things. With a twinkle in his eye, the managing director says, “We want to take diagnostic solutions to the next level and are proactive to the needs of the market.” The Sysmex chief says that diagnostics and supplies for the treatment of cancer, and the like, will become easier and more affordable as competition in the industry and development in technology grows. Kayali further adds that like Dubai and the UAE, Sysmex’s future is bright. “All we need to do is to keep the focus on innovation and keep a tab on creativity and customer satisfaction. It is the people who matter at the end of the day, and Sysmex believes in creating a better tomorrow for them.”

EXCERPTS FROM THE INTERVIEW WITH SA'AD KAYALI: Sysmex is recognised as the "region's leading diagnostic supplier". Please elaborate. Customer satisfaction is our goal. We endeavour to reach out to our valued clients by keeping ourselves abreast of latest developments, and converting them into appropriate applications. Technical training and harnessing relevant skills remains our prime concern and area of attention. We invest a lot in terms of time, money and energy in beefing up the

enterprising and professional skills of our employees. We work in tandem with our distributors to ensure that Sysmex comes with the best solution to the necessities of the industry and our end-users.

What are your core areas of expertise and main offerings? We are growing and looking at diversification in our products to fit the needs of the market. As of now, we are trendsetters in the realms of haematology, urinalysis, total laboratory solutions, cytometry, and life sciences. I believe in living by example, and empowering people in the choices they make.

What gives Sysmex a competitive edge in this region? This can be simplified by saying that quality and superiority of our products is what makes us unique. Our networks and our people are our strengths. We do not provide only analysers, but also complete solutions to our customers. We work with closely on clinical values, productivity and professional services offered to them. With a smile, Kayali says, “Innovation is our daily cup of coffee, which I cannot drink without seeing that sparkle in the eyes of each and every Sysmex employee each day in the morning, we are all just following the steps of the Great Leader and core driver of innovation, His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai."

CEO Leadership 2017

managing investments in its network of five K-12 educational institutions in the UAE and India.

EXPANDING PORTFOLIO

INTERSTAR STRIKES BALANCE BETWEEN AFFORDABILITY AND EXCELLENCE IN EDUCATION Dinesh C. Kothari, Chairman of Interstar Advisory Services has been guided by the philosophy that high-quality education must be accessible to as many people as possible

relatively resilient economy that continues to attract expatriate workers and their families has made the United Arab Emirates a fertile ground for schools and colleges. As a result, education has become big sector in the country, a trend that can also be seen in other parts of the GCC region. Amid a thriving industry, Dinesh C. Kothari, Chairman of Interstar Advisory Services, believes the education sector still faces the challenge of balancing affordability with academic excellence. Since launching his first school in India, Kothari has strived – and succeeded – in maintaining this fine balance to a tee. “In the field of education, the

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formula is very simple,” he begins. “You need to have high-quality academics at affordable cost.” A former CEO of a Sharjah-based multi-sectoral conglomerate – with interests in construction, real estate, oil and gas, information technology, and retail – Kothari eventually set up his own business and dipped his toes into investment and merchant banking. His first foray into education came in 1997, when he set up a not-for-profit school in his hometown of Jodhpur in Rajasthan, India in memory of his grandfather, who was a teacher. By 2000, he brought his educational management know-how to Sharjah, with the opening of UAE’s first Delhi Private School (DPS), which follows the Indian

curriculum. Three years later, a second DPS was unveiled in the Gardens in Dubai, followed by Victory Heights Primary School, a British curriculum institution, in 2013 also in Dubai.

A good school is shaped by the quality of its teachers. As his schools gain momentum, Kothari was compelled to set up Interstar Advisory Services in 2013. The family-run holding company has been dedicated to

The Delhi Private School brand is one of Kothari’s success stories. The Sharjah campus has a population of more than 6,000 students, while the Dubai campus has 3,800 students and was rated highly by the Knowledge and Human Development Authority (KHDA), Dubai’s educational quality assurance and regulatory agency. Victory Heights Primary School is also a thriving hub for learning at the heart of Dubai Sports City. On the whole, Interstar’s portfolio of K-12 schools in the UAE and India currently caters to the needs of more than 16,000 students. Kothari believes that what sets them apart from the competition is their ability to charge reasonably, without sacrificing the quality of their service. “If you look at the price point of all our schools, we are extremely competitive. We don’t charge exorbitant fees, despite having a track record of producing very good results. We continue to attract students, which is evident in our long waiting list,” he said.

Kothari added that the one of the major challenges facing the education sector in the UAE is getting well-trained teachers. To address this concern, Interstar invests in professional development programme geared towards training their teachers. The programme has also become an effective employee retention strategy and a huge draw for new talent. “At the end of the day, a good school is shaped by the quality of its teachers. Not the buildings, swimming pools or playgrounds. Eventually your school will be known by the faculty that you have,” he said. “We are very fortunate that our attrition rate is among the lowest in the UAE. And that's not because we pay our teachers a lot of money. We invest in their professional growth, and provide healthy environment, which is why they want to stay with us.”

You need to have high-quality academics at an affordable cost.

BIGGEST INVESTMENT

GROWTH PROSPECTS

Although Interstar invests in providing modern facilities, such as state-of-the-art classrooms, Olympicsize swimming pools, cricket grounds, football fields, and arts and crafts centres, Kothari emphasised that a chunk of their investment go towards the training of their faculty. “What we focus on is providing top quality education by investing in our faculty’s continuous professional development,” he explained. “On an economic front, of course, we want to stay afloat and not make losses, but we are not profit driven. Our main drivers are our faculty and students; and we invest a lot of money in them.”

Kothari said Interstar shows no sign of letting up. In the next five years, the company plans to widen its operations by opening more schools in India and the UAE. “We have plans to open two more British-curriculum schools in the UAE. One will be located in Dubai, where we are currently in the process of applying to the KHDA for an academic licence. The other is in Northern Emirates where we are investigating various options.” He expects the schools to open during the 2018/2019 academic years, with construction work due to commence very shortly. In addition, Interstar is embarking

on the creation of another campus of Delhi Private School in Sharjah, which will serve as a feeder school for its existing campus. In the next two years, the company also hopes to build three new schools in the UAE, although details have yet to be announced. In India, Interstar is also expanding. “We have acquired additional land, where we plan to set up two Indiancurriculum schools. It is also located in the state of Rajasthan, but not in the city of Jodhpur,” Kothari noted. The opening of these schools will take a bit longer than their UAE counterparts, he explained, due to the regulatory approvals in India, particularly with regard to land-use conversion – that is, converting agricultural land for other use.

DOING WHAT IT DOES BEST Kothari, who has been living in the UAE for more than 40 years, said Interstar will continue to embark on what it does best, which is education and corporate advisory services. At the moment, the company has no plans to venture into higher education. Instead, it will focus on strengthening its position in the K-12 segment, which is a booming category in the UAE’s education sector. Through Interstar, Kothari, together with his son, is also offering advisory services to companies across the region. The firm specialises in mergers and acquisitions, takeovers and industrial turnaround. But education will remain a main focus for the company in the foreseeable future and beyond

CEO Leadership 2017

“You cannot expect GOLD at the cost of copper.” OVERSEAS RECRUITMENT SPECIALISTS Overseas Labour Supply helps potential employers in the UAE by cherry-picking the right candidates

t is said that a good recruiter is no less than a messiah. And when it comes to taking care of both the employee and employer, there isn’t any other relevant recruitment organisation than Overseas Labour Supply (OLS), which is knowledgeable to the core. With a human resource experiment of more than four decades, Overseas Labour Supply is an indispensable reality initiated by Mohammed A. Jindran, its Managing Director. He says the company offers recruitment services with excellence that is evident from the track record of services offered since 1979.

manpower to the tune of more than 125,000 persons to date. Moreover, OLS has branch offices in around 20 countries and possesses a state-of-theart recruiting mechanism. There is no walk-in privilege at the OLS offices in the UAE, as Jindran believes in picking gems abroad after going through a sustained process of vetting the candidate as per the client’s requirements, and selecting them with due professional diligence. “How can I be assured of a candidate’s background and other security issues, if he walks into my UAE office with a resume on visit visa?” enthrals a cautious Jindran. He acts as not only a responsible recruiter, but also

OLS has branch offices in around 20 countries and possesses a state-of-the-art recruiting mechanism. OLS is one of the biggest recruitment agencies in the UAE, and Jindran proudly says that the company has supplied

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serves as the guarantor for both the employer and employee in addressing their concerns.

organisation that provides employees to many onshore and offshore companies in the GCC and beyond. Jindran substantiates his experience by saying that the trend in recruitment has changed of late. “The workforce is quite choosy nowadays. You have to run after the candidates with lucrative offers, promising them the best of the deal in pay scale, accommodation, and other fringe benefits. We at OLS try to broker a plausible equation for both parties.” OLS has one of the largest databases of clientele in the UAE, built over 40 years. He says the biggest challenge to his profession came during the recession period in 2008 to 2011 that tested his skills and resilience. However, OLS stood the test of time and was able to deliver manpower from more than 18 countries to the UAE during those years. Divulging his achievements, Jindran said that OLS, on behalf of UAE, was invited to lecture on the UAE labour market at the International Labour Conference in Beijing in 2009. Jindran says that after working with a number of countries, in the process of studying and interacting with their respective labour and immigration laws, one could proudly say that the UAE is the best. “It has some of the best principles in providing a level-playing field for the workforce and the entrepreneurs,” he added. OLS’ managing director takes a cue from the visionary approach of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, who once said, “The race for excellence there is no finish line.”

EXCERPTS FROM THE INTERVIEW WITH MOHAMMED A. JINDRAN, MANAGING DIRECTOR, OVERSEAS LABOUR SUPPLY: How would you define OLS?

Jindran’s mark is in carefully evaluating blue-collar and white-collar employees alike, and ensuring that they get the best deal from their respective employers. The versatile chief of OLS makes a point by saying, “You cannot expect gold at the cost of copper.” This, he says is his considerate argument in making the employers realise that they need to pay their employees well if they are on the lookout for the best talent. This is why OLS is a reliable manpower

Our motto is “people are the greatest asset of a company.” It is the people who work in an organisation that make it great. Even the most sophisticated machinery, equipment and hardware are useless without the right people to use it. We at OLS have strived for the past 38 years to ensure that our clients are provided with the most appropriate personnel for their specific requirements.

What are the various sectors you cater to, and what are the main components for hiring the right candidate?

The main components in hiring the right candidate are a mix of knowledge, skill and experience in the relevant field, positive attitude, passion for work, and the ability to be a reliable team player. Before finalising the selection of employees for any project, we evaluate how they fare in the criteria mentioned above, and those that qualify are then subjected to further psychometric tests to assess their behaviour and emotional balance with respect to the job in question.

The company has supplied manpower to the tune of more than 125,000 persons to date. Explain how OLS sources the right candidate. As we operate out of 20 countries, we maintain extensive databases for most types of professions needed in the UAE. In case where the suitable candidate is not available in the database, we carry out sourcing and headhunting activities by means of newspaper advertisements and online portals. In some highly specific recruitment projects, we may also need to employ specialised recruiters in the respective countries, who personally visit the locations where required skills are found, and in some cases we offer better opportunities to workers that are already employed in specific jobs in their countries. After shortlisting the candidates, we present their resumes to our client (employer) for approval. We also conduct Skype interviews if needed, and the employer also conducts face-toface interviews and skill trade-tests. We then conduct medical and psychometric tests to assess the candidate’s fitness for the job, and only those who pass are processed for employment in the UAE.

What do you foresee in years to come? We aim to deliver outstanding recruitment services, especially for projects related to the upcoming Dubai Expo 2020. Our scope of recruitment is very broad, and in addition to the usual Asian nationalities we also try to bring in human potential from countries as diverse as Vietnam, Serbia, Croatia, Malawi, Sierra Leone, Guinea, Cameroon and Canada to infuse a fresh blend of nationalities into the existing workforce in the country

We cater to companies in the field of construction and engineering, infrastructure, electro-mechanical, facilities management, oil and gas, manufacturing, retail, security, hospitality, food and beverage, cleaning, and almost every industry in the UAE.

CEO Leadership 2017

Founder and CEO Jawad Rasheed recounts his journey in the cement industry and tells us of the creation of his company, Cem Asia Trading

BINDING TRUST WITH

Exceptional Quality

em Asia is an unconventional trading company founded in 2012 by ambitious CEO Jawad Rasheed. With a career spanning over 25 years, Rasheed had a vision based on the foundation of purpose and principle to specifically serve the Cement Industry. Dubai has been a stellar example of growth and development over the two decades, providing an ideal backdrop for the formation of Cem Asia, a company which strives to supply superior products and services within the region. Specialising in a range of bulk cementious products, including but not limited to, Bulk and Bagged Cement, Clinker, Granulated Slag, Bauxite, Gypsum, Limestone and Coal. Presently, the main regions of its focus are the Middle East, Indian Subcontinent, East Africa and the Far East.

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Within a short span of four years since its inception, Cem Asia Trading has established itself in a strong position in the region, having grown from a volume of 2.4 million tonnes with a turnover of $112 million in its first year to a volume of 4.7 million tonnes with a turnover of $200 million in its fourth year. This reflects a 95 per cent growth in sales and 80 per cent increase in turnover, which is a remarkable feat in a relatively short span of time.

HUMBLE BEGINNINGS Rasheed’s early career and experiences launched his interest in the cement industry, bringing to fruition the passion and aspirations of a young man hailing from a small town called Kurnool in Andhra Pradesh, India. “The initiation

of my career was with my uncle, who mentored and inspired me to follow in his footsteps, at his cement trading and shipping company. This, in time led me into Holcim Trading, which was the biggest cement trading company in the world. Here I was exposed to very different multi-cultural corporate atmosphere and here I enjoyed a very progressive opportunity for over nine years. Having last held the position of Global Trading Head and COO in Holcim

grown from strength to strength in the UAEw, and the GCC countries have one of the highest per capita consumption in the world. “Major factories in Ras Al Khaimah and other emirates benefit from their proximity to large deposits of limestone, a prime raw material used in the manufacturing process, and certain factories are well located close to port facilities. Cement production capacity in the GCC countries has grown from about

I genuinely believe that, with age comes wisdom and with youth comes vigour. Trading, I had, by then, experienced over five trading cycles in the Industry, and eventually decided to move away to start my own company in 2012. Although it was considered to be a very bold and risky decision to go on my own, it was a risk I felt ready to take, and which, by the Grace of God, has certainly paid off beyond my humble expectations. “The Company has enjoyed a steady growth not only in its volumes, but more importantly in its reputation and standing in the region of its operation, and put quite simply – Cem Asia Trading has indeed cemented its position as a leading Trading Company in this region.” Cem Asia handles the procurement and marketing of material, and on the other, provides competitive and efficient shipping and logistical solutions to its clientele. Shipping holds a special significance for Rasheed, “I was drawn to shipping like a moth to a flame, and my passion for it grew to an extent that prospect of watching Titanic was painful as I could not see a ship sink,” he says laughingly.

AN ATMOSPHERE ACCOMPLISHMENT

FOR

As one of the major industries in the Middle East, the business of cement has

88 million tonnes in 2009, to about 142 million tonnes in 2016, accounting for a 60 per cent increase in capacity. “I have found Dubai to be the most ideal location for our headquarters, not only because of the facilities and infrastructure but also for the ease and convenience of doing business here. It is a city at the very heart of the globe, enabling good connections for travel and provides a moderate time zone assisting communications with our overseas clients. Most importantly, Dubai is at the forefront of sustainability and innovation, and the market is incredibly receptive towards new age solutions, which are beneficial for the environment. Dubai’s vision for sustainable construction has fuelled the demand for Granulated Blast Furnace Slag, doubling its consumption from two million tonnes to four million tonnes presently. Alternative fuels and Slag added to the Cement process serve to provide a reliable green solution. Cem Asia is dedicated towards providing innovative solutions to our clients through our extensive market knowledge and key expertise,” comments the CEO.

success to their team who provide meticulous attention to every aspect of its operation and service. “Our senior management has professionals with experience spanning over two decades. The expertise they bring to Cem Asia is unparalleled, especially in the trading division. Our global outreach gives us a perceptive quality, which we employ to provide a unique service and beneficial market intelligence to our clients. For our customers in the UAE, particularly, we provide trading, shipping and logistic services as a complete turn key operation as we undertake to cover our customers requirements end to end. We have maintained a deliberate focus on the regions that we operate, in order to concentrate on the areas where our strength lie, which are primarily Middle East, India and East Africa. Presently, our trading and shipping routes range from Japan to South Africa, including India, Middle East, China, Vietnam, and East Africa. Cem Asia has fostered a trusted clientele and associate in the region as well as with cement majors across the Globe. Cem Asia secures key relations with plants and maintains a steady focus on quality and consistency. In fact, we are one of the few independent traders certified by the ISO."

THE YOUTH FACTOR With an aim to encourage and develop competent young talent to take Cem Asia Trading forward into the future, we have integrated the next generation into the business. I genuinely believe that, with age comes wisdom, and with youth comes vigour. The Cem Asia Team works together to balance these two aspects, and with both wisdom and vigour, we hope to take the business, its vision and its mission forward,” concludes the CEO

STRENGTH AND STABILITY The CEO credits Cem Asia Trading’s

CEO Leadership 2017

Breaking the norms of

GENDER STEREOTYPES

mena Baig is a driven and focused woman of today who knows what it is like to achieve real success. She has made her mark in the Human Resource sector and serves to be an inspiration for women who want to excel in the corporate world. With an ocean of expertise under her belt Amena Baig was the driving force behind Ultimate HR solutions ever since it launched in the UAE in 2001. Apart from her innovative technique and unique approach towards HR Amena has always been a flag bearer of woman empowerment and has always supported the growth of women in the work force of any company and field.

Can you tell us about your professional journey? What has been the driving force behind initiating Ultimate HR Solutions? My personal journey has been both challenging and supremely rewarding. Ultimate HR Solutions started out with very humble beginnings in 2001, where I noticed a gap in the market for transparent quality HR outsourcing services. We grew by providing consistent service to fill this gap and build

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“Ultimate HR Solutions started their journey in 2001 where I noticed a gap in the market for transparent quality HR outsourcing services,” Managing Director, Amena Baig in conversation with M Link about the challenges in the HR sector.

trust with our clients. Today I am very proud to say that we are still servicing our very first client SCB – 16 years of a happy multi-national customer is Ultimate’s biggest testament.

to have a proper support system in order to succeed. I have been lucky to be provided the support from this country and my family.

The UAE is a region where hard work is rewarded with opportunity and recognition. Do you agree with this statement and how has it pertained to you?

A lot of times women get bogged down as they want to have a perfect career, a perfect family life, a perfect social life, etc. They want to be superheroes. But not everybody can have it all and women have to stop feeling guilty about it. I believe that women should pick their priorities in life and then give those priorities their best shot. Their success is in their attitude.

Like I said earlier, never give up and pursue your dreams passionately.

How does Ultimate HR Solutions empower women through the right employment opportunities?

What do you envision for Ultimate HR in the coming year?

Whenever I get a chance, I try my best to be a mentor and encourage and support women to pursue their passions and dreams. A lot of women lack confidence to enter the job market again, especially after a career break or due to family reasons. I want to tell them specifically, that there are opportunities for them despite these. There are many employers that are looking for the right attitude and not necessarily previous job experience. They only need to believe in themselves. In regards

Expo 2020 is going to be a huge game changer. The UAE is expected to add more than 300 000 jobs. We here at Ultimate are geared up to provide the quality HR services that our clients' demands – from talent acquisition, visa processing, onboarding, payroll, employee relations and performance management. Last year we grew by 35 per cent net. We plan to continue this growth in the coming year

It’s not only hard work. It is consistent hard work. In the service industry, you have to be there for your customer all the time. Opportunities are there in every market, success will come to the ones who do not give up. My mantra is consistent performance.

Women are leading various industries in the UAE; your firm is a testament to this growth. What were your experiences as a woman in the corporate world and do you feel that gender is irrelevant in this part of the world, and work ethic is the key element? There are advantages and limitations for women in the corporate world. Women still have a long way to go. They need

to this, I am currently working on creating an official platform to connect qualified women on husband/father's sponsorship in the UAE with employers that are looking to hire part time or temporary workers.

What advice would you give to young professionals who want to reach the top?

IN THE SPOTLIGHT

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Be Inspired To Inspire eibfs

Trainer

CEO of Inspired Holding Group (IHG) and Founder of LEDWORLD, Althaf Ali narrates his motivational journey & futuristic vision.

2017 150,000

n 2016, we consolidated different verticals of the group IHG Holding under one roof. The first company under the umbrella was Metroplus Advertising, incepted in 2005.

Continuous Learning in Banking and Finance Since 1983, over 150,000 banking professionals have been trained at EIBFS and provided with the ﬁnest training programs in the areas of Banking Science Operations, Credit Corporate and Project Finance, e-Banking Applications, HR Management and Leadership, Islamic Banking, Marketing Sales and Customer Service, Risk Management and Compliance Treasury and Investment, as a complete training solution provider. The banking industry is revolutionizing through innovative digital solutions and EIBFS is on par with the shifting trends. To cater to the modern-day requirements of busy banking ofﬁcials, EIBFS has introduced a front-line e-learning platform, with 101 programs.

EIBFS Training Department T: +971 6 5728880 (Ext.103,180,181,182) T: +971 2 4464666 (Ext. 300, 301) T: +971 4 6070444 F: +971 6 5723983 E: training@eibfs.com

eibfs.ae

Inspiring journey to Dubai

EIBFS is renowned for its training programs for banks, insurance companies and exchange houses and for its collaboration with Darden School of Business, University of Virginia, offering a Leadership Development Program for selected UAE’s best and brightest Senior Managers. EIBFS has been at the forefront of qualifying bankers with professional qualiﬁcation programs from international organizations: Ÿ

Certiﬁed Anti Money Laundering (CAMS)

Certiﬁed Banking Operation

Certiﬁed Credit Management

Certiﬁed Credit Risk Management

Certiﬁed Documentary Credit Specialist (CDCS)

Certiﬁed Islamic Banking & Finance (CIBF)

CISI qualiﬁcations

CIPD Level 3 HR – Diploma in Human Resource Practice

CIPD Level 3 L&D – Diploma in Learning and Development

CIPD Level 5 HR - Diploma in Human Resource Management

Financial Risk Manager (FRM)

ACI Dealing Certiﬁcate

I came to Dubai on a quest to take on new challenges. Since you can never buy experience, I aimed to pursue that on an international platform. I became an entrepreneur at a young age, my experience in sales on profit sharing with various companies helped in raising capital. After 18 months, I financed my own LLC, stamping my first Residence visa as an investor.

Main offerings at IHG We adopt benchmarks from successful businesses, customise per geographic location and provide innovative products and solutions.

The IHG family includes Metroplus advertising, LED WORLD LLC, Lumibright, Inspired Lighting, LWS Lighting Solutions and Digital World Signs Position in UAE and Middle East as LEDWORLD LEDWORLD established itself as the first-choice of architects and designers for professional lighting solutions among various brands. We made quality lighting affordable for society by providing lighting design, consultancy, and live demo in our showrooms. We launched

the first online lighting store in MENA region (www.ledworldtrade.com), and opened an exclusive LED lighting studio in the Asia-Pacific region in 2009. We are proud to be a homegrown company, manufacturing/assembling various products, with exports to more than 43 countries in the MENA region, SouthEast Asia, and the Indian sub-continent.

Impact of Expo 2020 LEDWORLD has supported EXPO 2020 since its inception, endorsing them in all our international exhibitions. We are closely working with the EXPO team and other infrastructure development companies to create the finest display. Our expertise has been extended to various hospitality projects with large developers and famous designers to meet the Expo requirements. In addition, we are working on the airport expansion projects since 2010.

Competition We believe that co-existing with other members of the lighting fraternity is essential for sustainable energymanagement in future. Unhealthy industry competition suffocates innovation, and degrades quality standards resulting in pollution, energyloss and UV issues. We have persevered to unify our peers to bring in change.

Growth plans LED WORLD, expanded in 2015, opening five showrooms in two years. We invested heavily in infrastructure improvement of existing systems to have world-class operations. We appointed finest consultants to re-

engineer our standard operations and are now a systems-driven company. I want potential business partners and franchisee holders to protect my concept and join the LED World family with a proven record of accomplishment. Our aim is to maintain our recognition as a global company with international standards. Investors can see the clarity of existing operations and profitability in our ongoing trial run, as we expand in Q3 of 2017 and invite franchisees in GCC countries first, then expanding to rest Asia. In the long-term, we will have a full-fledged lighting manufacturing unit in the UAE, which accounts for up to 30 per cent of products sold through our showrooms. This will also help our partners in GCC and Middle East to have logistical advantages and tax benefits to import 100 per cent local products. Inspired Foundation is raising an internal fund to donate 100,000 bulbs to the needy. Since our bulbs are 100 per cent eco-friendly, we are paying it forward through this initiative which will fuel a sustainable revolution in rural areas, saving significant energyconsumption cost, and maximise earnings that can be invested in beneficial solutions

CEO Leadership 2017

Novo Cinemas: Creating the Ideal

CINEMATIC EXPERIENCE

Debbie Stanford-Kristiansen, CEO of the pioneering entertainment destination in the Middle East explains why customer care is paramount to drawing in audiences.

trip to the cinema is no longer a guilty pleasure, but instead has become a regular ritual for many UAE residents, with all major shopping malls boasting plush theatres. Facilitating this culture are movie theatre chains, with industry leader Novo Cinemas creating the perfect setting for movie goers. Widely recognised by their legacy as pioneers in the region, Novo Cinemas, previously known as Grand Cinemas, was established in 2000. In 2012, the Qatar-based diversified and fully integrated media, entertainment, and urban beautification group, Elan Group acquired the company and completely reimagined the brand. “We wanted to resonate with our younger audiences; therefore, we started our rebranding process by doing intensive research into our customer’s expectations. After much deliberation and many workshops later, we came up with ‘Novo’ which means new in Latin. It was a perfect fit for us as we were moving into a new chapter of the company’s existence and it was met with an overwhelming, positive response,” explains the dynamic CEO.

AUDIENCE APPEAL To maintain its status as a leader in the regional cinema industry, Novo Cinemas is continuously expanding its offerings and upgrading its cinema locations to respond to the community’s needs and wants thorough strategic partnerships. The chain currently has 15 locations operating across three territories – the UAE, Qatar and Bahrain – with more locations set to open in the coming year and in 2018 and beyond. “In line with our mission to provide our customers with the highest level of service, our partnership with Qatar Airways has propelled the cinematic experience to a luxurious getaway with our 7-Star VIP screens. In addition to this, we regularly

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take our customer’s feedback on what they would like to see in a theatre. Most recently, one of the requests was if it would be possible to bring their children to experience the VIP offerings. In light of this, we decided to make the 7-Star VIP screens and services available for children on Fridays and Saturdays, from 10am-4pm, at a discounted rate provided they are accompanied by an adult. Proving to be the ideal family treat for the weekend, it has already met with a phenomenal response with sold-out screenings,” says Kristiansen. “We have something very special and unique launching very soon, which is the result of our partnership with IMG Worlds of Adventure. For Novo, this is the ultimate venture which will mark our territory in the new age of entertainment by marrying theme parks and movies to deliver the most immersive movie experience possible. “As we continue to expand our offerings in current locations, we are also focused on increasing our footprint in the region. Within the next six weeks, we will be adding another 18 screens, to our existing 146, with six additional screens at Dubai Festival City and 12 screens at IMG Worlds of Adventure,” she adds.

MORE THAN MOVIES “We view our movie theatres as event and entertainment hubs. Not only do we showcase the latest Hollywood and Bollywood movies, Arabic and other language content, but we strive to showcase alternative content. When there is an appetite for other foreign language films, we satisfy it and have in the past screened Korean movies as well as award winning European films in partnership with EFS (European Film Screenings). We have also shown the much anticipated El Classico football games in cinema, as well as the Europa League Championship, live boxing from Las Vegas with Manny Paquio

and Mayweather, Bolshoi Ballet and many other forms of alternative content. It ultimately comes down to constantly understanding and listening to what the audience wants and delivering it to them. “We are also big supporters of local and regional talent – everyone has to start somewhere so we actively and passionately support local and regional filmmakers,” expresses the CEO. “Our main banking partner is Mashreq, which offers customers a special discount on tickets – ensuring that customers have the best experience simultaneously getting their best value for money.” Whilst Novo Cinemas has a strong community customer base, the chain offers its locations as a venue for corporate events. “Organisations choose cinemas to host team events, as it provides an ideal creative space where large groups are excited by the ambience. We have stateof-the-art auditoriums and the latest technology which can accommodate corporate events such as conferences, product launches and training seminars. “We have a great corporate customer base – for example, we have had Emirates Airlines host training seminars in our cinemas, and we are constantly welcoming new customers to our locations across the region." Novo Cinemas is planning on introducing multi-purpose screens for further alternative use in the near future. “Our IMG Worlds of Adventure location will have a multipurpose screen where live concerts, stand-up comedy shows or cultural events can be held. At Novo, we want to bring people together through different means of entertainment, but of course movies will always be our core value,” she adds. The cinema brand is also focused on building a relationship with schools and universities by hosting education-based programming within its portfolio.

“IMAX has an extensive library of educational content which we have access to, due to our partnership. We invite students from schools to enrich their learning experience by challenging conventional methods of retaining knowledge. As technology evolves, Novo Cinemas is always at the forefront to deliver the latest innovations to our audiences. Our motto is “A Great Time Out,” which simply put is a mission to provide something for everybody and create those cherished moments and experiences," Kristiansen highlights.

THE FUTURE FOR NOVO Dubai’s movie scene has evolved, playing host to Hollywood and Bollywood blockbuster productions and fostering festivals such as the famous Middle East Film and Comic Con, which bestowed the coveted title of the “Most Innovative Cinema” to Novo Cinemas this year. “It was a very proud moment for myself and the team, which is comprised of highly-creative, passionate and dedicated people. Everybody has a different personality and brings something special to the table. We have recently delivered exceptional premieres with Star Trek and Guardians of the Galaxy, and we are looking forward to the much anticipated regional premieres for Pirates of the Caribbean – Salazar’s Revenge and the long awaited Wonder Woman this month. Novo Cinemas is always trying to push the boundaries, a belief which resonates with the Comic Con audiences as well. “As we gear up to an exciting period in the Novo Cinemas journey with new screens and locations being introduced across the region very soon, we are also working on re-designing our website and our app, which will include new features in response to valued customer feedback. “Cinemas will always draw in audiences because of their appeal. Of course, you can watch films from the comfort of your home, but the experience that can be shared with family, friends or an audience is something that cannot be replaced. The cinematic experience will always be evolving and Novo Cinemas continuously aims to raise the bar higher,” concludes Kristiansen

CEO Leadership 2017

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FEATURE

Firoz Thairinil, CEO of Westford Education Group comprising Westford School of Management, Eaton Business School, Exeed School of Business and Finance, Taito Educational Solutions, Anna School and Westford Institute of Film Technology, shares his insights on how they have developed a sustainable model to provide executive education and management courses to a global base by creating a platform for lifelong learning

Redefining EDUCATION How was Westford School of Management initiated? During my MBA at University of Wales, I was enthused by the British Higher Education system that holds a reputation for developing skills, which are in demand by the employers and I felt the curriculum had a pragmatic approach to learning where students are encouraged to actively engage and participate. You see, this helps in developing critical thinking, creativity and confidence in the students making them highly capable and fit for professional career. I strongly believed that the gap in the available educational programmes in the subcontinent and Middle East, might have been the insight that prompted me to work towards bringing the best facets of UK education and make it easily accessible to the masses in the region. Since then, along with few like-minded friends, it has been a continuous pursuit towards developing innovative and high value programmes that are responsive to the needs of the learners, creating an enriching and resourceful learning experience offered through a variety of delivery models.

Can you tell us about your programmes? We provide a wide portfolio of MBA and Bachelor Degree programmes from prestigious UK Universities like Wolverhampton and Cardiff Metropolitan. Guglielmo Marconi University from Italy is another University tie-up that focuses on Executive MBA with specialisation in niche industries. All our Masters and Bachelors programmes offer dual qualifications to the students, thus giving them a better value for their time and money. We also offer a range of PG Diploma and Diploma courses to working professionals to enhance their skills in HR, Marketing, Supply Chain and Logistics, Engineering

GLOBALLY

Management, Finance and Risk Management, and a host of other similar courses awarded by leading international bodies like PEARSON, CIMA, IMA, IAAP and CIQ. We have been quite active in the areas of management development and corporate training, as well as imparting executive education to working executives. We work closely with corporates in the region to provide them effective and efficient training programmes for the learning and development needs of their staffs. We have a strategic partnership with the reputed University of Stellenbosch Executive Development (USB – ED), South Africa to offer a wide range of executive education programmes. We are the exclusive partner of UCSI Blue Ocean Strategy Research Centre, Malaysia to promote Blue Ocean Strategy (BOS) training, consultancy, and education in the UAE.

How student experiences at Westford School of Management are unparalleled compared to other education institutes? Our teaching carries a distinctive element of blending the theoretical aspects taught to our students with pragmatic practical activities, which helps them to relate effectively to any working environment. Along with academic support, soft skills development of our learners are also of prime importance to us. The faculty members act as mentors and thus student experiences at Westford are always fruitful. Westford also has a strong alumni network, who act as our ambassadors for the outside world and participate in all our alumni activities.

Can you comment on the shifting trends in the education system, where specialisation is key.

In today’s world and thanks to the digital revolution, everyone has access to a plethora of information on their fingertips and students can intelligently make use of the right material stand out. Customised and specialised knowledge has emerged as a pre-requisite for any business today. The “Jack of all trades” concept seems to be outdated now, due to technological advancements, as well as changing business environments warranting a different approach. At Westford, we are always metamorphosing to adhere to the requirements of the public and private organisations, where specialisation is key. For instance, we have now rolled out specialisations in very niche discipline like Business Analytics, and are working with a leading university to launch a brand new programme in Cyber Security and so on.

How does Westford School of Management prepare their students to take on the challenges of being a professional in modern day, competitive industries? We prepare our students to become well-rounded professionals, useful members of any organisation and more importantly great humans. You know, our finishing school is a mandatory part of our programme delivery where we emphasise a lot on soft skills training and personality development, mentoring on a regular basis and so on. Apart from giving them the basic knowledge of the domain subject, theoretical and practical studies ensure they receive a comprehensive education. Through experiential training methodologies, seminars and workshops, organising CSR activities regionally and internationally, Westford ensures that students can face any professional challenge and real life situations in the most appropriate manner.

What have been the milestones in Westford School

of Management's journey since its initiation? Westford was established in 2009 and made its foray into the UAE market in late 2010. Presently, we are headquartered in the UK, with operational presence in the UAE, India and Lebanon. The year 2012 was a defining period for Westford, as we forged a strategic alliance with the University of Wolverhampton as their Transnational Education Partner (TNE), to offer MBA Qualifications. Bachelor Degree programmes were started in the year 2013, and in 2014, we further strengthened our suite of programmes, in partnerships with Cardiff Metropolitan University and University of Bangor. With the steady increase in student numbers and the need to cater to geographically dispersed learners, we invested in Schniede Solutions, an IT company specialising in the software development for educational institutes. Our Corporate Training division – EXEED – was launched in the year 2015. The same year Westford was awarded the Best Customer Delight award by MENAA awards. In 2016, Westford became the largest TNE partner for University of Wolverhampton, in terms of the number of MBA graduates across their worldwide partners. An institutional partnership with Guglilemo Marconi University (GMU), Italy, was also signed up to provide specialised MBA programmes. In the year 2017, Westford signed a MoU with Indian Trade & Exhibition Centre (ITEC) to start a new campus within their premises with the most modern outlook and facilities. The same year we acquired Eaton Business School, Leicestershire and has now become a part of Westford Education group. We’ve also made our foray into the K-12 segment with our brand Taito, providing learning solutions and teacher training programmes. The journey so far is thanks to our strong and well-knit team who work tirelessly towards the common objective of redefining education, globally

IN THE SPOTLIGHT

CEO Leadership 2017

IN THE SPOTLIGHT

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National Oilwell Varco is a collection of the strongest brands in the oil and gas industry with a wide range of backgrounds, but a common culture of building solutions around equipment and services. Chief Marketing Officer David Reid gives an insight into their operations and strategic plans.

An organic sip of

COFFEE COUTURE T Icons is the place to be — to enjoy sweet life the healthier way

he elegant and articulate Elena Weber, Managing Partner and Founder of Icons Worldwide LLC, is no less than a sensation. So is her lifestyle coffee shop concept Icons Coffee Couture, which is a brand of Icons Worldwide LLC. With seven outlets across the UAE, two operating outlets in Qatar, and Master Franchise Partners in KSA, Bahrain and Qatar already on board, Elena says sky is the limit. She targets a brand presence across the GCC, Europe, China and beyond in the following five years. By the time Dubai hosts Expo 2020, she visualises that Icons will have 40-plus buzzing coffee corners in the UAE alone. Icons serve more than a drenched cup of coffee. It is full of the aura and lifestyle ambience that coffee lovers look for to relax, work or get empowered with a range of beverages and German pastries. There is no dearth of a good collection of sweets and treats at the tempting shelves of Icons. To say the least, Icons is a fashionable lifestyle coffee shop concept created by a team of professionals from the industry, fashion lovers and change makers. And Weber is the brain behind the success story. Herself a model and a visionary entrepreneur, she believes that there is a dire need for indulgence, the healthier way, which is why her products are free from white sugar and artificial sweeteners. She adds that her concept is unique and competitive. Serving organic German roasted coffee, Weber says that her intention is to source the best fair trade coffees from around the world. This means being in direct trade with German farmers to source responsible and sustainable, while contributing to positive change. The interiors at Icons are elegant and luxurious, but at

the same time down-to-earth coupled with a hospitable and courteous team. Weber says that Icons is all about quality and branding, as she wants to provide an extra sparkle to the usual unfancy coffee shop product: be it a box of tea, coffee mugs or thermos cups. Caring for health and sustainability is what makes Icons exceptional from competitors. This is why Weber, with a twinkle in her eyes, says: “We are good and reasonably priced and, in fact, do well if our competitor is just across the road.” She has plans for an all powerful and popular food assortment with a state-of-the-art deluxe environment. Weber says that the idea to create Icons came to mind during her modeling career on a trip to Argentina, where she discovered the all-natural, zero-calorie sweetener, Stevia. “The idea was to create delicious sweet treats and healthier way to enjoy life without the guilt.” At the same time, she adds, “The intention was to create a lifestyle of following your dreams and our mission is to contribute to this through the food we serve and the inspirational details we spread all over the place.” Weber says that passion drives her more into creativity rather than business demands. To define it in two words, she says, “We are born to nourish your body and soul.” The Icons managing partner says that she has to give all the credit for Icons’ success to its team. “We picked up the best people from the industry to make it professional and successful from the start onwards, with a pure touch of German heritage.” Looking at its growth potential, Weber says, “Through our franchise network, the scalability is endless and to create smiles around the world is our target.”

150 Years of Excellence THE STORY BEHIND THE SUCCESS “On the foundation of National and Oilwell, two steel company product groups were merged into a public company specialising in drilling rigs, mud pumps, and drawworks. The merge with Varco added brand leadership in topdrives, iron roughnecks, pipe-handling, solids control, and instrumentation. Hundreds of powerhouse leaders in all aspects of the modern drilling rig were built and developed into a world-class rig and equipment supplier. That model has expanded into acquiring and driving change models for business with solutions in the Wellbore Technologies and Completions & Production businesses,” says CMO, David Reid. NOV is divided into three segments of, Rig Systems, which encompasses both land and offshore rig equipment and aftermarket parts; Wellbore Technologies, which contains the tools and systems used to excavate a well; and Completion & Production Solutions, which houses the company’s well completions, stimulation, and production systems. “Rig Systems builds and supports advanced pressurecontrol equipment, iron roughnecks, topdrives, control and advisory systems, and land rigs. Wellbore Technologies develops drill bits, downhole sensors and motors, drill pipe, fishing tools, coiled tubing tools, rotary steerable systems, managed pressure drilling equipment, fluids- and solidscontrol systems, and solutions in optimisation and automation. Completion & Production Solutions engineers completion tools, fiberglass systems, intervention and stimulation equipment, process and flow technologies, and subsea production systems,” explains Reid.

GLOBAL PRESENCE NOV is operational in more than 65 countries with a significant presence in the Middle East, which includes manufacturing, repair, and service facilities in Saudi Arabia, U.A.E., Oman, Egypt, Qatar, and Kuwait. “We build rigs and manufacture wellbore drilling, intervention, and production equipment. We also have tubular coating and fiberglass manufacturing facilities in the region. NOV’s clients include virtually all the NOCs, IOCs, major and local service companies, and drilling contractors. Specific to the region, we have close technology relationships with the major NOCs, particularly when it relates to injecting new technology to help the local workforce improve their output potential. We believe that it is

important to consider the effect project implementation will have on the environment and are committed to demonstrating effective environmental management practices.” “We strive to improve our technologies and processes so that we can focus on minimising energy, fresh water and resource use, and waste generation. Green solutions are gaining traction due to a growing concern for the future of energy and an increased need to implement strategies that will guarantee lower long-term carbon emissions,” he adds.

INNOVATING FOR THE FUTURE Innovation is crucial for the oil and gas industry to move forward, particularly in the Middle East. NOV is deploying commercial solutions to overcome drilling, completions, intervention, and production challenges. New software solutions are being introduced that will enable rigs, drilling, completions, and production across the region to reach higher levels of performance. Uptime-focused, performanceenhancing software is an emerging specialty NOV is bringing to its partners. “We are also pioneering the use of broadband-like communications while drilling that can decrease risk, increase efficiency, and deliver more cost-effective wells. It is a bright future. We’ve invested in the hardware used to drill and produce, aligning our interests with the goals of the region to deliver the lowest-cost access to hydrocarbons while making better working environments and safer installations for the countries we serve. The automation technologies we are bringing to the region enable and empower the people of the Middle East, lowering the barrier to entry and providing opportunities for local talent to affect change in the oil and gas industry,” concludes Reid

CEO Leadership 2017

state-of-the-art medical research and diagnostics centers, Thumbay Labs, were introduced. Thumbay’s presence is in Dubai, Fujairah, Sharjah, which has two multi-speciality day care hospital; and Hyderabad, India. Thumbay clinics are present in Ajman, Dubai, Sharjah, Umm Al Quwain and Ras Al Khaimah. Furthermore, Thumbay Labs and Thumbay Pharmacy outlets are also present across the UAE and in Hyderabad, India.

EXPANDING HORIZONS

THE EMBODIMENT OF

Innovation Founder and President Thumbay Moideen gives us a masterclass in reaching for the stars.

humbay Moideen’s journey is a testament to the fact that dreams can come true. The thirdgeneration descendant of a family renowned for their business acumen, Moideen did not predict that at the age of 39 his life would change forever. Fate served as a catalyst in transforming him into the billion-dollar worth business mogul who is revered in the region. The humble tycoon’s appeal lies in his simplicity and modest demeanour as he relays the tale of how the Thumbay Group began with an idea which reshaped the education sector in the region. “I was transitioning through the UAE to Tanzania when the opportunity to grow our brand presented itself. The question which instigated our initiation was, ‘how can we attribute towards the economy of the region in multiple ways?’ I have always wanted to serve and enrich the community and believed that medicine and education are core streams through which society can derive benefit,” says the dynamic founder.

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BUILDING A LEGACY The founder witnessed his dreams materialise with the support of the visionary leaders of the region, and The Thumbay Group was established in the UAE in 1998, with the opening of Thumbay Real Estate and the Gulf Medical College. To further expand the activities of the University and to provide world-class facilities to its students for clinical training and medical research, the Thumbay Group soon forayed into healthcare by setting up a network of teaching hospitals and clinics, with the first academic hospital in Ajman, Thumbay Hospital. “There were several challenges being a pioneer in higher education. However, I believe in acting swiftly when the opportune moment arises, therefore we constructed our medical school in a short span of four months and received an out pour of students. This was the first step in our plans to expand our reach by introducing a hospital under our brand,” he adds. The college became a full-fledged medical university in 2008 and is now called Gulf Medical University, in addition

The Thumbay brand is not only recognised by its pioneering endeavours, but also their game changing business dynamics defined by the leadership of a man who wants to continuously introduce advancements to his organisation. “Close to two decades since its founding, today

Centre Hamburg and many more. We collaborated with them through conferences and workshops at that time. This presented international placement opportunities for our students as well,” explains the Founder.

FORAYING FUTURE

INTO

THE

At Thumbay Hospitals, a major emphasis is on Medical Tourism. “Our hospitals offer a wide range of high quality treatments at affordable costs, drawing medical tourists from the Middle East countries, Africa, Europe etc. We treat patients from as many as 175 nationalities. Our highly skilled medical workforce from over 25 nationalities is capable of handling more than 50 languages and deliver excellent services to guests. We have a dedicated Medical Tourism website

We constructed our medical school in a short span of four months and received an out pour of students. Thumbay Group has established itself as a diversified international business conglomerate. Throughout the process of diversification of the business, we chose to venture into subsidiary areas which were directly related to our core businesses; education, healthcare, and research. Our pharmacies, diagnostic labs, health clubs, trading company, magazine, etc., are all examples,” says Moideen. Thumbay Moideen’s prestigious brand has become an integral part of the regional community, and has an international presence in numerous industries. “Our strategy to market our brand in its initial period was through affiliation with internationally recognised and respected medical institutions such as John Hopkins, Harvard, Mayo Clinic, Houston Methodist, University Medical

with comprehensive information on the services and treatments offered. Thumbay Hospitals are one of the few in the UAE which provide online medical second opinion services. Our Medical Tourism department is tied-up with 87 countries through our representative offices," Moideen adds. At Thumbay, the core of every division is innovation. “Thumbay Group now has presence in 20 sectors, and has spread its wings beyond the UAE where it initially started, which is something we achieved during our growth. Our motto is ‘Growth through Innovation’, with diversification and global expansion leading our growth plans. We are following a strategic plan, according to which the Group aims to expand its businesses over 10 times, with global presence. The strategic vision

plan aims to quadruple the employee strength to 20,000 by the year 2022. We want the Thumbay academic hospital network to have a total of 1,000 beds in the UAE, 1,500 beds in India and 750 beds elsewhere in the Gulf and Africa by 2022, taking the total number of hospitals to 15 worldwide. Gulf Medical University – Ajman to become a fullfledged University with Engineering and Management courses in addition to Medicine. Thumbay wants to open three new University campuses across three different countries. To add 25 Thumbay labs, 100 Thumbay pharmacies, 40 Zo & Mo Opticals outlets, 100 Blends & Brews coffee shops, 25 Body & Soul health clubs, 50 Nutri Plus Vita stores, by 2022. “We have the platform to scale up this business, we aim to have a global presence. Our new hospital, which is under construction, will appeal to patients seeking a premiere experience. First and business class will accommodate individuals and provide children with theatre facilities. Today, Thumbay Group is being approached by many countries to set-up campuses, hospitals and research facilities based on the GMU model, based on its success in the UAE. Many others are reaching out for help to establish similar campuses in their countries to offer healthcare education of international standards. In the days to come, this trend is expected to become the norm of excellence in healthcare and education,” concludes the enterprising founder

CEO Leadership 2017

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CEO Sebastian Carlton discusses exquisite design and community building with Gulfstream’s Haven Residences at “The Sanctuary” located in Jumeirah Village.

A cut above THE REST

haleej Times met with Sebastian Carlton, CEO of Gulfstream UAE, to learn more about his real estate firm re-entering the market with a unique design and value approach to housing in the UAE. Taking us through the history of Gulfstream, Carlton spoke about the original board of directors that came together in 2004 having previously being involved in the delivery of major projects in Dubai such as The Grand Hyatt, Twin Towers, and the Jebel Ali Racecourse. With that first group of directors looked deeper into development opportunities and formed a separate company entitled Gulfstream. Carlton commented on the dynamic financial condition of the UAE real estate market and the type of supply targeting luxury housing during 2004 to 2007 saying that during this period Gulfstream established a significant land bank in Jebel Ali, Jumeirah Village, Dubai Investment Parks, and DWC areas. They bought land at prices that could deliver significant value for end-users and shareholders. Carlton and his board made sure to capture these land assets without incurring large debt obligations, so when the financial market went through restructuring, it meant they could hold on to these assets. In 2006/7, Gulfstream engaged with and then appointed Sheikh Mohammed bin Maktoum bin Juma Al Maktoum as Board Director and Partner as a strategic step in establishing and enhancing local relationships. When the market showed signs of recovery in 2013 they were able to re-enter the market and design specific products to match the demand. Explaining Gulfstream’s core expertise, Carlton highlighted the three primary sectors the company focuses on. The first is a pure Residential product – it focuses on residential housing for the local and expat market; avoiding high-end offerings in the current situation of the market. Instead, they believe that the current market dynamics leading up to Expo, will generate demand for more affordable housing and value driven products. The second primary sector is a Residential Investment market, where they achieve yields of 8-10 per cent on an

ungeared basis. The final sector involves Serviced Apartments, which is proving to be a very dynamic sector, due to the UAE’s establishment as a strategic business and leisure hub. The current project Gulfstream is focusing on is in Jumeirah Village, located in District 10 and brings together eight plots in one wholesome community that include ground-plus-four storey apartment buildings and ground-plus-two storey villas. The project is called Haven Residences, differentiated as Haven Villas and Haven Apartments part of “The Sanctuary” Project in Jumeirah Village, a selection of studios, one and two bedroom apartments and three bedroom townhouses. Phase 1 of this project is under construction, comprises 355 units and is scheduled for delivery in Feb 2019. Speaking from a regional perspective, Carlton discussed the Middle Eastern market and the interesting challenges it presents. For him the young and large population in Saudi Arabia for example presents a huge market opportunity for mid-priced and affordable housing products but found such markets difficult to work in without a strong local partner; other ME areas presented diverse opportunities but carried excessive risk due to regional conflict. He finds the UAE to be a safe haven in the region and refers to it as the Switzerland of Middle East because “there is security and safety for families, tax efficiency, a robust legal structure and a high level of standard of living. It’s a neutral and fair society for people”. He explained the interplay between the current financial market and Expo 2020 where the liquidity in this market is heavily linked to oil prices, and liquidity issues arise when large GCC investors sit out of the market. Gulfstream redesigned The Sanctuary project to take advantage of this scenario. Discussing his reasoning behind their value-driven project, he said, “If you look at the products in the market that are stable with high transactional volume, they are generally up to Dh2 million. The big-ticket units are moving more slowly. Not surprisingly then, 65 per cent of Gulfstream’s current offering are priced under Dh1 million. He compared the UAE market to other markets like Hong Kong and Singapore, all geographic hubs with small

transient populations, and found the UAE incomparable in terms of value for investment. He applauded the vison of Sheikh Mohammed and the UAE’s level of infrastructure, safety, security, and neutrality, all in a tax-favourable environment where investors are able to achieve 8 per cent plus in yields. According to Carlton, in 2016 there were 37 Expo-related infrastructure projects initiated with a value of around $2.2 billion, with a further 47 projects planned for 2017 with a value in the region of $3 billion. Such investments, Carlton proposes, acts as an economic buffer for Dubai and the UAE against more volatile regional markets. Additionally, the population of Dubai is set to rise from 2.75 million currently to 3.1 million by the end of Expo, and Carlton explained that the Expo, with an estimated 25 million unique and 33 million total visits to Dubai, would prove to be a significant showcase for the region. Reffering to the competitive edge of Gulfstream’s portfolio, he spoke about his design focused team that come from an architectural background. They

have an exclusive partnership with Louise Bradley (www.louisebradley.co.uk) one of the top 50 Interior Designers in the world. Bradley has worked on the interior design and architecture aspect of Haven Residences, and has a London based design studio. Impressively, Louise has delivered Interior Design and Architecture for many royal families in the Middle East and Europe. Carlton is convinced that the quality of the design and finishes of their Haven offerings, will provide them with a competitive advantage. The Villas for example have been designed with the entire top floor dedicated to the Master Suite along with a Jacuzzi and large terrace. For Carlton, another important edge that Gulfstream offers investors is the sense of community that comes from their consistent and cohesive design found in their large scale projects, that are tied together with community gardens, swimming pools, spa and gym. They pride themselves on building a community, where families come together holistically. The Sanctuary project for example, benefits from a land area of almost seven acres punctuated

with beautiful landscaped gardens and facilities. Another area that Gulfstream leads in the market is sustainability. Carlton considers this area to be a corporate responsibility and works very closely with leading green building and energy consultants to ensure that all projects go beyond basic sustainability requirements. For example, The Sanctuary phase 1 is not only green building compliant but future proofed for sustainability. Over the next five years Gulfstream is looking to deliver approximately a 1,000 units. Their growth focus however, would be in developing niche markets. Carlton is looking to expand into the hospitality and service sector parallel to their current products. He is planning to link services to residences and also offer a unique staff accommodation product. Carlton is excited about the many new opportunities that come along with the ever-dynamic city of Dubai, and has concrete plans to capitalise on the flourishing current market with his game-changing ideas. Finally, the establishment of The Gulfstream Foundation was discussed, which is a non-denominational charitable foundation focusing on need and does not discriminate on religion, race, gender or political affiliation. Gulfstream is pleased to commit 10 per cent of the company’s profits to the Foundation, which will be used to provide aid and relief for causes in the region. They are especially targeting the huge refugee crisis, and are happy to be linking to charities already on the ground such as Médecins Sans Frontières, Red Crescent, UNICEF and Save The Children

CEO Leadership 2017

part of several major projects in the UAE and Middle East. The company has three major divisions: Manufacturing, Trading and Services. We also have an office in the US headed by Dinesh Bhojwani. In addition, two years ago we acquired a Sharjah-based company that was running at a huge loss. We successfully turned it around into an independent self-sustaining unit.

INDUSTRY PROWESS

A passionate and knowledgeable Managing Director of Rapid Cool Dilip Roy gives an account of his company’s remarkable journey to success

EFFICIENT COOLING

WITH A PASSION HUMBLE BEGINNINGS The idea of our company Rapid Cool was conceived in the early nineties. My partner Dinesh Bhojwani and I were colleagues who became good friends. One afternoon in 1994, we were playing squash, and as we vented out our job frustrations by hitting the ball hard, the idea of starting our own company hit us just as hard. We jumped into the fray without any concrete plans or solid financial backing, simply armed with our dynamic combination. I was the older partner with a vast experience of working with some of the top Middle East companies, whereas Dinesh was the younger one full of ideas, energy and enthusiasm, with a recent degree in engineering from the US. We started out with a small investment from our own hardearned savings. It was challenging to survive with no income for several months, but we were determined not to seek any

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external investment in order to avoid unwanted interference. We sold basic hardware products to take care of our overheads and day-to-day expenses. I recently read somewhere that Steve Jobs, the cofounder and CEO of Apple used to walk seven miles to get free meals. It took me back to our own struggling days, when Dinesh and I used to hunt around for the cheapest restaurants for our lunch. Fortunately, our hard work and patience paid off and we started getting representation rights from various renowned European and US companies. That was just the beginning of an exciting journey. Today, Rapid Cool is a leading player in the HVAC industry. From a modest trading office in Deira in 1995, the company has evolved into Rapid Cool Group of Companies with nine branches across Dubai, Abu Dhabi and Sharjah. Our main corporate office is located at Business Bay, the commercial hub of Dubai. We have 125 people in our workforce and have been

Our main expertise lies in the field of ventilation and air-conditioning. As an engineering trading company, we assist contractors by offering detailed techno-commercial proposals from

with our clients. For running a successful business, you need a team that is not just active, but proactive. Our sales teams don’t wait for inquiries to come to their seats; they generate them. Our manufacturing division is capable of producing kilometres of ducting and duct-related accessories with computer-controlled automatic CNC machines. We also fabricate sound attenuators and assemble ecology units. Additionally, we have fully trained engineers and technicians in charge of designing, commissioning and aftersales services. We have a technical services division dedicated to providing solutions to

For running a successful business, you need a team that is not just active, but proactive. the tendering stage. We also assist clients and contractors in designing when their requirements are unclear. Our main clients are electromechanical (MEP) contractors. We work closely with the consultants attached to various projects. Once the job is done, our team ensures that the installed units are commissioned properly and are backed by professional after-sales services.

TEAM AND SUCCESS Rapid Cool started with just three people — my partner, an engineer and me. Over the years, the team has expanded considerably. Our corporate office at Business Bay has 20 staff people comprising engineers, sales and marketing managers, business development managers, purchase and logistics personnel and finance specialists. At Rapid Cool, everyone is a team player with the focus towards building warm, friendly and lasting relationships

the existing cooling towers. Our team is trained to carry out retrofit jobs ensuring efficient energy saving of cooling towers. With high energy prices and air-conditioning accounting for a large percentage of the UAE’s electricity consumption, cooling commercial and residential buildings as efficiently as possible is a national priority. District Cooling authorities are working tirelessly to achieve this goal and Rapid Cool’s efforts to save energy is just a baby step in this direction. Instead of just being reactive problem solvers, we aim to be proactive solution finders.

EXPO 2020 AND COMPETITION The best part of running a business in a dynamic city like Dubai is that the market is constantly evolving, thereby creating new business opportunities. With emphasis on connecting minds through collaboration and creating the future through sustainability and

mobility, Expo 2020 will have an impact on even a medium-sized business like ours. Nevertheless, we would like to walk cautiously by taking small steps instead of giant leaps. We take our competitors seriously and have a healthy respect for them. Our edge lies in our dedication, sincerity, friendliness, approachability, and the willingness to go an extra mile. We believe in going all out to help our clients from the time the project is at the drawing board stage. Even after the warranty period is over, we service the installed units in case any unexpected problem occurs. Our prices are extremely competitive, and we only deal with top-quality products from U.K., Europe and U.S. All our products are backed by internationally-recognised test reports.

LOOKING AHEAD While our focus is firmly on our core business of HVAC, we are always striving hard to add products to complement our present range. Our vision is to become a full-fledged facilities management provider for entire buildings, with high quality service. We have recently ventured into energy saving, and also have plans to assemble air-handling units in the near future. Every time I look at the Burj Khalifa from my office, standing so tall, I feel inspired to reach as high. The tower is a symbol of innovation, development and growth. But even as my eyes are fixed on the tall tower ahead, I make sure to keep my feet firmly on the ground by remembering my parents’ lessons from my childhood. They always taught me: Honesty is the best policy, hard work pays, have patience, follow a straight path and maintain good relationships. Today, my parents are no more, but their teachings remain with me as my business mantras

CEO Leadership 2017

IN THE SPOTLIGHT

CREATING BETTER HEALTH FOR A BRIGHTER FUTURE

AHEAD OF THE

GAME

he word market research often conjures up an image of people filling out tedious forms, but gradually, research has left the world of pen and paper, and embraced technology with open arms. Today, market research has become a critical tool for the growth of all businesses, as it puts you in touch with the mind of the consumers. One company that has been at the forefront of this change is Realistic Management Consultancy (RMC), an independent marketing research agency offering both quantitative and qualitative research services to a diverse range of clients based in the UAE and around the globe. Its clients include MNCs, marketing research companies and consulting firms. In an interview with Khaleej Times, Deepak Israni, CEO and Managing Director, RMC, said: “I am a lawyer by profession and I started my career in 1976 in Bahrain. I came to Dubai in 1981 and worked with one of the city’s top most law firm for about 10 years. Due to my business acumen and strong name in the market, legal clients wanted to work directly with me. Also, during the early-nineties, MERAC’s (now TNS) Managing Director requested me to join the firm as Head of Operations.” After having worked for several years and with good knowledge of the market, Israni realised that there was a great need for marketing research agencies in the region to provide good quality data; hence in 2001 he set up RMC in tandem with his legal business. Israni highlighted that RMC is deeply committed to providing high quality information, timely delivery, and the action and ability of insights delivered to clients through reliable and cost effective data collection. RMC operates in all the GCC countries, Egypt, Morocco, Lebanon, Jordan, Africa and Iran. In quantitative research it offers PAPI, CAPI, CATI, CAWI, CLT, etc., capabilities. In qualitative research, the firm conducts focus groups, depth interviews, web interviews, web based focus groups, home visits, mystery shopping, etc. RMC has one of the best Focus Discussion Room

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Danilo Cassani, Takeda Area Head NEMEA, (Near East, Middle East & Africa) talks about the new solutions being developed for effective medicines Tell us about Takeda and its initiation. Which countries and regions is Can you give us an insight into your Takeda is a patient-focused, innovation- Takeda operational in? team? Realistic Management Consultancy has adapted the latest cutting-edge tech in market research and lays special emphasis on data quality.

with one-way mirror and Robotic Camera for live streaming. It has partnered with Focus Vision for live streaming of Focus Groups & Depth Interviews. For Eye Tracking & EEG Technology, and it has partnered with an American Company. The firm is a member of ESOMAR and Insights Association, is bound by their quality standards. In marketing research, data quality is very important as corporates make strategic or tactical decisions based on the information provided. “We are proud to be known as a field agency that delivers on good quality and sound data through rigorous quality checks. We also have inhouse capabilities of scripting, which helps deliver data to our clients in real time with charts, tables and dashboards during the fieldwork,” said Israni. According to him, the UAE is growing at a very fast pace, and with the constant development there are more business opportunities being opened up. He said, “The Expo 2020 will bring in more business to our research industry as all eyes are on the UAE. The government departments are doing a good number of market research projects and this will in turn help our business grow.” When asked about future plans, Israni highlighted, “We are looking at bringing new technologies in data collection from the West and would like to be known as one of the most technology driven companies in this region for market research. We also plan to expand our reach to Turkey and Iraq, and are looking at having a strong footing in Africa. Additionally, we are also in advance discussions with companies in the U.S. for tie-ups in market research technology.” He concluded by saying, “Market research in this region has been slow in adopting technology. We would like to change this perception by adapting latest cutting edge technology in our practice without comprising on data quality and want to focus on innovation.”

driven global pharmaceutical company that builds on a distinguished 235-year history, aspiring to bring better health and a brighter future for patients worldwide by translating science into life-changing medicines. Takeda focuses its research efforts on oncology, gastroenterology and central nervous system therapeutic areas. It also has specific development programmes in specialty cardiovascular diseases as well as late-stage candidates for vaccines. Our founder, Chobei Takeda the first, began his journey by selling traditional Japanese and Chinese herbal medicines in Osaka, Japan. His business integrity and quality products created a valuable impression throughout the years and became embedded into our uncompromising corporate philosophy, which still guides us today.

How has Takeda grown since its inception? Takeda’s robust and trustworthy model to actively partner with multinational companies led to our expansion. Our focus on R&D, use of innovative technology and sustaining sales growth not only puts us among the best partners in the industry, but also built our reputation as a reliable international pharmaceutical company.

What is your vision and mission? At Takeda, we share our corporate philosophy with the entire group and promote a disciplined and professional culture. What differentiates us at Takeda are our values – Integrity, Fairness, Honesty, and Perseverance.

Our network spans over 70 countries and regions worldwide, in Japan, U.S., Europe, Latin America, Africa, the Middle East and the Asia Pacific region. Our products are marketed in around 100 countries worldwide, including marketing alliance partners. We passionately believe in providing access to medicine where it is needed most and in 2011, our management took the conscious decision to be more present in the UAE through the acquisition of Nycomed. Since then, we have established a strong regional presence, focusing on bringing cutting edge medicine and investing in research in areas of priority such as gastrointestinal and oncology.

We foster a collaborative and stimulating work environment filled with opportunity and the chance to make a difference in people's lives. The team at Takeda brings together many different elements – experiences, backgrounds, nationalities, and cultures – that together create a stronger whole. I am proud to announce that three countries from the NEMEA region (South Africa, Turkey and Ukraine) have been awarded with the Top Employers certification in FY 2016, which is a testament to the numerous exciting initiatives rolled-out as part of the HR Strategy to develop talent and capabilities across the region. This is also an important milestone in our journey to become a preferred employer in NEMEA.

Tell us about your positions and guidelines in the NEMEA region What does the future hold for Takeda? The deep-rooted healthcare system in the NEMEA region, which includes Middle East, Africa, Turkey, Ukraine and Moldova, is a gateway for a growing pharmaceutical market. Over the past few years, we’ve expanded our presence in the region and established a portfolio of world-class products. Building on Takeda’s global gastro leadership and 25-year expertise, we have achieved a number of milestones in this area. In addition, our recent acquisition of Ariad Pharmaceuticals, an oncologyfocused biotechnology company, is an exciting step for Takeda that will significantly enhance our oncology footprint and bring us closer to our goal of being a leader in oncology. It is also a unique opportunity that will enable us to positively impact the lives of more patients worldwide and achieve our mission of curing cancer.

Takeda’s long history has been built through sincerity and striving for innovation at all times. Going forward, we aim to collaborate with the scientific community and local authorities to provide comprehensive service to patients. In addition, we want to focus on external partnerships, which will help us to support patients’ access to care. At Takeda, we focus on R&D to innovate and develop our key therapeutic areas where we want to be at the cutting edge of innovation in oncology, gastroenterology and central nervous system. We aim to use new technologies to optimise our existing products while being able to develop new solutions for effective medicines and continue the positive momentum to strengthen our presence in the region as well as optimise our commitment to patients

CEO Leadership 2017

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