Leaders magazine

special: Modern day heroes. leaders without borders

HER MAJESTY QUEEN RANIA AL-ABDULLAH OF JORDAN

AN INTERVIEW WITH HAITHAM MATTAR CEO RAS AL KHAIMAH TOURISM DEVELOPMENT AUTHORITY

A SPECIAL REPORT

“Innovation breaks molds. It’s neither limited by norms and institutions, nor is it dependent on agendas. Its possibilities are infinite.”

LEADERS ME / No. 3 - 2016

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CONTENTS INDEX

06

GREAT QUOTES FROM GREAT LEADERS

12

THIS ISSUE COVER

18

PREPARING LEADERS OF TOMORROW

22

BUILDING A BETTER & WISER FUTURE

26

AN EYE FOR THE EXCEPTIONAL

30

BUILDING BRIDGES FOR BUSINESS

32

ALL EYES ON RAS AL KHAIMAH

36

PIONEERING AHEAD

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WHERE INNOVATION MEETS QUALITY

44

40 YEARS OF EXCELLENCE

50

MKT AND SALES

REINVENTING THE GLASSWARE INDUSTRY

54

ABU DHABI’S NEW FERRY SERVICE TAKES SAIL

58

Angelika Botsios ang@leadersme.com

INVESTING IN PEOPLE

64

CONTRIBUTING TOWARDS ECONOMIC SUCCESS

68

MAKING EDUCATION BETTER FOR ALL

70

A GLOBAL NICHE IN HOSPITAL MANAGEMENT

76

REDEFINING EXCELLENCE

88

125 YEARS OF GROWTH WITH THE REGION

90

DISTRIBUTED:

FLYING LIKE A SULTAN

94

SOCIAL ENTREPRENEURS

107

GLS (Distribution and Logistics) DHL

DOMINATING THE EXPRESS DELIVERY SERVICE IN THE

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MIDDLE EAST

04

LARGEST HEALTHCARE

116

MODERN DAY HEROES

112

A BIT MORE THAN GIVING THE TIME OF DAY

126

LOCAL ARTISTS

130

ROLLS-ROYCE

134

AN INSIDE LOOK INTO HARLEY DAVIDSON

140

ONLY FOR ROYALS

142

A GOOD TIME FOR GOLFING

146

WELCOME TO PARADISE

150

RAS AL KHAIMAH: INDULGING IN THE ARABIAN SPIRIT

152

FINE DINNING: HAKKASAN ABU DHABI

156

DINING IN THE SKIES

158

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

ADVERTISING Janine Jolly jan@leadersme.com

ARTS DIRECTOR Muhammed Usman usman@leadersme.com

ONLINE EDITION Furkan Riaz furkan@leadersme.com

PRINTED: MASAR Printing and Publishing

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

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

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INDEX American University - 22 Professor Hassan Hamdan Al Alkim is a UAE national and received his Bachelor of Arts in political science from Seattle University, USA, in 1981 with magna cum laude. He joined the United Arab Emirates University (UAEU) in January 1982 as a teaching assistant before acquiring his PhD. He joined the University of Exeter, UK, for his graduate studies where he finished his Master of Arts and Doctorate of Philosophy in international relations in 1986. He became a faculty member September 1986.

QatarinToday

DEWA - 26 H.E. Saeed Mohammed Al Tayer, Dubai Electricity & Water Authority’s Managing Director & Chief Executive Officer, is focusing on driving growth and growth in the Emirate of Dubai. And has an overall experience of more than 30 years, in the field of telecommunication, energy and water. Al Tayer has led DEWA since 1992 and has been a key contributor to its ever-growing success.

Chamber of Commerce - 32

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H.E. Yousuf Al Nuaimi has over 37 years of banking experience with HSBC Group. Apart from serving as the Chairman of the Board of RAK Chamber and Industry, he is also the President of Ras Al Khaimah Reconciliation & Commercial Arbitration Centre, Board Member of Federal Chamber of Commerce and Member of the Programme Advisory Committee at Higher Colleges of Technology in Ras Al Khaimah.

RAKTDA - 36 Haitham Mattar, CEO of the Ras Al Khaimah Tourism Development Authority, was appointed in May 2015 to drive the economic growth of Ras Al Khaimah by positioning the emirate as a world-class destination for business and leisure tourism.With over 25 years of experience in global destination and hospitality management and marketing, Mattar has held senior roles with leading global brands including Marriott, InterContinental Hotels Group (IHG), and most recently Hilton Worldwide.

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54 Arc Middle East - 54 Nick Hodler has been CEO of Arc Middle East since August 2015. He oversees the production facility in Ras al Khaimah as well as Arc’s sales in the region, covering sub-Saharan Africa, Middle-East and the Indian Subcontinent. Prior to Arc, Nick managed sales in South-Eastern Europe for Firmenich, a leading Flavor and Fragrance manufacturer. He then joined the Boston Consulting Group, first in their Zurich and then in their New York offices.

CCM Consultancy - 64 As Managing Partner for CCM Consultancy, Edward Matti’s responsibilities put him in front of clients from all industries and with wide-spanning challenges. From effective talent management strategies to the design of complex progression models set to instil behavioural change, his team consults on end-toend solutions for their clients. CCM Consultancy focuses on aiding clients in building branded customer experiences, culture shifts and capability building.

RAK Bank - 88 Peter England became CEO of RAKBANK on 1st November 2013. Before joining RAKBANK, Mr. England spent seven years as the Head of Retail Banking at CIMB Bank Berhad – a subsidiary of CIMB Group and one of the largest banks in ASEAN – where he managed CIMB Bank Malaysia’s business lines for individual and small enterprise customers in Malaysia, Singapore, and Cambodia and worked on developing a wide range of conventional and Islamic products and services.

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RAK Customs - 68 Dr. Mohammed Abdulla Al Mehrezi currently serves as the Director General of the Customs Development in Ras Al-Khaimah. He holds a PhD in General Administration- emphasis added taxes- from the University of Canberra in Australia and a Master›s degree in literature from the University of Westminster in UAE. He previously served as General Director for Civil HR Services RAK, Director Chief of Staff Office GHQ, and Higher Education Director GHQ Armed Forces.

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editor MESSAGE

EDITOR’S NOTE This publication is dedicated to great men and women who have excelled in what they do, whether in business, politics, social change, as well as sports, culture and even culinary expertise.

The study of great Leaders is an old age phenomena. Till today we don’t fully understand what are the traits and ingredients that make someone an outlier. Malcom Gladwell argues on his book that if we want to understand how some people thrive, we should spend more time looking around them, the communities in which they were brought up, the circumstances that motivated them to be out of the norm.

We should also bring into this conversation the issue that values in societies have shifted over the years.

They change as time goes by, and in fact to certain people the concept of “success” could be measured in different ways.

No other region in the world has witnessed the impact “LEADERSHIP” has had, like in the Middle East. We have seen new cities raise from sand dunes, and societies collapsed over lack of vision.

These stories told, are of those who have contributed to society in positive ways, and that have influenced others in ways beyond the ordinary. We will pay special attention to young promising minds, who at the end of the day, are the ones shaping the future that awaits us.

Do you think we are headed in the right direction? Are we really setting up the foundations for building sustainable societies? Are we prioritizing on the things that need urgent attention? Well, these are some of my questions to our great LEADERS. I’ll be very happy to hear your comments, your suggestions, your ideas. Whether is to disagree with one of our articles, or to give us your outlook on some of the topics we raise on this publications. We are faced with many challenges that need a fresh and creative approach. One thing is for sure, you will only be judged by your line of thought and way of thinking; and that is not even up to us, but up to our readers.

We are Leaders and Thinkers of the Middle East.

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

08

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THIS ISSUE S LEADERS

Professor Hassan Hamdan Al Alkim

Edward Matti

Professor Hassan Hamdan Al Alkim is a UAE national and received his Bachelor of Arts in political science from Seattle University, USA, in 1981 with magna cum laude. He joined the United Arab Emirates University (UAEU) in January 1982 as a teaching assistant before acquiring his PhD.

As Managing Partner for CCM Consultancy, Edward Matti’s responsibilities put him in front of clients from all industries and with wide-spanning challenges. From effective talent management strategies to the design of complex progression models set to instil behavioural change, his team consults on end-to-end solutions for their clients.

CCM Consultancy focuses on aiding clients in building branded customer experiences, culture shifts and capability building.

H.E. Saeed Mohammed Al Tayer

Dr. Mohammed Abdulla Al Mehrezi

H.E. Saeed Mohammed Al Tayer, Dubai Electricity & Water Authority’s Managing Director & Chief Executive Officer, is focusing on driving growth and growth in the Emirate of Dubai. And has an overall experience of more than 30 years, in the field of telecommunication, energy and water.

Dr. Mohammed Abdulla Al Mehrezi currently serves as the Director General of the Customs Development in Ras Al-Khaimah. He holds a PhD in General Administration- emphasis added taxesfrom the University of Canberra in Australia and a Master›s degree in literature from the University of Westminster in UAE. He previously served as General Director for Civil HR Services RAK, Director Chief of Staff Office GHQ, and Higher Education Director GHQ Armed Forces.

H.E. Yousuf Al Nuaimi H.E. Yousuf Al Nuaimi has over 37 years of banking experience with HSBC Group. Apart from serving as the Chairman of the Board of RAK Chamber and Industry, he is also the President of Ras Al Khaimah Reconciliation & Commercial Arbitration Centre, Board Member of Federal Chamber of Commerce and Member of the Programme Advisory Committee at Higher Colleges of Technology in Ras Al Khaimah.

As General Manager of the hotel, Jeroen Elmendrop is mandated with directing the growth of the property across all facets – from operations to guest retention. He oversees over 400 associates, placing an emphasis on their training, learning and development. He has previously held senior executive roles within the hospitality industry where he focused on project management during the preopening of several five star hotels and resort.

Haitham Mattar

Peter England

Haitham Mattar, CEO of the Ras Al Khaimah Tourism Development Authority, was appointed in May 2015 to drive the economic growth of Ras Al Khaimah by positioning the emirate as a world-class destination for business and leisure tourism.With over 25 years of experience in global destination and hospitality management and marketing, Mattar has held senior roles with leading global brands including Marriott, InterContinental Hotels Group (IHG), and most recently Hilton Worldwide.

Peter England became CEO of RAKBANK on 1st November 2013. Before joining RAKBANK, Mr. England spent seven years as the Head of Retail Banking at CIMB Bank Berhad – a subsidiary of CIMB Group and one of the largest banks in ASEAN – where he managed CIMB Bank Malaysia’s business lines for individual and small enterprise customers in Malaysia, Singapore, and Cambodia and worked on developing a wide range of conventional and Islamic products and services.

Nick Hodler

Ambareen Musa

Nick Hodler has been CEO of Arc Middle East since August 2015. He oversees the production facility in Ras al Khaimah as well as Arc’s sales in the region, covering sub-Saharan Africa, Middle-East and the Indian Subcontinent. Prior to Arc, Nick managed sales in South-Eastern Europe for Firmenich, a leading Flavor and Fragrance manufacturer. He then joined the Boston Consulting Group, first in their Zurich and then in their New York offices.

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Jeroen Elmendrop

Originally from Mauritius, Ambareen Musa holds an undergraduate business degree from RMIT University in Melbourne, Australia. She started her first online business, a property portal for international students in Australia, at the age of 21. Moving to London in 2004 to work for GE’s financial arm, GE Money, Musa held various roles in marketing, financial literacy, customer advocacy, ecommerce and led the first online financial literacy initiative in the UK, Moneybasics.co.uk.

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Leaders & thinkers

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

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

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

Harry Truman

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

“Mr. Edison, please tell me what laboratory rules you want me to observe.” Edison: “There ain’t no rules around here.

We’re just trying to accomplish somep’n!”

Thomas Edison

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

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

Nelson Mandela

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

TS Eliot

THE 3 DECISIONS THAT MADE MANDELA A TRULY GREAT LEADER Nelson Mandela’s life story has long since become a legend, one that transcends borders, race, language, or culture. His leadership truly belongs to the world.

By Paul Schoemaker, Research Director, Wharton’s Mack Institute

I

t would be absurd--let alone disrespectful to Mandela’s achievements--to suggest that the issues you face as a business leader are as grave as apartheid, or that the stresses you encounter compare with his decades of imprisonment. Still, Mandela’s decisions at key points in his career do hold lessons for everyone who aspires to be a great leader. In my opinion, these three decisions especially stand out.

1985: Turning down Botha’s offer of conditional amnesty In a 1985 speech to the nation, pro-apartheid President F. W. Botha offered Mandela freedom if he renounced violence and other illegal activity. The President tried to shift the blame for imprisonment to Mandela himself: after all, he was now free to go, provided he would be law abiding. Mandela did not fall for this transparent ploy. Yes, he very much desired freedom after decades of hard labor and confinement in a small cell. But he also felt it would betray his principles, his leadership and the ANC’s long struggle. Here is how Mandela replied, in part, to President Botha’s disingenuous offer: “What freedom am I being offered while the organization of the people remains banned? What freedom am I being offered if I must ask permission to live in an urban area? Only free men can negotiate.

Prisoners cannot enter into contracts.”

Mandela turned down Botha and opted to stay in his cold, dark prison cell -- about 8 feet by 8 feet in size -- and was prepared to serve out the remainder of his life sentence. This strategic decision was enormously powerful, since it greatly elevated his position as the face of the ANC’s opposition, while also drawing attention to his enormous personal sacrifice.

1993: Finding a way to make peace in the wake of Chris Hani’s assassination The second strategic decision occurred shortly after Mandela became a free man but before he was elected President in 1994. The trigger was the 1993 assassination of Chris Hani, a popular black leader fighting for equal rights. Hani was shot in cold blood by a right-wing white extremist when stepping out of his car. The killer was identified by a white woman, who turned him in. The assassination ignited widespread fury and triggered huge demonstrations. Many blacks wanted revenge, and the atmosphere was ripe for looting, violence and mayhem. Recently out of prison, Mandela rose to the occasion and appealed for calm. Here is part of what he said:

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“Tonight, I am reaching out to every single South African, black and white, from the very depths of my being. A white man, full of prejudice and hate, came to our country and committed a deed so foul that our whole nation now teeters on the brink of disaster. A white woman, of Afrikaner origin, risked her life so that we may know and bring to justice, this assassin. The cold-blooded murder of Chris Hani has sent shock waves throughout the country and the world….. Now is the time for all South Africans to stand together against those who, from any quarter, wish to destroy what Chris Hani gave his life for - the freedom of all of us.”

1994: Refusing to stand for a second term as president His third strategic decision occurred after his election as president: He decided early in his first term not to stand for a second, although two were possible under the constitution. This was a remarkable gesture in a continent where leaders tend to seek maximum power (such as Robert Mugabe, president of Zimbabwe). Mandela knew that his speech would be watched by about a billion people on television around the world, and he wanted to signal clearly that he was pledged to democracy and that he represented all the people of his country, regardless of color. The most famous lines of this landmark speech are inscribed in stone on Robben Island. Here is part of what he said: “We have, at last, achieved our political emancipation. We pledge ourselves to liberate all our people from the continuing bondage of poverty, deprivation, suffering, gender and other discriminations.

Never, never and never again shall this beautiful land experience the oppression of one by another…. Mandela’s extraordinary achievement was to encourage racial harmony forgiveness without forgetting, power sharing, and a strong focus on the future, not the past. As a master of symbolism, Mandela supported his strategy by being magnanimous towards his former enemies. For example, in 1995, he visited the widow of the very man who was the main architect of the apartheid regime and in effect put him in prison (Prime Minister Hendrik Verwoerd). He rejoiced when the national rugby team Springboks won the world championship even though this team had been a symbol of racism and Afrikaner power for decades. He proudly wore the team’s shirt during the championship match, waved his hands in support and signaled to the world at large that he truly supported a rainbow nation. Such leadership is as precious as it is rare.

Mandela passed away December 5th, 2013 at the age of 95.

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TALKING ABOUT GENIUSES One of the world’s greatest innovators

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By Gordon Hunt

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ikola Tesla, one of the finest inventors ever and a key instigator of the modern age of electricity. Born in what’s now Croatia, Nikola Tesla is perhaps best known for being Thomas Edison’s arch rival and, while many colloquial history tellings credit the latter with pioneering the nascent electricity age, it is the former that we should credit as our true hero.

Having worked for Edison for a while in the 1880s, Tesla quit the company amid a payment dispute and the dawn of the current wars was upon us.

Edison, pioneering direct current (DC), suddenly had a genius competing against him, rather than working for him, and Tesla’s work commercialising alternating currents (AC) began. While DC could only send electricity one way, AC could send and receive, was cheaper and had a better brain behind it in Tesla.

This culminated in a battle to power the 1893 World’s Fair in Chicago, with Tesla’s AC winning the day, one of countless face-offs between the two men.

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immediately or over time. Indeed, many major inventions made by others at the time (telephone and X-ray for example) were already studied by Tesla, with some evidence pointing towards him getting there first.

His experimentation with electricity, producing both visual and powerful results, helped people study the field in greater detail.

He designed the first hydroelectric power plant in the late 1890s, with the Niagra Falls construction immediately powering Buffalo – subsequent facilities were set up to power the city, too.

Dying in 1943, Tesla’s life in the 20th century was one of constant financial strife as corporate powers, bureaucratic quirks and his own neglect of the business side of his inventions culminated in the life of a type of struggling artist.

At the turn of the century, for example, he partnered with JP Morgan to build Wardenclyffe laboratory in Shoreham, Long Island.

While not necessarily inventing some of the things credited to him – AC, for example, already existed – Tesla did pioneer key advancements across the board.

The facility included the ‘Tesla Tower’, which was a ramped up Tesla Coil – an electrical resonant transformer circuit he invented around 1891 – that he hoped would ultimately provide wireless power to his surroundings. After funding disputes, though, it all ended in tears.

The likes of lighting, X-ray, wireless power, radio, telephones, oscillators, remote control vehicles, motors, lasers, robotics and power generators are just some of fields Tesla’s mind revolutionised either

The full catalogue of Tesla’s achievements is documented excellently elsewhere on the internet, so, rather than waffling on, here’s a video of his 10 greatest inventions.

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97

EDITORIAL

THIS ISSUE COVER WOMAN IN ROYALTY Queen Rania of Jordan, the story of one of the most intriguing and vibrant women on the planet.

QUEEN RANIA JORDAN

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ania Al Yassin was born on August 31, 1970, in Kuwait to Palestinian parents. A doctor’s daughter, she grew up in a comfortable home on the West Bank alongside her two siblings. She received a thoroughly Western education, first at the New English School in Kuwait City and then at the American University in Cairo, where she graduated with a business degree. She applied this, first, to a banking career in Jordan and, later, to the information technology sector.

agendas and cultural taboos. This led to the launch, in 1998, of JRF’s Child Safety Program, which addresses the immediate needs of children at risk from abuse and initiated a long-term campaign to increase public awareness about violence against children. The deaths of two children in Amman as a result of child abuse in early 2009 led Queen Rania to call for an emergency meeting of government and non-government (including JRF) stakeholders to discuss where the system was failing.

In 1991 she moved to Amman, where her parents had settled after fleeing Kuwait along with hundreds of thousands of other Palestinians following the 1991 Gulf War. After a brief stint with international company Citibank, Rania took on a marketing position with Apple Computers.

Then, a chance outing with a new co-worker to a dinner party hosted

by Prince Abdullah’s sister in January 1993 changed Rania’s life forever.

In 2009, to celebrate the 10th anniversary of her husband’s accession to the throne, Queen Rania launched a community champion award (Ahel Al Himmeh) in March to highlight the accomplishments of groups and individuals who have helped their local communities.

It was there that the future queen first laid eyes on her prince. When their eyes met across the room, it was love at first sight and they were married just five months later. After marrying Prince Abdullah bin Al Hussein on June 10, 1993, they went on to have four children: Prince Hussein, Princess Iman, Princess Salma, and Prince Hashem.

Rania never expected to be queen, however. Although Abdullah II was the late King Hussein’s eldest son, his father changed the line of succession in favour of Abdullah’s uncle when the boy was just three years old.

On his deathbed in 1999, however, King Hussein unexpectedly named his son his successor.

Despite the unexpected change in her circumstances, the young queen has taken to her role and is now known as much for her progressive social and economic agenda as for her supermodel good looks. She has promoted the creation of child abuse counselling centres “There wasn’t even terminology for child abuse when I got involved,” she says and fought to end the controversial “honour killings”, murders committed by men punishing sisters or daughters who have “dishonoured” their family, often by violating social traditions.

In addition to being a wife and mother, Queen Rania works hard to lift the lives of Jordanians by supporting their endeavors and helping to create new opportunities for them.

Queen Rania’s first venture was the establishment of the Jordan River Foundation (JRF) in 1995. The Jordan River Children Program (JRCP) was developed by Queen Rania to place children’s welfare above political

Locally, she is committed to breathe new life into the public education system; empower communities and women especially through microfinance initiatives; protect children and families; and drive innovation, technology and entrepreneurship, especially amongst young people.

Queen Rania has stated that an essential aspect of education is to equip young people with the necessary skills to perform well in the workplace.

Rania has pushed for education reform, fighting for better school facilities and mandatory English language training. Her work and her efforts to improve the learning opportunities for children have been recognized at the highest levels, nationally, regionally and internationally. She is also an enthusiastic supporter of the micro-fund movement, which provides financial assistance to would-be entrepreneurs. And while some say she has overstepped her bounds, she continues to discuss formerly taboo topics. “The approach should be to talk about it, bring it to the surface not to sweep it under the rug,” she insists.

Queen Rania eventually turned to technology to advocate for her causes and to help dispel Western stereotypes about the supposed backwardness of the Middle East. In March 2008, she created her own YouTube channel aimed at engaging Western viewers in a discussion about their perceptions of the Arab world. Her first video post was viewed some 1.4 million times within days of its release. Perhaps befitting a former Apple employee, Queen Rania also has a Facebook page, an active Instagram account, her own website and more than 4.5 million followers on Twitter, where she describes herself as “a mum and a wife with a really cool day job.”

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For Queen Rania, part of that job involves sharing her own expertise to encourage innovation, entrepreneurship and an understanding of technology, particularly among Jordanian youth. Working with the Jordanian Ministry of Education she has established numerous initiatives to achieve these goals in her own country, while also taking a wider approach to advocate for education for young people around the world. Among these international endeavors are 1GOAL and the Global Campaign for Education and the United Nations’ Girl’s Education Initiatives, for which she serves as the honorary chair. She has also worked with the UN on its Sustainable Development Goals and with UNICEF in its efforts to provide aid to the children of the world.

have no access to financial services very small loans, sometimes as small as $100, in which they can start their own business. So a person can buy a few chickens in order to start an egg business or buy a sewing machine to start a tailoring business or some seeds to produce some agricultural products. And so it gives people the opportunity to turn a good idea into a job, an income-generating job.”

Yet despite these achievements and lofty goals, she has remained characteristically humble: “I just wake up and feel like a regular person,” Queen Rania writes on her site. “At the end of the day you are living your life for the people that you represent. It’s an honour and a privilege to have that chance to make a difference—a qualitative difference in people’s lives—and it’s my responsibility to make the most out of that opportunity.”

And, it seems, her husband would agree. “The king chose as a bride someone he considers an equal,” said Prince Zeid bin Raad, a childhood friend of Abdullah’s. “He listens to her ideas. They feed each other’s intellectual curiosity. They’re a perfect match, two people very comfortable together, who think along the same wavelength.”

Additionally, through her position on their boards, Her Majesty contributes to the work of the United Nations Fund and the World Economic Forum. She is the Eminent Advocate for UNICEF; and she was part of the UN appointed High Level Panel who advised on the shape and content of the Sustainable Development Goals, which aim to improve the lives of millions of people before 2030. An emissary for the United Nations’ International Year of Microcredit in 2005, Queen Rania’s belief in microfinance and her partnership with FINCA has generated more Jordanian micro-businesses, with the official opening of FINCA Jordan in February 2008.

“Microfinance is a stunningly simple idea of giving poor people who

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In September 2003, Queen Rania accepted an invitation to join the Board of Directors of the Foundation for International Community Assistance(FINCA), thus formalizing a relationship of support and advocacy, which began in 2000.

And while they have wealth most only dream of, Rania remains largely unaffected. She borrowed her sister-in-law’s $2 million tiara for her own ascension ceremony rather than splash out on an accessory she’ll rarely wear. And she regularly hops in her car alone often popping in a Lauryn Hill CD to make impromptu visits to sites of social and welfare projects.

She also makes sure there is plenty of quality time with her four children: Prince Hussein, Princess Iman, Princess Salma and Prince Hashem. “I make it a point and find comfort in tucking them into bed at night, reading them their favourite bedtime stories and reciting verses from the Koran to them as they sleep,” says this true woman of the new millennium.

“I’ve always believed that when you educate a girl you empower and nation.”

Internationally, Queen Rania is an advocate for tolerance, compassion and bridge building between people of all cultures and backgrounds.

Her efforts to simultaneously challenge stereotypes of Arabs and Muslims, and promote greater understanding and acceptance between people of all faiths and cultures, have won her global recognition.

Knight of Giving Award from Arab Giving Forum, UAE; the North South Prize by the North South Prize, Portugal; as well as the YouTube Visionary Award. Her Majesty authored several books primarily for children including the Sandwich Swap, which was inspired by her own childhood experiences.

In recognition of her work, Her Majesty has humbly accepted many awards, locally, regionally and globally. These include the Walther Rathenau Award from the Walther Rathenau Institute in Germany for her efforts to greater peace and understanding; the James C. Morgan Global Humanitarian Award from Tech Awards, USA; the Arab

Once a young, ordinary woman, Queen Rania now lives a fairy tale.

Swept off her feet by a prince and now a queen, Rania is set upon modernizing the world around her. Praised for her work in Jordan and her love for fashion and haute couture, Queen Rania is the image of the modern monarchy.

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interview one on one

PREPARING LEADERS OF TOMORROW We interviewed Prof. Al Alkim, president of the American University of Ras Al Khaimah

rofessor Hassan Hamdan Al Alkim is a UAE national and received his Bachelor of Arts in political science from Seattle University, USA, in 1981 with magna cum laude. He joined the United Arab Emirates University (UAEU) in January 1982 as a teaching assistant before acquiring his PhD. He joined the University of Exeter, UK, for his graduate studies where he finished his Master of Arts and Doctorate of Philosophy in international relations in 1986. He became a faculty member in September 1986.

Prof. Al Alkim has an extensive list of publications in both Arabic and English. His books include: The Foreign Policy of the United Arab Emirates (1989), The GCC States in an Unstable World: The Foreign Policy Dilemma of the Small States (1994), and The Dynamic of the

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Arab States Foreign Policy-Making in the Twenty-First Century (2011).

Prof. Al Alkim had previously served in a number of official positions before being appointed as the president of the American University of Ras Al Khaimah. These positions include chair of the RAK Research and Follow-Up Authority, the director-general of RAK Economic Development Department, chairman of the Department of Political Science, UAEU, and an advisor to the Ras Al Khaimah government.

The American University of Ras Al Khaimah (AURAK) is an independent, public, state-owned, non-profit, coeducational institution that offers undergraduate and graduate degrees. AURAK is an institution of higher education that provides comprehensive academic programs based on the North American model and the cultural characteristics of the Gulf region.

Its undergraduate programs combine a strong grounding in the major subject with a broad general education, and its graduate programs prepare students for the demands of professional life. Over the past three years, the University has developed new academic programs, attracted new faculty and staff, and significantly increased its student enrollment.

This rapid change has required an adaptable organizational structure to accommodate the effective and efficient delivery of programs and services.

Today, AURAK’s strategy is to focus its efforts on cultivating excellence within existing curricular offerings while improving policies and procedures across the institution. Student enrollment is projected to grow at an average annual rate of 35% over the next five years. It is also expected that, with an increasingly strong global economy, AURAK will capture the attention of educators, economists, business entrepreneurs and other professionals who want to take advantage of the programs and services the institution offers, meeting national and regional workforce needs and earning the University regional and global recognition.

Prof. Al Alkim, please share with us a brief history on American University of Ras Al Khaimah and the reasons behind its establishment.?

Interestingly, the University was inaugurated in 2005 as a branch of George Mason University, which is based in Virginia in the US. After the global financial meltdown however, they had to discontinue the operation and withdraw at the end of 2008. His Highness Sheikh Saud bin Saqr Al Qasimi, member of the Supreme Council and the Ruler of Ras Al Khaimah, then, in 2009, established the American University of Ras Al Khaimah in its place. The establishment of AURAK stems from the vision of His Highness Sheikh Saud, and the need for the development of the emirate. AURAK was established with the intention of becoming a leading academic institution in the region.

The American University of Ras Al Khaimah is a prestigious independent institution in Ras Al Khaimah. Why would you say students choose to study at AURAK? What are the university’s key strengths?

I believe students from around Ras Al Khaimah, and beyond, choose to study at AURAK for a number of reasons. Primarily, this is a progressive university with a burgeoning reputation. As a government-owned institution ensures a sustainable future, the University’s stability gives our students peace of mind; in the knowledge that they belong to a quality

institution and that their degree will be valuable in the job market. The institution and all of its programs are accredited by the UAE Ministry of Higher Education and Scientific Research.

AURAK has been ranked by QS as number 11 in the UAE, and within the top 60 universities of the Arab world. We expect that to continue.

In just two years we have climbed 150 places.

To further emphasize our quality, we are also currently in the process of gaining accreditation from a number of international bodies, such as ABET for our engineering programs. So far, we have received a very encouraging report for two of our programs, and we expect to gain the final approval by August 2016. We have already applied for a third program for next year. Our School of Business recently became a member of the AACSB, and we hope that the school will be fully accredited within three years.

On an institutional level, we are in the process of gaining institutional accreditation with SACSCOC, one of the main accrediting bodies in the US. This will represent a significant step forward for the University.

Furthermore, we have a world-class, vastly-experienced and highly-accomplished faculty. We are fortunate in the UAE in that we can attract top academics to come and live here.

They are keen to be linked to a strong institution such as AURAK, and for that reason, our research profile has grown tremendously.

Prof. Al Alkim, you first joined AURAK assuming a number of positions before being appointed as president in 2011. How would you describe the development that AURAK has witnessed since then? What have been your key strategic goals for the university?

Since I joined the University at the end of August, 2011, we have experienced tremendous growth. We went from offering only four academic programs, to having four schools offering a total of 22 programs. Four of those programs are master’s level, while the rest are undergraduate.

One of our main strategic goals has been to match our programs with the needs of the market. At the end of the day, students come here to increase their job prospects and employability, so that is something we have been focusing on. For that reason, the School of Engineering and School of Business are our two fastest-growing schools.

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At master’s level, the most popular program is in educational leadership, with teachers from all over the emirate of Ras Al Khaimah enrolling in the program. The introduction of this program has been a resounding success. We also pride ourselves in offering unique programs. We provide alternatives to students, not only in Ras Al Khaimah, but across the region. For example, we are one of the few universities that offers a degree in petroleum and chemical engineering.

Another one of our strategic goals is developing productive international partnerships with a range of high-quality institutions. This differentiates AURAK further, and provides our students with even more possibilities.

We recently signed an agreement with the University of Nebraska at Kearney, which will allow our students to go there to study hospitality and tourism. Again, with the growing tourism industry being one of Ras Al Khaimah’s pillars of development, this is program is highly relevant to the needs of the job market.

The American University of Ras Al Khaimah have just recently signed a memorandum of understanding (MoU) with the University of Dubai.

Tell us a little bit more about this collaboration? What are the aims that you wish to achieve through this newly formed partnership?

Well, we already had strong ties with the University of Dubai, so it formalizing our relationship was a logical step. For example, when we hosted the International Conference on Energy, Water and Environment Sciences, their president, Professor Eesa Bastaki was a keynote speaker.

The University of Dubai is an excellent institution and we feel that a strategic alliance will greatly benefit both sets of students.This collaboration supports the UAE Vision 2021 initiative, particularly in terms of further enriching its highly-educated and skilled workforce to address fundamental regional industry-relevant research problems.

The agreement states that we will work with the University of Dubai in key areas such as research and business development, human capital development and community services. In particular, the two institutions have agreed on academic collaboration between our respective schools of business, enabling us to offer a degree in business administration with a concentration in customs and logistics.

The UAE has placed education as a number one priority in its national agenda. How would you describe this moment in time that the UAE’s education sector is witnessing? What challenges do you see going forward?

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Despite the fact that the UAE is a relatively young country, it has managed to achieve a huge leap in terms of social development, with education as the nation’s main priority. Over the last 45 years, the number of schools and academic institutions have grown substantially.

Education in the UAE has been hugely successful, and the country is well on its way to achieving its goal of eradicating illiteracy and becoming an educational hub.

What does the future hold for AURAK and its students?

AURAK is going to continue improving and growing. We have a long term plan in place, which will see this University transform into one of the leading institutions of higher education in this region.

We have just had a comprehensive master plan approved by the Board of Trustees, which will see our campus and infrastructure developed. Just this year we opened a wonderful new building, which encompasses a gym, cafeteria, recreation center and auditorium, as well as a number of state-of-the-art classrooms and laboratories. Even though the summer is a relatively quiet period for us, the work on the campus continues.

As our student body continues to grow, the contract for two new accommodation buildings is being tendered, as well as a new mosque.

We are trying to link industry with academia through creating partnerships with companies such as Julphar, Stevin Rock, and RAK Bank. The latter is working with us on constructing a new School of Business. Our master plan involves individual buildings for all our schools and we hope to unveil new projects by next year. Needless to say, by increasing and improving our capacity, we plan to open more schools and offer even more programs. As I mentioned however, our main focus is finalizing our institutional accreditation with SACSCOC. Once that is achieved, we will really see this University launched into a new era of development.

“Over the past three years, the University has developed new academic programs, attracted new faculty and staff, and significantly increased its student enrollment.”

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interview one on one

BUILDING A BETTER & WISER FUTURE The story behind one of the best utilities in the world

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Saeed Mohammed Al Tayer, Dubai Electricity & Water Authority’s Managing Director & Chief Executive Officer, is focusing on driving growth and growth in the Emirate of Dubai. And has an overall experience of more than 30 years, in the field of telecommunication, energy and water. Al Tayer has led DEWA since 1992 and has been a key contributor to its ever-growing success. Under his leadership DEWA has seen exponential growth, and succeeded in transforming DEWA into a forward-looking, with state-of-the-art assets base and strong financial profile, he has launched a number of key business initiatives. Al Tayer has been in the forefront in localization, bringing focus to his innovative ideas and vision for building an empowered and fully independent business unit.

tee of the Emirates National Grid, Vice Chairman of Emirates Global Aluminum (EGA), and Chairman of Emirates Energy Award and Founder and Chairman of WETEX – the Water, Energy, Technology and Environment Exhibition among other representations.

Dubai Electricity and Water Authority (DEWA) was formed on 1 January, 1992, by a decree issued by the late Sheikh Maktoum bin Rashid Al Maktoum to merge Dubai Electricity Company and Dubai Water Department, which had been operating independently before then.

The late Sheikh Rashid bin Saeed Al Maktoum established both organizations in 1959. Dubai Government fully supported the Electricity Company and the Water Department to provide Dubai’s citizens and residents with a continuous and reliable supply of electricity and water.

He is the member of Government of Dubai’s Executive Council, Dubai’s Economic Council, Dubai Supreme Fiscal Committee, Chairman of the Dubai Infrastructure Committee, Chairman of Empower, Chairman of Dubai Nuclear Committee, Vice Chairman of the Dubai Supreme Council of Energy, member of the Higher Commit-

DEWA provide services today to more than 760,000 customers with a satisfaction rate that reached 94%. The UAE, represented by DEWA, has been ranked first in the Middle East and North Africa and fourth globally for the third consecutive year for getting electricity according to the World Bank’s Doing Business 2016 report.

What are some of the major achievements and milestones that DEWA has witnessed since its inception?

Dubai has made considerable advances since the formation of Dubai Electricity and Water Authority (DEWA) in 1992 as a result of the merger with Dubai Electricity Company and the Dubai Water Department, which had both been operating independently since then. Since then, DEWA has transformed the efficiency and reliability of its operations to deliver the best possible services to the citizens and residents of Dubai.

DEWA has made considerable achievements, ranking it as one of the best utilities in the world.

DEWA provide services today to more than 760,000 customers with a satisfaction rate that reached 94%.

One of our strongest achievements is the considerable improvement to DEWA’s water network, where water loss rates were initially 42.05% in 1988, today, it is 8.2% for 2015, the lowest in the world when compared with US companies that recorded 15%.

The efficiency of the network means that DEWA has some of the lowest network lines losses for its power transmission network, with 3.3% network line losses in 2015, when compared to US and EU utilities that have recorded 6-7% by comparison. DEWA has also launched three smart initiatives to support the Smart Dubai initiative to make Dubai the smartest city in the world. These are Shams Dubai, to encourage building owners to install photovoltaic (PV) solar panels to generate electricity.

The electricity generated is used inside the premises and the surplus is exported to DEWA’s grid. This encourages the use of renewable energy, increases its share in the energy mix, and diversifies energy sources. The Smart Applications and Meters initiative contributes to fast-service connection, fast response, and rationalising energy use. The Green Charger initiative establishes the infrastructure and electric vehicle charging stations. DEWA has established so far 100 charging stations.

To emphasise its commitment to sustainability, which is one of the main pillars of World Expo 2020 in Dubai, DEWA is working in line with the vision of HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, to host the best World Expo that the world has ever seen in Dubai. DEWA will contribute to achieving this by building world-class energy infrastructure that meets Dubai’s development demands. DEWA has launched a wide variety of initiatives in this regard, allocating more than AED 2.6 billion to boost water, electricity and renewable energy projects according to the highest international standards. This supports Dubai Expo’s theme of ‘Connecting Minds, Creating the Future’ and its three sub themes of sustainability, mobility and opportunity.

However, DEWA does not rest on its laurels and is working to achieve the Dubai Clean Energy Strategy 2050, launched by HH Sheikh Mohammed bin Rashid Al Maktoum, in November 2015, for a brighter sustainable future for Dubai, with a target for 75% of Dubai’s total pow-

er output to come from clean energy, for a zero-carbon footprint for the Emirate. This will be achieved through the Mohammed bin Rashid Al Maktoum Solar Park, which will be the largest single-site solar park of its kind in the world, which will eventually generate 1,000MW by 2020 and 5,000MW by 2030.

DEWA’s motto is ‘For Generations to come.’ What are some of DEWA’s most important initiatives demonstrate DEWA’s commitment to sustainability?

DEWA contributes to the Emirate’s sustainability by implementing large-scale energy projects, developing renewable and alternative energy sources, enhancing the efficiency and effectiveness of energy and water networks, launching awareness initiatives and programs to promote public awareness on the importance of the sensible use of natural resources, and instilling a culture of rationalisation in society.

DEWA supports Dubai’s strategy to reduce the carbon footprint of the Emirate and the UAE, contributing to mitigating the effects of global warming. DEWA sponsors conferences, events and national activities that focus on the environment and highlight innovative solutions in green development.

Another major achievement for DEWA is the Mohammed bin Rashid Al Maktoum Solar Park, the largest single-site solar park in the world. The park will promote sustainability and preserve the earth’s natural resources.

The electricity generated by the solar park will displace approximately 6.5 million tonnes of CO2 annually. The solar park won the Distinguished Technical Project category at the 18th Dubai Government Excellence Program Awards (DGEP). DEWA’s strategy involves moving from a carbon-intensive economy into a greener one, with the use of the Dubai Green Fund, which is worth USD 27 billion and encourages green investment and green growth. The fund also creates a platform for establishing new clean energy projects in the Emirate. The Green Zone will be established solely for green investments. Dubai remains firmly committed to these actions and that of the UAE to provide real value to the world.

In 2011, the Dubai Integrated Energy Strategy 2030 was developed to focus on energy security by diversifying the energy mix and decreasing our use of natural gas. It also focuses on reducing electricity and water demand by 30% by 2030, with a dedicated Demand Side Management Strategy, and the region’s first dedicated Carbon Abatement Strategy to reduce carbon emissions by 16% by 2020. The Dubai Clean Energy Strategy 2050 has revised the increase of clean energy supply so that by 2020, solar power will account for 7% of Dubai’s total power output, and by 2050 will be 75%.

DEWA has also launched three smart initiatives to support the Smart Dubai initiative of HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, to transform Dubai into the happiest and smartest city on Earth.

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The Shams Dubai initiative connects photovoltaic panels to buildings to export solar power to DEWA’s power grid. The Smart Applications initiative using smart meters and grids to enhance power and water monitoring and management, and the Green Charger initiative is building the infrastructure for electric vehicle charging stations.

As the Vice Chairman of Dubai Supreme Council of Energy, how would you describe this shift that Dubai has been witnessing from traditional to non-traditional sources of energy for the Emirate?

The UAE’s diverse economy offers a sustainable environment for growth and prosperity without having to rely solely on oil. The country has become an attractive environment for investment, as the ever-developing modern infrastructure never ceases to catch the eye of investors from around the world. Tourism and renewable energy are both major elements in the development of the UAE’s economy.

The UAE’s approach towards adopting and achieving the Sustainable Development Goals has resulted in the UAE becoming a main supporter of the United Nations’ move to tackle climate change.

How is DEWA aligned to the 2021 vision where Dubai has set a target for a 7% target for clean energy?

Dubai’s target for 2020 is to produce 7% of the Emirate’s total power output from solar power. We are already on track to produce this, with the first three phases of the Mohammed bin Rashid Al Maktoum Solar Park, which will generate 1,000MW by 2020 using photovoltaic technologies.

The park will eventually generate 5,000MW by 2030, which will make up 25% of Dubai’s total power output. The first phase is already generating 13MW, with the second phase due to be completed next year to generate 200MW. The third phase will generate 800MW. As already mentioned, this is just the start. Careful planning has been the basis for laying the foundations of tomorrow, as we are already looking beyond 2020 to 2050 to achieve the goal of our wise leadership that Dubai has a zero-carbon footprint by then on generating 75% of its total power output from clean energy. This planning and adherence to the vision of HH Sheikh Mohammed bin Rashid Al Maktoum, is at the heart of our efforts to build a better future, not just for the next few decades, but for generations to come.

Though still a young country, the UAE’s capabilities has made it an international role model for sustainable development and the development of clean energy resources.

Increasing dependence on clean energy resources has become a top priority for the post-oil future of the country as this will assure sustainable development, protect the environment, and provide infinite resources of energy and development. These are major factors for sustainable development.

As Dubai continues to position itself as a growing hub for trade and business in the region, what are DEWA’s plans ahead for providing good quality services to this ever-growing economy?

The plan for sustainable development comprises of three major factors, which include an economic element focused on achieving economic growth, a social element to achieve social justice and well-being, and an environmental element focused on preserving financial resources, biological resources, and the country’s various ecological systems to protect the environment, for generations to come.

DEWA is working to achieve this via a range of different initiative and projects in renewable energy, one of which is its Innovation Centre, and a Research & Development Centre that Specialises in clean energy technologies, drone research, 3D-printing technologies, and solar-powered desalination, with a total investment of AED 500 million.

One part of the Dubai Clean Energy Strategy 2050 is the formation of the Dubai Green Fund worth AED 100 billion, which will provide financial support with loans for clean energy investors in the Emirate at reduced interest rates. Another part is the formation of the Green Zone, a Free Trade Zone to encourage and develop the export and re-export of goods and services that support the green economy of Dubai.

The Dubai Clean Energy Strategy 2050 aims to reduce up to 6.5 million tonnes of carbon dioxide emissions per annum, the equivalent of planting about 100 million trees on a yearly basis.

DEWA is also working closely with the United Nations Development Programme to develop a Clean Development Mechanism (CDM) agreement, with the goal of reducing the Emirate’s greenhouse-gas emissions to levels matching those prior to the industrial development of Dubai.

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“The Dubai Clean Energy Strategy 2050 increased the clean energy supply so that by 2020, solar power will account for 7% of Dubai’s total power output, and by 2030, this will rise to 25%.”

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interview one on one

AN EYE FOR THE EXCEPTIONAL

Since its inception in 1948, Mövenpick Hotels & Resorts has exemplified the best as an internationally upscale hotel.

n his third appointment as general manager of a Mövenpick Hotel, Philip Jones has taken over the helm at the Mövenpick Hotel Jumeirah Beach in Dubai.

The Irish national’s previous track record in Dubai and senior experience with the upscale Swiss hospitality company made him the ideal choice for the role. He worked in the hospitality industry for more than 20 years, fulfilling rooms’ division assignments with independent hotels and international operators like The Ritz-Carlton Hotel Company.

His regional experience includes being Executive Assistant Manager at Madinat Jumeirah, and then Hotel Manager for Jumeirah Zabeel Saray in Dubai for three years. In January 2012, he joined the Mövenpick Hotel Hanoi in Vietnam as general manager. Two years later, Jones seized the opportunity to manage the Mövenpick Heritage Hotel Sentosa Singapore in the same capacity.

In his new role, Jones will oversee the management team at the Mövenpick Hotel Jumeirah Beach and will set strategic plans to achieve the hotel’s revenue, operating and environmental goals. Sustaining the tradition of personalized service and ensuring that the five-star hotel exemplifies Mövenpick brand values also fall under his remit.

Mövenpick Hotels & Resorts, an international upscale hotel management

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company with over 16,000 staff members, is represented in 24 countries with 83 hotels, resorts and Nile cruisers currently in operation.

Around 20 properties are planned or under construction, including those in Chiang Mai (Thailand), Bali (Indonesia) and Marrakech (Morocco).

Focusing on expanding within its core markets of Europe, Africa, the Middle East and Asia, Mövenpick Hotels & Resorts specialises in business and conference hotels, as well as holiday resorts, all reflecting a sense of place and respect for their local communities. Of Swiss heritage and with headquarters in central Switzerland (Baar), Mövenpick Hotels & Resorts is passionate about delivering premium service and culinary enjoyment – all with a personal touch. Committed to supporting sustainable environments, Mövenpick Hotels & Resorts has become the most Green Globe-certified hotel company in the world.

Mövenpick Hotel Jumeirah Beach has built a strong reputation in Dubai with award winning restaurant and venues. What makes Mövenpick Hotel Jumeirah Beach such an attractive destination for travellers?

Mövenpick Hotel Jumeirah Beach is located in the heart of one of Dubai’s most dynamic outdoor tourist destinations, The Walk at Jumeirah Beach Residence. Aside from the location and its proximity to the beach and other major attractions, I believe our hotel attracts many tourists through the power of our brand.

We have a rich history that dates back to 1948 and we are one of the only hotel brands that features home-grown Food & Beverage product lines such as; the Mövenpick ice-cream, Mövenpick coffee, Mövenpick jams, to name just a few. It is through such quality products that our guests see the physical manifestation of our company’s commitment to quality, reliability and care - all with a personal touch.

they all have different needs and expectations. The key to being able to meet their needs is to be able to exercise constant flexibility and take an individualised approach with everyone. So basically, the most exciting part of the job is the constant change. If you are bored, you are not doing it right!

Mr. Jones, you have been in hospitality industry for more than 20 years, marking your third stretch as the general manager of a Mövenpickbranded hotel. What are your current goals as the new general manager of the Mövenpick Hotel Jumeirah Beach, and how do you plan to achieve these goals?

Having worked around the world in various brands and in different locations, I have come to realise that the key goals in hotels rarely change. Typically every General Manager will focus on three main areas; to deliver exceptional financial results, to ensure employee satisfaction remains high and turnover stays low, which in turn should lead to highly engaged guests and help contribute to the first goal of exceptional financial results… and so the cycle would continue.

Specifically however, there is a structured system I have used for many years to achieve key objectives; the four disciplines of execution. This approach has always helped me and the team I work with remain focused and has provided the direction on key activities that can be influenced by us and are predictive of success.

With Dubai being a popular tourist destination, especially with the Expo 2020 coming into place, how do you think this will affect the hospitality industry particularly the Mövenpick hotels.

While Expo 2020 is an important event and will continue to position Dubai as a leading choice for global events, it is just one of the many drivers contributing to this destination success. We are very fortunate to see the continued development of multiple attractions and facilities such as Dubai Eye, Dubai Parks and Resorts, as well as the Dubai Canal. All of these developments together with Dubai’s best natural resource- year round sunshine; will continue to see Dubai remain one of the most popular tourist destinations in the region. This in turn will positively affect the overall hospitality industry, including Mövenpick Hotel Jumeirah Beach.

As of the general manager of an international upscale hotel, what is the personal touch that you would like to bring to this sector?

As the General Manager of Mövenpick Hotel Jumeirah Beach, it is my duty to enliven our corporate culture of Natural Enjoyment and ensure our employees feel continuously empowered to create unique moments for each and every guest.

Mr. Jones, describe your typical workweek as a hotel general manager.

What is the most exciting part of the job?

There is no such thing as a typical workweek for a hotel General Manager as every day is different. All our guests and colleagues are different and

“Mövenpick Hotels & Resorts is passionate about delivering premium service and culinary enjoyment – all with a personal touch.”

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interview one on one

BUILDING BRIDGES FOR BUSINESS

With Yousef Obaid Al Nuaimi, Chairman of Rak Chamber, on his insight into Ras Al Khaimah Economic Growth

r. H.E. Yousuf Al Nuaimi has over 37 years of banking experience with HSBC Group. Apart from serving as the Chairman of the Board of RAK Chamber and Industry, he is also the President of Ras Al Khaimah Reconciliation & Commercial Arbitration Centre, Board Member of Federal Chamber of Commerce and Member of the Programme Advisory Committee at Higher Colleges of Technology in Ras Al Khaimah.

RAK Chamber of Commerce & Industry is one of the oldest Chambers of Commerce in the country. It is also the second Chamber of Commerce established in the UAE when the late Sheikh Saqr Bin Mohammed Al Qasimi issued his Royal Decree for the establishment of this Chamber on 22 October 1967 to be a cornerstone for ideal regulation of commercial issues in the Emirate.

Over the past years, the Chamber has witnessed major developments, thanks to the comprehensive care extended to the economic movement

by H.H. Sheikh Khalifa Bin Zayed Bin Sultan Al Nahyan, President of the UAE, and thanks to the directives of H.H. Sheikh Saud Bin Saqr Al Qasimi, Ruler of Ras Al-Khaimah, and the follow-up by H.H. Sheikh Mohammed Bin Saud Al Qasimi, the Crown Prince of the Emirate, which was reflected on the upgraded work procedures in the Chamber›s

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departments and on the services provided to the Chamber’s members.

On the other hand, the Chamber was keen to establish Ras Al-Khaimah Exhibitions Center in 1997 with the purpose of supporting trade and industry and revitalizing all sectors through holding various exhibitions, which contributed to the economic development.

This in turn contributed to increasing the economic development ratios and enhancing the Emirate›s economic status. Also, the Chamber was keen to open a new hall for exhibitions in 2010 to respond to the requirements of economic development in the Emirate.

How would you describe this moment in time that Ras Al Khaimah is going through in terms of its economic development?

For decades, and specifically during H.H. Sheikh Saud’s time, immense changes have taken place in Ras Al Khaimah. While many destinations all over the world were and still are striving to strengthen and diversify their economies, Ras Al Khaimah has significantly capitalized on its core Tourism and Industry sectors, and is working on further acquiring expertise in many others. As non-oil based economy RAK has discovered opportunities and niches in vital sectors such as industry and manufacturing in addition to excelling at tourism which all combines to make a unique and rare blend.

RAK is earning a reputation in the field, validated by the UAE Ministry of Economy’s report for 1st quarter of 2016 where RAK is ranked 2nd, after Dubai, accounting for 30% of inward industrial investment registration into the UAE, thus superseding Sharjah and Abu Dhabi. We had more than 750,000 thousands visitors to the Emirate in 2015 and the plan is to increase the number to about 1.1 million visitors by end 2018. The transformation journey begun by exploiting the abundant economic alternatives for the depleting oil resources, namely: other plentiful resources, our human capital and the advantageous and strategic geographic position RAK is blessed with.

Today, Ras Al Khaimah can count more than 38,000 companies, of which 29,000 are registered with RAK Chamber alone, and amongst them national and international super brands in various sectors. In the first quarter of 2016 we saw a remarkable increase in international trade as 18,690 certificates of origin were issued by the Chamber for ‘made in RAK-UAE’ national exports. The vision of His Highness Sheikh Saud is to further position Ras Al Khaimah as a global destination for both business, residence and vacation, and we as government and private sector stakeholders are aligned to fulfilling this strategy and vision.

Would you say that Ras Al Khaimah is an easy place to do business in terms of opening up a company, the procedures, getting the licenses, etc.?

I think it is a must. If you want to do business you must make it easy for people otherwise there is no reason for them to come to you.

Nobody is going to leave their current location and come here unless they see a difference. Nowadays, a registration is processed within a very short time. RAK Chamber, RAK Economic Department, RAK FTZ, RAKIA and the Municipality are all under one roof, and are working together to alleviate administrative processes and learning from best practices and using latest technology to do so.

In 2016, RAK Chamber launched its first integrated services mobile applications that gives friendly and easy access to all our services including documents issuance, certification and ratification. Our customers are now able to process transactions wherever they might be with just one click. Our doors of our headquarters are open even during holidays, thus serving our customers easily and at their convenience at any point of time.

What type of sectors are you mostly interested in attracting? What kind of companies do you see have the biggest potential here?

Right now education and healthcare are our focus and we are doing whatever it takes to develop and sustain both as part of UAE’s and Ras Al Khaimah’s economic vision. We are setting up for a knowledge-based economy and doing our share in educating the business community by providing free training, workshops, seminars and economic events at our Chamber’s Training and Business Center. We are equally empowering our Emirati youngsters through entrepreneurship and giving them support through our RAK SME affiliated program that hosts start-ups and incubators, accompanying them throughout their

business venture journey. In addition, we are partnering with peer institutions (RAK Innovation Center, AURAK, RAK Free Trade Academic Zone, UK Trade Investment, AHK, German Center and many more) locally, regionally and internationally to exchange knowledge and best practices and expand our already large business network in the UAE and beyond. There are not sufficient RAKbased universities at the moment to meet the high demand, and attracting high quality educational institutions is part of our agenda. Healthcare is also a top priority. Specialized Medical Centers and more state-of-the-art health institutions and hospitals are part of RAK’s current infrastructural development and investment attraction plans.

Sheikh Saud in particular has put special attention onto these sectors of education and health; he wants Ras Al Khaimah to be an education hub. How would you describe his vision according to these two sectors?

As I said earlier, His Highness’s vision is to position Ras Al Khaimah as a global destination for business, living and vacation. With the influx of visitors and investors more infrastructural development is required. Ras Al Khaimah’s very competitive economic advantages and its affordable but premium lifestyle are attracting more and more people from all over the world. There are even people who work elsewhere in the UAE but have made their choice to live in RAK and commute to and from Dubai and other neighboring Emirates, so as to fully enjoy the lifestyle here.

His Highness Sheikh Saud is an economist of excellence, and his vision is to continuously upgrade quality of life in Ras Al Khaimah to meet with citizens’ and residents’ high expectations. A lot of work is being done to maintain the momentum of high-end visitors and investors, and keeping abreast with the consequent demand.

You are originally from Ras Al Khaimah; has this development that the emirate has witnessed also helped the people of Ras Al Khaimah in terms of their quality of life and in terms of new opportunities for business?

Definitely, the emirate of Ras Al Khaimah has evolved and developed as much as the UAE has. When we started the British Bank of the Middle East (HSBC), and established banking services in Ras Al Khaimah, it was merely a small tent. Now you can see how many malls, golf courses, hotels and top-class residential areas are there. Ras Al Khaimah is booming and being recognized as one of most high performing economies within MENA. With an average GDP growth rate of 8.8% between 20112015-, RAK has gained the confidence of the international business community and was recently reaffirmed a credit rating of A/A & A/A- respectively by Fitch Ratings and Standard & Poor’s. This all serves to demonstrate where we were, how we developed and where we are heading to. There are abundant business opportunities for investors in many sectors, notably technology infrastructure, product lines, retail, logistics, the maritime industry, aviation, airport infrastructure and many more. This profusion has impacted positively on our lives here, in terms of openness and inclusiveness, on our education and in enhancing our business acumen - although Ras Al Khaimah’s people have been recognized as excellent natural traders for over a thousand years. The learning curve is still there and always contributing with great effect.

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RAK EXHIBITION CENTER

Are the citizens in Ras Al Khaimah business-oriented type of people?

Being positioned adjacent to the Straits of Hormuz, and close to the Arabian Sea, Ras Al Khaimah and its people trading and sailing ever since the place was first settled as far as 7000 years back. The generations’ cumulative experience has been passed on, and this has certainly influenced the people’s mind and ease of doing business in many aspects. Things have completely changed here and trade has modernized. Ras Al Khaimah has become a harbor for many countries and a link between east and west in terms of re-export. With its stateof-the-art maritime facilities which include 5 ports, it has the ambition to perpetuate its trading traditions in a very modern fashion, and continuing to be a trade and business hub of choice.

Did you ever think back 3040- years ago that Ras Al Khaimah was going to develop the way it has?

Back then and even before that, the United Arab Emirates was born under our nation’s father the late Sheikh Zaid’s vision and leadership. At the time, he was most probably the one who knew more than anyone else about how our future would be shaped. Ras Al Khaimah is part of that dream come true, and we will continue that path and strive for the wealth and prosperity of our people and the nations of the world.

Are you optimistic about the future ahead for Ras Al Khaimah?

Of course I am! As mentioned earlier, Ras Al Khaimah is non-oil-based economy and which has been made a strong and potent force through creative industries. Back in 2009 - in the midst of the global economic crisis - RAK Economy witnessed a growth rate of 14% against all odds.

Our economy here is based on tangible assets, industrial activity and real value business. I believe it’s His Highness Sheikh Saud’s vision and its significant and well-known industries that have put RAK on the global map. This will continue and success is our ultimate goal.

Mr. Al Nuaimi, what would be your message to everybody looking at this special report about Ras Al Khaimah? What would you tell investors and the general public?

If they are looking for place where they can certainly have a very good

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return on investment, then I think Ras Al Khaimah is the best place for that. As I said earlier, Ras Al Khaimah has everything that it takes for a successful business and great lifestyle. His Highness Sheikh Saud’s instructions are to continue offering the best services and upgrading the quality of life in Ras Al Khaimah and we as government and private institutions are mobilized to achieve that objective. Welcome to Ras Al Khaimah.

global pERspectives

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

RETHINKING MIGRATION

BY IAN GOLDIN

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

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

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

Our cultural and political frontiers have gradually receded.

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

In the current period, “migration” is defined as cross-border movement, and it has come to be seen as something to be managed—a cost to be minimized rather than an opportunity to be embraced. My view is that it is a key driver of human and economic development and that our future will be strongly influenced by policies regarding migration.

How governments craft and coordinate migration policy will determine whether our collective future is defined by a more open and cosmopolitan global society or one that is unequal, partitioned, and less prosperous. Public debates about migration are limited by a lack of perspective of its historical role, contemporary impacts, and future prospects.

Let’s shift discussion on international mobility away from narrow national-level immigration debates, toward a more global view of migration. The terms “immigration” and “immigrant” can obscure more than they reveal, because they imply that people move once, permanently—from outside the country to inside when migration for the most part is temporary, repeated, or circular.

This perspective also ignores the dynamism of human movement:

Five Principles We propose five key principles that should guide engagement with migrants and migration by governments and international organizations: 1. Extend transnational rights.

2. Promote social and economic advancement for migrants.

3. Widen the umbrella of legal migration.

4. Combat xenophobia and migrant abuse.

5. Improve data collection.

A global migration agenda need not be advanced only by official agencies. It should also include businesses, labor unions, diaspora groups, religious communities, and civil society groups. These objectives reiterate recommendations made elsewhere, and there is particular resonance with some of the proposals made by the Global Commission on International Migration (GCIM).

Together, they touch on policy areas that require reform in the medium term if the ideal of freer movement will be achievable and sustainable in the long term.

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interview one on one

ALL EYES ON RAS AL KHAIMAH

The story behind Ras Al Khaimah’s booming tourism industry

aitham Mattar, CEO of the Ras Al Khaimah Tourism Development Authority, was appointed in May 2015 to drive the economic growth of Ras Al Khaimah by positioning the emirate as a world-class destination for business and leisure tourism.

With over 25 years of experience in global destination and hospitality management and marketing, Mattar has held senior roles with leading global brands including Marriott, InterContinental Hotels Group (IHG), and most recently Hilton Worldwide.

As Senior Vice President of Sales and Marketing for Hilton Worldwide, he was managing a 240+ strong team across the Middle East, Africa, Eastern Europe, Turkey and Russia and responsible for 126 trading properties with a further 100 in the pipeline, sharpening his aptitude in hospitality, travel and tourism.Mattar’s cross-continent experience and

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valuable global insights allow him to effectively lead Ras Al Khaimah’s destination growth strategy, through capturing existing and emerging source market movements and global tourism trends. Under Mattar’s leadership, Ras Al Khaimah is achieving continued growth in visitor numbers and netting a growing share of the global outbound tourism market.

The Ras Al Khaimah Tourism Development Authority (TDA) was established in May 2011 under the government of Ras Al Khaimah.

In order to achieve target growth of one million visitors by the end of 2018, the authority aims to develop the emirate’s tourism infrastructure and establish Ras Al Khaimah as a world-class destination for leisure and business travel, creating sustainable investment opportunities and enhancing the quality of life for its residents. In order to achieve its goals, the Ras Al Khaimah TDA has a government mandate to license,

regulate and monitor the emirate’s tourism and hospitality industry.

Al Khaimah boasts a rich culture and long-standing history, dating back 7,000 years, showcased by an array of archaeological sites and breathtaking natural vistas, from golden sand beaches, awe-inspiring terracotta dunes and a green belt of date palms to Jebel Jais, the highest mountain in the UAE. Ras Al Khaimah is a fast growing emirate filled with a very diversified landscape, amazing beaches and deserts.

What would you say is it that makes Ras Al Khaimah such an attractive place to visit? What are the aspects that make Ras Al Khaimah stand out?

Ras Al Khaimah is indeed one of the fastest growing emirates in terms of its tourism offering and number of visitors.

Just last year we’ve seen a 6 percent increase in visitor figures year-onyear compared to 2014. Recent occupancy rates in Q1 2016 have also increased in comparison to the same period last year (Q1 2015) by 17.7 percent.

These rising figures are representative of our thriving tourism offering across activities, events and hospitality, in addition to the authentic Arabian experience which our visitors can expect to enjoy on their trip.

The emirate is a perfect destination for all types of traveller – whether they are active adventurers, wellness seekers, or cultural explorers.

Ras Al Khaimah stands out because of its rich heritage and culture,dating back 7,000 years. The emirate boasts 18 fortifications and castles, the only emirate in the UAE to do so. Visitors can learn more about this rich history at the National Museum of Ras Al Khaimah, and they also have the opportunity to visit historic sites including the military tower Dhayah Fort and the abandoned village of Jazirat Al Hamra.

The emirate’s expansive and pristine beaches span across a 64km coastline, offering a relaxing getaway for those seeking a break. The stunning landscape doesn’t stop there though, as visitors can also enjoy a traditional Arabian safari on the stretches of terracotta deserts, and an

alternative but equally mesmerising backdrop of Jebel Jais. Unique to Ras Al Khaimah the mountain stands at 1,934m above sea level, and is the UAE’s tallest. It offers a number of activities across hiking, camping, cycling and driving, also playing host to a wide range of events such as the UAE’s first ‘GCC Hiking Challenge’.

The emirate offers a diverse range of hotels to suit all budgets, and our portfolio is rapidly growing thanks to the promising occupancy and RevPAR growth we have witnessed.

We plan to diversify our range of properties even further as we look to increase hotel accommodation by 3,600 rooms in the next two years.

Al Marjan Island – a major luxurious development for the island – also plans to increase its portfolio to 20 hotels by 2020. Finally, Ras al Khaimah is also emerging as a leading destination for events, with a fast growing events calendar, offering a diverse range of events that appeal to sports fans, families, trade and entertainment seekers. For example, just this year, we are hosting two big events for the first time – Destination Dawn, a 12-hour beach music festival in May; and the European Challenge Tour in October.

All these efforts are guided by our vision to attract one million visitors to the emirate by the end of 2018 – an ambitious target which we are well on track to achieve.

Ras Al Khaimah has witnessed an important inflow of investors investing in the hospitality industry over the last few years. Mr. Haitham, how attractive would you say is Ras Al Khaimah in terms of an investment destination?

The emirate provides huge opportunitity for investors, as demontrated by our recent partnerships and new developments. Major hotels, including Anantara and Marriott, are planning to open new properties in the emirate, with a number of other hotels planning to expand, having ecognised the investment opportunities which the emirate can provide.

Our three-year strategy has outlined the importance of investment, from both third parties and within Ras Al Khaimah Tourism Development

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Authority, in order to achieve ongoing success and to grow as a destination. We are constantly encouraging further investment and acommodation development, and ensure we have a strong presence at key events such as Arabian Hotel Investment Conference to engage with stakeholders and potential investors.

One of Ras Al Khaimah TDA’s aims is to position Ras Al Khaimah as a luxury destination for families, as well as attracting both business and leisure visitors. How far would you say has Ras Al Khaimah TDA gone in positioning the emirate of Ras Al Khaimah as a prime destination for these segments?

Ras Al Khaimah is a leading destination for not only luxury, family and business visitors, but also those looking for adventure, wellness and culture. Our three year strategy focuses on developing these key areas which are already thriving within the emirate and attract a number of visitors.

Active adventurers can take advantage of a variety of nature based activities available including climbing, watersports and horseriding, as well as enjoying a new range of activities which will open at Jebel Jais including the world’s largest zipline and a via ferrata. Additionally, Ras Al Khaimah caters for cultural explorers with its rich history and authentic Arabian traditions, and wellness seekers can enjoy a host of spas and the rejuvenating Khatt natural springs.

The emirate’s luxury offering is vast and the accommodation portfolio has increased to match a spurt in demand. The emirate is home to a number of luxurious properties including Banyan Tree (Beach Front and Al Wadi) and Waldorf Astoria, with plans for additional properties like Anantara and the a 5* camp on Jebel Jais in the pipeline. The new upscale Al Marjan Island development will also feature a number of 4* and 5* properties and beachfront activities. Our diverse offering has also attracted a large number of family visitors who take advantage of our wide range of family-friendly activities and resorts as well as those travelling to Ras Al Khaimah for business and leisure.

Mr. Haitham, it has been over a year since your appointment as CEO of RAK Tourism Development Authority. How would you describe your leadership style? What is your key focus for the upcoming years?

Since my appointment in May 2015, I have worked very hard with my team to develop our three year strategy which revolves around diversifying our source markets to attract an increasing number of

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tourists from around the world. The team within Ras Al Khaimah Tourism Development Authority has expanded substantially, with dedicated departments, all working towards the same goal of growing our tourism offering and visitors.

We have invested a lot in marketing, strategic alliances, and infrastructure as we believe these are imperative to the growth of the emirate. This year we are reinforcing our dedication to promoting Ras Al Khaimah as a leading tourism destination. Research has also played an integral role in shaping and setting the foundations for our strategy, so we have dedicated a slice of our investment into keeping this up-to-date to ensure we are meeting traveller needs.

Over the next year, we plan to further develop strategic partnerships to bolster those we have already established including Ctrip (China), Cox & Kings (India), Air India Express and Qatar Airways. These partnerships are also important to ensure the emirate is accessible and existing and emerging source markets are exposed to the offering which it promises. We also plan to redevelop key tourism sites, as well as grow our events portfoilio to offer an even wider range to visitors on an international level.

Looking ahead to 2016 and beyond, what is your outlook for the future of the emirate for the next 10 years? How is Ras Al Khaimah Tourism Development Authority aligned with Ras Al Khaimah’s strategic 2018 goal for the emirate?

We have worked hard to ensure that our newly devised three-year strategy for 2019 generates optimal results which can be reviewed and further built upon in the following years, allowing us to achieve sustainable growth over the next ten years. Our priority focus remains the same throughout – to provide a diverse offering to our visitors seeking an authentic Arabian experience.

Ras Al Khaimah TDA is closely aligned with the government’s overall vision and strategic goals for the emirate’s growth. While our key focus is to educate travellers on the emirate’s tourism offering and increase the number of visitors, we also look at ways in which to engage with residents and ensure they are aware of the strides we are making in positioning Ras Al Khaimah as a leading tourism destination. Ras Al Khaimah is also looking to increase investment into the emirate and we are keenly supporting this goal from a hospitality perspective with several new hotels scheduled to open in the coming years.

Come home to a truly Polynesian experience in Ras Al Khaimah.

Home of the Original Mai-TaiŽ Trader Vic’s Mai Tai Lounge is located at Hilton Al Hamra Beach & Golf Resort Vienna St, Al Jazirah Al Hamra, Ras Al Khaimah, UAE T: +971 (0)7 204 2393 | E: rktah.maitai@hilton.com www.mtlrak.com

interview one on one

PIONEERING AHEAD

The story of Ambareen Musa, Founder & CEO of Souqalmal.com, the first independent comparison website in the Middle East.

riginally from Mauritius, Ambareen Musa holds an undergraduate business degree from RMIT University in Melbourne, Australia. She started her first online business, a property portal for international students in Australia, at the age of 21. Moving to London in 2004 to work for GE’s financial arm, GE Money, Musa held various roles in marketing, financial literacy, customer advocacy, ecommerce and led the first online financial literacy initiative in the UK, Moneybasics.co.uk.

Moving to the UAE in 2008, Musa worked as a consultant for Bain & Company Middle East, focusing on financial services projects such as growth strategies for banks in the region. She went on to set up the consulting arm of MasterCard Middle East and Africa, where she stayed for two years before founding Souqalmal.com in 2012. Musa holds an MBA from INSEAD and is the co-author of Entrepreneurial Opportunities On The Internet.

Souqalmal.com is the #1 financial and insurance comparison site in UAE and KSA allowing users to compare retail banking products like credit cards, loans, accounts, insurance and education products. Conceptualized as a highly transparent marketplace with more than 800,000 visits a month, Souqalmal. com is designed to empower consumers to make the right choice by bringing together on one convenient platform all the latest details on more than 3,200 retail banking, insurance and education

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products offered by various providers in the UAE and Saudi Arabia (KSA).

Mrs. Musa, please share with us a bit about your journey that led you to found Souqalmal. com? How did it all start?

When I first moved to the UAE, it was very difficult for me to figure out the personal finance options I had. Over time, it became clear to me that there was a gap in the market for users like myself and banks as well. The market needed a platform where banks could reach out to customers instead of cold calling them and customers needed a place to compare all their personal finance options. After working for two years at Bain & Company Middle East and two more at MasterCard, Souqalmal.com was born in 2012.

The concept was to create a platform which allows an increased level of transparency to the banking industry in UAE , but more importantly to promote a level of financial literacy never seen before. Today the site boasts more than 800,000 visits a month with 30% of the traffic going to our Money Doctor section where you can find answers to all the questions you may have about your personal finance and living in the UAE from how to open a bank account to what to look out for when purchasing your car insurance. The UAE is an expat driven market and we all come from different parts of the world, different cultures and more importantly are used to different banking standards.

“Souqalmal.com provides users the opportunity to evaluate all their choices before taking any short or long-term decisions.”

You once said, “The three attributes to success are perseverance, passion and patience.” How challenging was it growing your company to what it is today?

Setting up your own business isn’t an easy job and then growing it to its full potential is even tougher. To face the challenges ahead and be profitable, startups need the right funding, leadership and team. But being able to find the right blend of these attributes is a challenge in itself. As a founder, I always had to be prepared to wear multiple hats and handle processes within marketing, IT, accounting and even admin.

The satisfaction of now looking at what we have built with a team over 30 is unreal - it is an amazing feeling to have been able to put together a team that share your passion and hunger for success.

The one attribute that was critical in a business like souqalmal.com to be successful is the in-depth knowledge of financial products. This level of knowledge brought credibility to the business as we make it a point to help users understand the level of debt they might be in and to watch out for things when making decisions about their finances.

At what period of financial planning should an individual visit Souqalmal.com?

It’s never too early for financial planning, no matter what stage of life you’re in. For example, on Souqalmal.com, we have listed multiple children savings account which parents can use to start saving for their child from an early stage. Before taking any financial decision, always compare your options. Find out what’s out there in the market and look for financial products, which suit your needs. Check out fees or hidden charges involved, calculate repayments, and get more information on any benefits or rewards. We have laid out the be aware list on each product for users to know what to watch out for.

Souqalmal.com provides users the opportunity to evaluate all their choices before taking any short or long-term decision. They can narrow their search through filters, which includes salary brackets, rates and conventional and Islamic products. Also, many expats who move to the UAE often overlook essential information assuming it will be the same as their country of origin. That is why the Money Doctor gives users the ability to get information on how banks work, how to manage their finances and what to watch out for. Our users new to the country have also found it a great resource before and after they have arrived.

We have a full expat guide on the site where they can find everything about living in the UAE . Also, we have recently launched our car insurance aggregator where users can get quotes in less than 60 seconds and buy their policy online in 60 minutes.

In a survey conducted by Souqalmal.com 66% of UAE respondents say that there is a need for better banking standards. Mrs. Musa, do you believe banks are able to cope with the rise in customer expectations?

The NPS survey assesses the overall banking experience of respondents in UAE and KSA. Even though the results show that there was a need for better banking standards, compared to results from the previous years, consumer satisfaction is on the rise. The percentage of respondents who would recommend their bank has gone up by 27% from 2014, showing that banks are working towards increasing customer satisfaction. If banks continue to improve customer service experience, branch and ATM network, better product offering and move towards digitization, they can improve level of satisfaction as only a happy customer is likely to stick around and recommend their bank to others.

Let’s not forget that we are an expat population from over 40 different countries with many languages and cultures and more importantly different level of financial literacy and customer service expectations.

What we have heard from our users, is their request to have the basics right – such as their transfers, the recognition of their language at ATM machines and the ability for call center representatives to answer questions about products, etc. Souqalmal.com was launched in May 2012 and has since established itself as the leading financial comparison website in the Middle East.

What is your strategy for growth going forward? Are there any plans to further expand within the region?

We believe in a focused growth strategy. We expanded into KSA in September 2015 and have registered 100,000 members in just a few months. We can see there is significant need for what we offer in Saudi Arabia. In terms of verticals, we have recently launched the biggest online car insurance aggregator in UAE allowing users to get real time quotes in less than 60 seconds and have their policy issued to them in 60 minutes . In the next few years, our plan is to be in every country across the MENA region.

What would be your advice to current and aspiring entrepreneurs?

Following your gut feel is very important. Do back it up with numbers and data before making your next move, but if something does not feel right, it probably isn’t. Your team is your biggest asset so find people that share your vision; the hunger for success and more importantly are committed to the business. These are characteristics that are very hard to find in one person, so when you find them, nurture them and make them feel part of your business. Surround yourself with the right people and focus on your product.

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ENTrepreneurship

THE UNCONVENTIONAL HABITS OF TRANSFORMATIONAL LEADERS Lessons from two Russian CEOs on turning stumbling state companies into global success stories.

STANISLAV SHEKSHNIA

n February 2012, The Economist reported that Russia’s state-owned Sberbank had become one of the best performing corporate stocks in a decade. Every $100 invested in the company in 2002, was worth $3,700 in 2012. Sberbank came second only to Apple, which for every $100 invested in 2002, was then worth $4,000. Although Sberbank’s stock declined following economic sanctions against Russia the bank continued to grow and will report record profits for 2015 despite a deep recession in the country.

At the same time, Aeroflot, former Soviet airline- monopoly, was on a new flight path to global renown. In just five years (2009-2014) it increased passenger turnover from 8 to 21 million a year. Its revenue rose from $2.8 billion to $7 billion and its net income from $122 million to $281 million. Aeroflot won a number of European rewards for the quality of service and safety.

Both companies were notorious for poor service, obsolescence and their uncompetitive Soviet mentalities before their spectacular turnarounds.

The rapid transformation of these companies was largely driven by two super-ambitious CEOs – German Gref (Sberbank) and Vitaly Vasiliev (Aeroflot), who approach business in a similar way, share a number of personal traits and even have the same favorite book; “A Complaint is a Gift”, by Janelle Barlow. They epitomise what I call ‘athletic leadership’ and prove that even State-owned companies could become agile, learning and high- performing organisations.

The Champions Both German Gref and Vitaly Saveliev are fanatics of fitness and sport – Gref runs five miles every morning and plays basketball with his team every week; Saveliev plays tennis, swims and works out in the gym. It’s the athletes’ mentality that makes the two leaders special.

When Gref became Sberbank CEO in 2007, the bank had $200 billion in assets and hefty profits, but faced no challenger in Russia despite being a huge clumsy machine with notoriously poor service. Gref was not

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under pressure to implement changes, but making Sberbank one of the world’s leading financial institutions became his goal and he developed a super-ambitious five-year strategy to achieve it.

When most of the goals were achieved, he challenged management with more ambitious ones. According to one of his deputies ”Gref acts like an Olympic champion, he does not care about any other place, but the first one. Every day we have to make progress. He comes with a goal and I say to myself: ’It’s impossible, but then we start working and in a couple of months I see that we are going to make it.’”

After fixing fundamentals at Aeroflot which was in dire shape in 2009, Vitaly Saveliev set his sights even higher. Having confessed to us for our case study on the company’s turnaround that before his appointment as CEO he’d always avoided flying Aeroflot, he now wanted to make Aeroflot one of Europe’s top carriers in customer experience, market share and profitability. When asked “How would an industry novice do it?”

Saveliev did not hesitate to answer: “I will learn from the best”.

The eternal students Both champions had no industry background. Although Gref had been Sberbank board member and Saveliev flew dozens of airlines as a passenger, it was not enough. Immediately after becoming CEOs they threw themselves headlong into learning the nuts and bolts of their operations and instill learning cultures in their companies.

During his first six months, Saveliev and his team spent four hours every Saturday listening to strategy consultants from Bain and McKinsey and learning the foundations of civil aviation. Saveliev says a number of initiatives came out of these sessions, such as the significant flight weight of newspapers and magazines, which cost the airline extra fuel. By subsequently limiting magazine choice, Aeroflot saved $17 million a year.

Bain also helped plug the problem of passengers upgrading their service class with bribes to stewards. The Saturday workshops confirmed in Saveliev’s mind that the airline business is a service business.

He soon created the position of Vice President for customer service, reporting directly to him. They then set about changing the aspects of the service that had a huge impact on perceptions of the airline: inflight staff training, uniforms and in-flight food. Aeroflot sent in-flight staff to the Singapore Airlines training academy, redesigned its uniforms and changed key aspects of the food and beverage service. They started serving Chivas instead of Moldovian brandy and introduced Russian ice cream. Years later, Aeroflot’s uniform would be voted the most stylish in a passenger survey by Skyscanner. Aeroflot also went on to win a Skytrax award for “most improved in-flight service”.

Gref learns from multiple sources – seasoned industry executives, management gurus, books, fellow CEOs from other companies, Sberbank employees and customers. He introduced a practice of all senior executives, including the CEO, spending a day every month servicing customers at a Sberbank branch. Gref created Sberbank’s Corporate Library, which contains not only business literature but books about improving personal relationships or health. Rumors say that he reads them all and regularly tests other Sberbank employees on whether they do the same.

A learning fanatic, Gref was also a great fan of lean production, a management philosophy derived from Toyota, and created “Sberbank Production System” and sent executives to Toyota factories in Japan to learn firsthand. Today there four lean laboratories at Sberbank educating employees who later become agents of lean change in the organisation.

It was by listening to customers that Sberbank also upped its game. An entire complaint and claim management process was built from scratch, while service quality indicators were added into the motivation system for certain employee categories. Technological enhancements sped up branch interactions and staggered lunch breaks kept branches open with immediate positive feedback from customers. Queues were soon reduced by 35 percent and retail sales increased 2.5 times.

The team captains Both Gref and Saveliev understand that it is not possible to build firstclass organisations alone and surrounded themselves with determined and capable executives. However, the leader-team dynamics at their companies do not fully correspond to the popular recipes of EQ-based inclusive and enabling leadership. Continuing with a sports analogy they are demanding captains of their teams rather than wise coaches.

Their focus is on the game – the business - rather than on people with whom they play. They set the goal and invite others to work together to achieve it. They are great at challenging their executives and less skillful at supporting or mentoring them. Shamil Kurmashov, Aeroflot’s VP:

“Saveliev is tough, he likes to say “I am a composer – you are performers”, but he is always concentrated, never late, loves structure and he delivers”.

They provide high degrees of autonomy for their followers, but interfere when things go wrong. Saveliev describes his leadership as ‘democraticauthoritarian’: “I manage by variances. If I don’t see negative variances – I sit still. If something goes wrong I dive in. A General Manager should create a team, allocate roles and let people work. I learned it both from books and my own experience.”

Both leaders look for competency in their hires but fire those with bad attitudes. Gref let go a few members of his team when he felt they became too complacent or even overweight. Athletic leaders test newcomers intensely and let them run on their own when the latter have proved themselves. They reward their teams efficiently, but do not tolerate any dissent.

Both Sberbank and Aeroflot executives admit how challenging it is to work for their leaders who require full dedication, high performance, constant learning and offer little traditional help in terms of constructive feedback or formal mentoring. However, the leaders do two things that make working for them an exciting experience.

First, they invite team members on a unique journey, offering the opportunity to participate in building and operating world-class organisations and they provide adequate resources for that. One member of Sberbank’s board said, “I did not think I would ever work for Sberbank, but when I met with Gref and he shared his plans to build a leading financial institution, I jumped on the opportunity”.

Second, Gref and Saveliev serve as leadership role models for their executives. They may not do much formal mentoring, but day after day they demonstrate what effective leadership is about. According to Oleg Smirnov, head of Sberbank in Moscow: “Working for Gref is like attending a top business school. This experience has made me a very different manager.”

“Athletic leaders” have a winning spirit which translates into strong ambition for the companies they lead. Gref said, “my motivation was simple – I wanted to demonstrate that a large state-owned Russian company could become world-class”. Saveliev said he works to “make sure the innovation spirit is preserved when I am gone and I find myself proudly flying Aeroflot.”

Combined with high energy and an unquenchable thirst for knowledge, this ambition has so far created powerful organisational momentum and delivered remarkable business results for both. As for their next big challenges, both leaders say they are preparing their successors, but is it possible for an active super-star player to groom another? Time will tell.

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interview one on one

WHERE INNOVATION MEETS QUALITY

Jeroen Elmendorp, General Manager of The Address Dubai Marina, brings with him over 20 years of international experience in the hospitality industry.

s General Manager of the hotel, Jeroen is mandated with directing the growth of the property across all facets – from operations to guest retention. He oversees over 400 associates, placing an emphasis on their training, learning and development.

He has previously held senior executive roles within the hospitality industry where he focused on project management during the pre-opening of several five star hotels and resort as well as driving operational leadership excellence in all areas of the business units after opening. He also successfully launched and managed the major rebranding of several leading hotels.

Easily accessible from Dubai International Airport, Al Maktoum International Airport, and Abu Dhabi International Airport, the hotel is within close distance of Dubai Media City, Dubai Internet City, Knowledge Village and Jebel Ali Free Zone, some of the largest business hubs of the region. It is also conveniently located within close proximity of the Dubai Metro station and the Dubai Tram.

A highly motivated individual with vast knowledge of the UAE market and a constant drive for success, his strong interpersonal and relationship building skills and proven track record of managing international and culturally diverse teams make him versatile player who can work in many geographical regions.

As one of the youngest additions to Emaar’s Hospitality Group, The Address Dubai Marina has outperformed expectations since it’s opening. Please tell us a little bit about this journey since you started operations.?

Although I am fairly new to The Address Dubai Marina, my experience in the hospitality industry spans over 25 years with a number of renowned hotel chains in France, Mauritius, UK and India. This eclectic background underlines my expertise and passion for learning about different cultures and the hospitality industry.

Opened in October 2009 by Emaar Hospitality Group under the umbrella of The Address Hotels + Resorts, The Address Dubai Marina overlooks

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one of the largest marinas in the region, and is set in a prime location in Dubai Marina, a popular lifestyle district by Emaar Properties. The hotel is a modern business and leisure destination with access to the entertainment and other lifestyle components of Dubai Marina.

At The Address Dubai Marina, my main responsibility is overlooking the operations of the entire hotel. With help from the team, we develop and plan cutting edge strategies to drive business ensuring that our visitors get the best out of their stay.

The continuous introduction of innovative ideas and fresh concepts coupled with quality service will consistently add value to The Address Dubai Marina. Whether we launch a new dinner concept at one of the most popular restaurants in Dubai, Mazina, or add state-of-the-art fitness equipment to the Fitness Centre we aim to provide impeccable experiences throughout.

Our goals are to provide guests with the ultimate lifestyle experience; retain guest and staff loyalty; and uphold our commitment to provide world-class food and beverage experiences that are synonymous with The Address Dubai Marina.

What is the type of clients that choose to stay at the Address Dubai Marina? Why do they choose to stay here?

The Address Dubai Marina has the unique distinction of catering to both business and leisure guests. In addition to the luxurious in-room amenities, holidaymakers can pamper themselves at The Spa, and also relax at a choice of four restaurants and lounges. The all-day dining restaurant Mazina offers a friendly and comfortable environment where guests can enjoy breakfast, lunch and dinner and also features an outdoor terrace for al fresco dining.

“The Address hotel is a modern business and leisure destination with access to the entertainment and other lifestyle components of Dubai Marina.”

Kambaa, with direct access to Dubai Marina Mall, is a chic lobby lounge offering light refreshments. Shades, located on the 4th floor, is an outdoor dining restaurant with a terrace where Casual al fresco meals are available day and night overlooking the stunning Dubai Marina. Blends is The Address Dubai Marina’s nightspot for leisure seekers and vintage connoisseur.

For business guests, apart from the largest ballroom in Dubai Marina, the hotel offers 22 additional meeting rooms– each room offers natural daylight and stunning view of the Marina. All are equipped with advanced IT systems, complemented with highly skilled and dedicated associates.

A spacious pre-function ballroom foyer provides an outdoor terrace for guests to enjoy the views. A Conference Concierge and state-of-the-art Business Lounge are available to host flawless events.

This year has seen a number of important hospitality brands open it’s doors in Dubai. How has this affected your operations?

The key is to be innovative and surprise guests through exceptional service and lifestyle experiences. With new concepts being introduced it is crucial to set refreshingly different standards that cater to all guests – whether for business or leisure.

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We are committed to the continuous introduction of innovative ideas and fresh concepts coupled with quality service that add value to The Address Dubai Marina.

offering high levels of service at our property with attention to detail in order to position The Address Dubai Marina as a modern destination at the top-end of the luxury lifestyle market.

For example, The Address Dubai Marina has an unparalleled ballroom that is ideal for events including conferences and networking functions.

Constellation Ballroom can accommodate up to 1000 guests, and its foyer allows guests to network and recharge with deliciously creative food and beverages.

What are the three words that describe you as a Leader, GM for this hotel?

Driven, dedicated and energetic

Further defining our credentials in connecting with the needs of our guests, we have invested significantly in the latest technology to offer smart choices that add to their convenience. We are at the forefront in embracing digital technology across all touch-points and this will continue to be a focus.

What are the most important elements needed when running a 5 star hotel?

You definitely need to be a ‘people person’ as you must interact with guests or associates. You also need to be curious and know what is happening around you in terms of products, technology and trends. You must also have entrepreneurial abilities and be good at finance.

It is important to appeal to the modern generation of travellers, who have unique outlooks on how they envision their ‘home away from home’. By effectively observing changing trends in the industry, we aim to be one of the most sought-after hotel in the city.

How important would you say is for Dubai to have won the bid to host the expo 2020?

Winning the bid to host the Expo 2020 Dubai has energized the economy with several ambitious infrastructure projects ongoing. It will also boost the hospitality sector with an estimated 25 million visitors to arrive in the city during the six-month period of the Expo.

What is your personal touch you like to bring into this organization?

My extensive experience in city hotels and resorts around the world has instilled a strong understanding of the industry in me. I’m focused on 46

“Our goals are to provide guests with the ultimate lifestyle experience; retain guest and staff loyalty.”

Meher, Fashion Designer

Meher, visualising retiring young enough to enjoy it.

If you can visualise it, we can help you get there.

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To learn more call 800 2030 or visit any ADCB branch. adcb.com/ambition

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leaders & thinkers

LINCOLN, EDISON AND EINSTEIN ON INNOVATION

BY LORENZO JOORIS. EDITOR IN CHIEF LEADERS & THINKERS OF THE MIDDLE EAST

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

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

as the key ingredient in economic development, education and human resource development policies require rethinking. The fast pace of change, an ever developing information age, is bringing a new paradigm on how nations encourage and promote innovation and creativity. Human capital theory views education and training as an investment that can yield social and private returns through increased knowledge and skills for economic development and social progress. The economic argument in favor of knowledge-based education and training is linked to the perceived need of the global economy. It is based on the assumption that economic growth and development are knowledge driven and human capital dependent.

Successful innovation requires an abundance of talent and an environment to support it. Few students emerge from secondary or tertiary education with a strong appreciation of the value of innovation in commerce and its contribution to building economic wealth. Employers also cite the general dearth of graduates across many disciplines with the requisite knowledge, skills and attitudes for taking innovative approaches to problem solving.

A kid entering the schooling system today will graduate in the year 2024.

The top ten in demand jobs in 2012 - Did not exist in 2005. We are currently preparing kids at school for jobs that don’t yet exist. Albert Einstein on Crises “Let‘s not pretend that things will change if we keep doing the same things. A crisis can be a real blessing to any person, to any nation. For all crises bring progress. Creativity is born from anguish, just like the day is born form the dark night. It‘s in crisis that inventive is born, as well as discoveries, and big strategies. Who overcomes crisis, overcomes himself, without getting overcome. Who blames his failure to a crisis neglects his own talent, and is more respectful to problems than to solutions.

Incompetence is the true crisis. The greatest inconvenience of people and nations is the laziness with which they attempt to find the solutions to their problems. There‘s no challenge without a crisis. Without challenges, life becomes a routine, a slow agony. There’s no merit without crisis. It‘s in the crisis where we can show the very best in us. Without a crisis, any wind becomes a tender touch. To speak about a crisis is to promote it. Not to speak about it is to exalt conformism. Let us work hard instead. Let us stop, once and for all, the menacing crisis that represents the tragedy of not being willing to overcome it.”

Edison is one of the greatest inventors in history and was responsible for more inventions than any other inventor. He created the first research laboratory, which he called The Invention Factory, probably one of his greatest achievements. Altogether he took out patents on 1093 inventions.

Taking in consideration that the pace of change multiplies as time passes, we can’t even begin to imagine what the year 2100 will bring; the same way Thomas Edison wouldn’t believe what we have created through his light bulb. In the information age, knowledge is power. Education is recognized as being the single most important path to development and to limiting poverty. With knowledge replacing physical and natural resources

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

It is well known that well educated individuals have a higher participation rate on the labor market.

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

Bill Gates 49

interview one on one

40 YEARS OF EXCELLENCE

We interviewed Naser Bustami, Chief executive officer of Stevin Rock

aser Bustami is the Executive Board Member and CEO of (Stevin Rock, RAK Rock and RAKNor) quarrying group with a yearly turn over of US$ 420 million and a workforce of 3000 employees.

Mr. Bustami is also the Executive Board Member of RAK Ports (Saqr, RMC, Khor, Jazeera and Al Jeer) with a yearly turn over of US$ 120 million and a workforce of 1000 employees.

Mr. Bustami has been working in the Emirate of Ras Al Khaimah since September 1997 and his responsibilities include planning, directing and coordinating all aspects of the companies operations. With a 25-year experience record providing technical and commercial management services to numerous projects in the UAE and the Middle East with an approx. construction/commercial cost of + US$ 1500 million.

He holds a Bachelor of Science in Civil Engineering from Bradley University in USA, a Master of Business Administration (MBA) from Leicester University in the UK and a Doctor of Business Administration (DBA) from Sydney Business School in Australia (in progress). Bustami led the hostile take over of RAK Rock managerial rights by Stevin Rock back in Oct 2007, and unified the management of both companies to achieve synergy in cutting costs and increasing profits. With the take over, the combined production of both quarries is in excess of 70 million tonnes per annum positioning the company as one of the top five open pit quarries in the World.

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Please share with us a brief history on Stevin Rock and the story behind its success?

We were founded in 1975, as a 100% owned subsidiary of Dutch civil engineering company Volker Stevin. Initially formed to produce and supply material for the new Jubail Commercial Port in Saudi Arabia, we delivered around five million tons of material from our own purposebuilt harbour between 1975 and 1980. Over the next 10 years, our focus was on selling large-size rocks, typically used in breakwater applications, until being acquired by our new parent company, Dragomar, S.P.A. in 1990. That year saw us form a joint venture to support the building of the Ras Laffan Port in Qatar, for which we supplied five million tons of material. In May 1996, His Highness Sheikh Saud Bin Saqr Al Qasimi purchased all Stevin Rock rights, and from there began an era of consolidation, expansion and strengthening. In 2004, as a 99% government-owned company, we became Stevin Rock LLC, and a new board was formed.

The company began an era of consolidation and expansion and went from strength to strength, developing products of the finest quality and services of the highest standard to customers in a safe and efficient manner, utilizing dedicated employees, productive equipment and quality resources, whilst maintaining corporate integrity and growing profitability. The Company also operates 2 other sites within the Emirate of Ras Al Khaimah, which are strategically located for the supply of quality products, which form the raw materials for the many manufacturing and construction companies within Ras Al Khaimah and the wider Emirates.

Over the past several years the senior management team have seen the company through a period of significant, sustained growth through careful and methodical investments and strategies, which the company have employed. In the coming years, the company will continue to employ the same goals and strategies, which have served them well in the past. There will be challenges ahead, particularly with regards to governmental regulations, which could come into force in the future, with regards to both environmental and financial. It will be key for the company to meet these challenges head on and prepare form any new regulations should they come into force.

Ras Al Khaimah has a natural advantage due to its large mountain range that is home to quarry building materials. Mr. Bustami, what infrastructure projects are underway in RAK to further expand the rock and aggregate sector?

Ras Al Khaimah is a place of economic diversity and strength and a place of unparalleled potential, principally associated with Mining (which are us), Ceramics, Cements and Pharmaceuticals. The Hajjar Mountains have been a real blessing to Ras al Khaimah, although RAK does not have oil resources, the mountains have been a rich source of raw materials to various industries. RAK has huge limestone quarries with high quality limestone, which supplies the cement, construction and steel industries in the UAE, Gulf region and Asia. With the large range of building materials, RAK’s cement companies capitalize on the emirate’s natural resources making Ras Al Khaimah the region’s largest producer of cement.

We have the capacity to produce and sell more than 50 million tons per year of high-grade limestone, gabbro rock, concrete and asphalt aggregates for the construction and manufacturing markets in the UAE, Gulf region and Asia. The three quarries we own and operate in the Emirate of Ras Al Khaimah – Khor Khuwair, Al Ghail and Kadra – contain 7 billion tons of surveyed reserves. For over 35 years we have consistently delivered high quality and durable materials to our customers.

Our products have been used in some of the world’s highest profile developments, representing some of man’s greatest architectural and engineering challenges.

How important is human capital for your organization?

Stevin Rock has become one of the largest mining companies in the world, employing over 2,000 people from various nationalities. Between 2005 – 2010 we jointly produced almost 250 million tons of material from our three Ras Al Khaimah mines and have improved our

Employee competencies from top to bottom, by recruiting and retaining the best in industry and up skilling the existing employees through training and development. As holders of OHSAS 18001: 2007 certifications, our policy relating to health & safety is clear. We believe that all Stevin Rock employees should be able to execute their role in a safe and healthy environment. Furthermore, we believe our workforce should, at all times, be mindful of their own health & safety, and that of their fellow colleagues. We are determined to achieve the prevention of human suffering or loss of life; the realization of safe, healthy and hygienic working conditions; a continuously improving working atmosphere and the reduction of material damage as well as production losses.

Corporate Social Responsibility is gaining importance for sustainable growth of companies today. Mr. Bustami, what are your viewpoints on CSR and how does Stevin Rock incorporate this trend?

We are determined to maintain our image as a responsible corporate organization, and to contribute fully to the development of Ras Al Khaimah.

For several years we have committed ourselves to programmers that benefit the emirate and its citizens, including support and sponsorship for local schools and universities, sponsorship of Ras Al Khaimah Centre for Advanced Materials (RAKCAM), support for local sports clubs, support for heritage projects and support for disabled and special needs associations.

What kind of growth have you witnessed in the rock and aggregate sector in Ras Al Khaimah over the past few years and what is your outlook for 2016?

Demand may increase and the Group will have to judge whether further expansions are warranted, whether it be on existing sites or if new sites are to be opened. Operational plan & objectives that follow demonstrate a requirement to ensure the company meets its strategic targets over the next three years. We have already started our new expansion plans forecasting the demand of aggregates in GCC and other Asian region with a new production line (crusher 22) producing 12 million tons per annum in Khor Khuwair quarry, expansion of crusher 11 (crusher 11A) producing additional 1.5 m tons per annum in Al Ghail quarry and crusher improvements and expansions targeting to produce additional 1.0 Million tons per annum in Kadra quarry. These three projects, all of which expected to be completed during 2016, will ensure the production volumes over the next few years, which will enable our tonnage and revenue growth targets to be achieved. In turn, these will also consolidate and grow our position as market leaders in the GCC and other regions.

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Hubert Gatignon is the Claude Janssen Chaired Professor of Business Administration at INSEAD. He joined INSEAD in 1994 from the Wharton School of the University of Pennsylvania where he was a Professor of Marketing. Hubert’s research interests involve marketing stragety and especially innovation strategies, as well as international marketing strategies. Dr. Gatignon is an Associate Editor of the Journal of Marketing Research and he serves on the editorial boards of Journal of Business-to-Business Marketing and more.

TRANSFORMING ORGANISATIONS FOR SUSTAINED INNOVATION HUBERT GATIGNON

arket-oriented” firms are better able to innovate consistently, but getting there requires complex and demanding organizational change.

Seeing a self-contained innovation project through to completion is difficult enough for companies. Thriving in a disruption-defined business climate can be even more complicated. To meet the challenge, firms need to put in place internal innovation processes that will function over the long term. Because no competitive advantage lasts forever, sustained growth and continued high performance require a constant effort to innovate.

My forthcoming book Making Innovation Last (co- authored with David Gotteland and Christophe Haon of Grenoble Ecole de Management, France) synthesises a vast body of research straddling several business disciplines to help leaders better understand what a culture of innovation should look like and the internal conditions that are likely to encourage sustained innovation.

Organisational leaders can start by looking at the effect their firm’s overall strategic orientation (the priorities and principles that guide strategy formulation) has upon the organisation’s innovative capabilities. Market orientation in particular has been positively associated with both innovativeness and financial performance. We theorise that much of the performance-enhancing power of market orientation ultimately flows from its beneficial impact on innovativeness.

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What is market orientation?

Market-oriented firms put the customer at centre stage. Or as Peter Drucker, the founder of modern management, noted, “the business [is] seen from the point of view of the final result, that is, from the customer’s point of view.”

Needless to say, there are many more organisations that pay lip service to this idea than there are genuinely market-oriented organisations. A company cannot claim to be market oriented unless it has internalised what one study calls “a distinct organisational culture, a fundamental shared set of beliefs and values that put the customer in the center of the firm’s thinking about strategy and operations.”

Scholars agree that the conversion to market orientation requires, first and foremost, a cultural change within the business.

What impacts market orientation Upon consolidation of prior research, a 2005 study identified three main drivers of market orientation. One of these is top management emphasis; the idea that where the most powerful decision-makers go, so goes the organisation.

A second driver is the extent to which members from different departments interact, either formally or informally, to share expertise and information. And thirdly, the implementation of market-based reward systems and market-oriented training programmes to ensure commitment on the frontlines.

Interestingly, the same study also found that the relationship between market orientation and increased performance is stronger for manufacturing firms than for service firms. This isn’t to say that service firms don’t benefit from market orientation - quite the opposite. In fact, the authors concluded that market orientation is a matter of survival for service firms, while for manufacturers it constitutes a “success-inducing approach”.

Cultural context also matters here. Research shows that the impact of market orientation on new product performance is greater for firms in countries with high individualism, that is, “the degree to which people in a country prefer to act as individuals rather than as members of a group” and high power distance, the degree to which social inequalities such as wealth, status, and power are acceptable in a society.

Spearheading organisational change Implementing market orientation within the firm requires the integration of market-oriented values with other defining values - in other words, a process of organisational change. One study, which followed a group of firms over time, identified four stages to this process: 1. Initiation of a change plan – Whereby a powerful organisational stakeholder (or stakeholders) recognise a financial threat and begin a process of transformation. The critical factor for success at this stage is the creation of a “guiding coalition” whose members all believe in the importance of a market orientation and are firmly committed to engaging the entire organisation in the change effort.

2. Implementation of the plan – This stage comprises five major actions: 1) Clear communication of the change plan to the entire organisation; 2) the development of a new set of core organisational values

reflecting the shift to a market orientation; 3) Reconnection with the market by sending cross-functional teams to meet with customers, channels, and influencers; 4) Removal of dissenters and hiring of believers; and 5) Achieving a collaborative approach to strategy implementation and execution.

3. Institutionalisation – Organisations must then change in concrete and fundamental ways to lock in the new market orientation. This may include restructuring of rewards and incentives within the company, the introduction of cultural training programmes for new hires, and the gradual transferral of power from the “guiding coalition” to all organisation members.

4. Maintenance – Once the change has been made organisations need to put a series of measures in place to prevent backsliding. This may include changing the recruiting process, devising strategies and timetables for continuing market engagement, and appointing “cultural flame keepers” to ensure that future changes to the organisation do not damage its market-oriented culture.

The final analysis Becoming more market oriented cannot be the outcome of an isolated management decision. It is a process in which managers have a key role to play. This process implies the development of a new organisational culture and the translation of the corresponding norms into new behaviours. This deep transformation process requires time and effort. Of course, all this labour could be in vain if inertia is allowed to set in. Even after the change process is concluded, managers must remember to incentivise market-oriented behaviours to maximise the chance of success. Also, like any new-built structure, a market-oriented transformation must be maintained over time to avoid risking collapse.

“A distinct organisational culture, a fundamental shared set of beliefs and values that put the customer in the center of the firm’s thinking about strategy and operations.”

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interview one on one

REINVENTING THE GLASSWARE INDUSTRY The story behind the world’s largest glass tableware manufacturer.

ick Hodler has been CEO of Arc Middle East since August 2015. He oversees the production facility in Ras al Khaimah as well as Arc’s sales in the region, covering sub-Saharan Africa, MiddleEast and the Indian Subcontinent. Prior to Arc, Nick managed sales in South-Eastern Europe for Firmenich, a leading Flavor and Fragrance manufacturer. He then joined the Boston Consulting Group, first in their Zurich and then in their New York offices.

Nick is Swiss and American and grew up in Geneva. He holds a Bachelor of Arts in History from Harvard University and an MBA from Columbia University. Arc employs 10,160 people worldwide, including 5,260 in France. The Group, whose head office is located in Arques, in the French Pas-de-Calais region, achieved gross sales of €849 million in 2015. Armed with its know-how in glassware, it developed globally and currently markets its complete tableware ranges to more than 160 countries.

The Group covers the Consumer Goods and Food Service markets through a portfolio of brands – Luminarc®, Arcoroc®, Cristal d’Arques® Paris, Chef & Sommelier® and Arcopal®. For over 40 years,

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the Group has also been serving professional customers – industrial groups, wholesalers, manufacturers of semi-finished and finished products, service providers – with a wide range of tailor-made solutions to meet their specific needs (industry, advertising, premiums, loyalty).

Arc is present in five continents with its production sites (France, United States, China, United Arab Emirates, Russia), distribution subsidiaries (United States, Spain, Australia, Mexico, Brazil, Japan, South Africa) and sales offices. The Group has adopted a strategy of sustainable development in order to balance economic requirements, social responsibility and respect for the environment, and joined the U.N.’s Global Compact in 2003.

Give us a brief history on how this company was established in Ras Al Khaimah? Please share with us a little bit about your operations.

Arc is the largest glass tableware manufacturer in the world. We are based in northern France and founded in 1825. Arc’s success throughout the 20th century centered around constant innovation, both technological and aesthetical that allowed us to bring product previously only available to the elites to the mass market.

Arc established itself as a global player in the second half of the 20th century and started its expansion abroad with a site in the United States during the 1980’s. At that time, we were already doing significant business in the Middle East region and our presence in Iran started to grow rapidly during the 1990’s. Things were going so well there that in the early 2000’s we started looking for a way to manufacture closer to this market.

The company looked at many options in the region and decided that the UAE was the best choice, thanks to its strong institutions, rule of law and stability. In 2004, we bought two small furnaces that used to belong to RAK Ceramics. They had been producing under the Al Manal and RAK Glass brand. We then immediately built a large clear glass furnace in 2005 on the same site.

Sales out of our Ras al Khaimah site grew tremendously until 2010, mainly driven by Iran. We were running out of capacity and were not serving the rest of the region well, so decided to invest over $100 million to double the size of our factory, putting in a fourth furnace. In 2011, just after inauguration of our new facility, a fresh set of international sanctions caused the Iranian market to collapse and we were left with an enormous site, huge fixed costs and no market to buy our products.

Since then not only did the local entity suffer but we started to struggle at a group level, in part due to several ill-fated acquisitions and divestitures. The company got close to bankruptcy and was then purchased in the beginning of 2015 by a group of US investors.

Today, we are undergoing a massive operational transformation throughout the group. Thanks to the acquisition, we have cleaned up our balance sheet and we no longer have the massive debt burden that had been crippling the company. Our operations in France, in the US, in China, and in Russia are all doing well. In the UAE, things are starting to turn around for us after four very difficult years. Not only had business been struggling, but the team had to deal with many changes in leadership. When I arrived in August 2015 I was the 5th CEO in 4 years. Today, we are starting to see real changes and improvements in our sales, in our delivery promises, in the services levels to our customers as well as in reductions of inventory. For the first time in years, we are facing capacity problems and are not able to meet all of our customers’ demands.

Who is your main target market? Do you produce for other brands as well?

The region that we service out of Ras al Khaimah is the whole Middle East, Sub-Saharan Africa, Egypt and the Indian Subcontinent. We have teams and offices in South Africa, Egypt, Saudi Arabia, Turkey, Pakistan and India who report to the head of sales here. Only about 10% of our sales are in the UAE. The customers in our region buy about 70%-80% out of this factory and the balance from our French or Chinese factories because there are shapes and products we don’t manufacture here.

Similarly, from this factory we sell about 70% into our region and about 30% is sold to Russia, South East Asia, Europe and a little bit to the US, because we are good at things like decorated plates and tea and coffee mugs. We sell mostly through different types of distributors except in the UAE, where we service retailers directly from the factory with our Endura brand on a daily basis.

We sell mostly to consumers through modern and traditional retailers. Our flagship brand is Luminarc and we have two entry price point brands: Endura, our local brand and Arcopal, a brand that we re-launched at the beginning of the year globally. Arcopal had been discontinued about 10 years ago but still has a strong brand equity in the region, particularly in Egypt, Iran and Saudi Arabia. The re-launch of this brand has been very successful so far and we look forward to bringing in more products under this umbrella.

While we have been doing B2B business for industrial customers such as cheese packers and brands like Coca Cola, we have recently started to produce for other brands, which had been against the policy of previous management. I think that one of the reasons why Arc got into financial trouble was because they were focusing on keeping their percent margins up by selling at a high prices.

We believe that high-volume, low-margin business can also be attractive if done right. It forces you to be leaner and more cost effective throughout the operations. So we sometimes produce for other brands, for private label and also sell to decorators. Even though we do a fair amount of decoration ourselves, there are some people that are particularly good at cutting glass, decorating special patterns, or are interesting because of their own sales networks. That being said, the majority of our sales remains under our own brands.

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Now that the region, particularly Dubai has had a boom when it comes to restaurants and these types of shops opening up in the region, has this brought a positive impact to your operations?

It should have, but to be perfectly transparent we did not capture that market very well. There is no reason why we shouldn’t be the leader in food service and I think there was a lack of focus on this segment in the past. Sales were simply too good in Iran. That being said, we have started to see some major improvements in the past year. When you talk about Dubai, people usually first think about high-end luxury hotels and restaurants. While there is good business to be made there, particularly for our Chef&Sommelier brand, the volumes remain relatively small.

The real business is in the malls, mid-range restaurants and the 3 - 4 star hotels. That’s where the serious consumption is and that’s also were we are very strong. So although we missed part of the initial growth, we are now focusing on that market.

Is competition strong in this industry? How do you compete with producers from China, India, and other places?

Glass tableware is a competitive and fragmented market. Even though we are the global leaders, we only have a 5%-6% market share in the region. There is a huge amount of very small local and Chinese players who produce at a very low cost. That being said, their quality is often poor, and their service levels are bad. Particularly for the Chinese, shipping from far away means long lead times, but also high transport costs. The value of their glasses is so low that if there is $20 thousand worth of glass in the container and it costs you $4 thousand to ship it, you’re adding 20% to the bill. The shipping cost is proportionally so expensive that there is an advantage to being local. Furthermore, our large scale and better technology allows us to be more cost efficient than many small players.

In the past year we have significantly reduced all our prices to be in line with the market. We believe that consumers will be willing to pay 10%-15% more to buy our brand but not double what the competition sells for. Obviously this is a risky gamble, but it has already paid off by more than compensating in volume.

In this region, tableware competition is partly about price, but also about product, innovation and branding. In terms of product, we hadn’t been very innovative over the last four years, and have suffered because of it.

This has now started to change. We have already launched many new shapes and decors this year and more are coming. Our brand percep56

tion is strong and we continue to invest in it, particularly at point of sale and through constant innovation.

How would you describe how Ras Al Khaimah has been in terms of being the destination for your investment?

Like with most things in life, there are good parts and bad parts about being in Ras al Khaimah. The political environment and the stability has been great and its one of the main reason we are here. There is a strong rule of law, good institutions, we are able to hire the workforce we need and everyone feels safe. It is straightforward to import and export goods and we always get the support of the government when we need it.

The single biggest thorn in our side about Ras Al Khaimah is the cost of energy. Energy represents about 40% of our manufacturing costs, mainly natural gas and electricity. While we are working closely with our supplier to improve the current situation, it will remain a challenge for us.

How important would you say human capital is for this organization?

Human capital is very important. Most of the workforce is skilled and we spend a lot of energy money training and retaining our people. Generally speaking, we don’t find the set of skills that we need from the local population, so most of our people are expatriates. Right now we have around 1,300 people working at Arc Middle East and are proud to say that our average tenure is about 7 years. That is very high for the region and is a testament to the hard work we put into keeping our people engaged and motivated. Most of them live on site where we provide room and board and constantly strive to improve their conditions. We abide by strict social compliance rules that go far beyond the legal minimum in order to satisfy both our global corporate guidelines and those of many of our multinational customers.

Glass making still requires a lot of skill and I was actually very surprised when I joined the industry. You would think something that is so prevalent and seemingly straightforward as glass tableware would be highly automated by now. It is not. We are working to standardize processes as much as possible, but there still is a huge amount of manual skill involved.

I am very proud of our team here. They constantly have proven to lead the group, particularly in our operations department. We are the best in safety, by far the most flexible in production and the most innovative and reactive when it comes to improving our processes.

interview one on one

ABU DHABI’S NEW FERRY SERVICE TAKES SAIL

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M

r. Bouayad currently leads Emirates Consortium as its CEO. As part of a renowned, regional powerhouse, Bouayad oversees the portfolio building and overall management of the company, administers the implementation of the organisation’s vision and mission.

Emirates Consortium is the parent company of Jalboot Marine Network LLC (Jalboot), an entity that operates Abu Dhabi’s only multi-destination, scheduled passenger ferry service.

Abu Dhabi’s newly-launched Jalboot ferry – the emirate’s only private scheduled passenger service which covers 100 kms of scenic waterway in and around the UAE capital.

Named to pay homage to the UAE’s traditional pearl-diving boats – Jalboot’s first boat is named Al Dana, to represent the most prized pearl - Jalboot ferries have been designed by an awardwinning European boat builder.

The launch ferry has been custommade in the UAE to Jalboot specifications as will others due to join the fleet later in 2016.

Mr. Bouayad, please give us a brief introduction into the major developments taking shape in Jalboot Marine at the moment.

We are now on a soft launch for Jalboot’s operations; the indications we get are positive. Abu Dhabi needs such a service. That now is being translated into an expansion plan that is going to cover three main segments: Business to Customer, Business to Business, and Business to Government.

Jalboot Marine Network was founded in 2013 by its parent company, Emirates Consortium LLC. Since then the company has well established itself in the capital, offering Abu Dhabi a unique approach to transportation. Mr. Bouayad, what are the important advantages you believe Jalboot Marine has to offer?

The Jalboot ferry service is Abu Dhabi’s first private passenger coastal transport service for Abu Dhabi city as well as its immediate surroundings. It is an alternative to experience the UAE capital and its surrounding islands from a new perspective, along 100kms of waterways.

Our ferries offer a fast, safe, reliable, comfortable and affordable mode of transportation. The route offers a 360 degree view of Abu Dhabi and provides a leisurely day out away from ordinary traffic stress.

Panoramic windows and skylights, air-conditioning and luxurious leather seating, enable passengers to sit back and relax while they take a different approach to touring and travelling through Abu Dhabi.

Jalboot aims to redefine mobility in metropolitan Abu Dhabi.

We believe the service will appeal to those who prefer not to use the roads during traffic, who want to enjoy the sights of the city from the waterfront while at the same time creating a memorable experience of the capital for tourists.

After Dubai won the bid to host the World Expo 2020, what do you believe is Jalboot’s role in the UAE’s vision for 2020 and Abu Dhabi’s 2030 economic plan?

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The development plans for UAE’s 2021 vision and Abu Dhabi’s 2030 plan take into serious consideration public amenities to serve the growing population and expanding tourism industry. We aim to contribute to this vision by providing an alternative to road travel by helping to solver peak hour traffic problems. We endeavor to conveniently link Abu Dhabi with the different tourist attractions, making tourism in the capital city a more pleasant and comfortable experience.

Jalboot has done exceptionally well since its launch, receiving a warm welcome from residents and tourists. In terms of broadening the business, what is Jalboot’s expansion plans going forward?

Jalboot does intend to expand its network in the future. Currently Jalboot has four destination stops, which are Etihad Towers, Fairmont Bab Al Bahr, Yas Marina and Abu Dhabi Mall. Additional local routes will be launched in the near future.

We are planning, as a second phase of operations, to use additional vessels for shorter routes. In addition, various types of leisure yachts are now available for charter under the Jalboot Leisure brand.

The Jalboot service is also due to launch two routes per day in with a full, daily, scheduled service in Q1 2016.

Jalboot is Abu Dhabi’s newly launched ferry and the emirates only private scheduled passenger service. Mr. Bouayad, where do you see the future of Jalboot as Abu Dhabi’s prime means of transportation?

We like to think of ourselves as the Marine “Etihad” of the future; and we are working hard towards it.

Mr. Bouayad, tell us a little more about yourself and your journey thus far?

After a long career in education between Morocco, the United Kingdom and Abu Dhabi, I’ve decided to venture the business world and 2009 saw my return to the Middle East when I was appointed Real Estate Director for a private company. Currently, I lead Emirates

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Consortium as CEO. As part of a renowned, regional powerhouse, I oversee the portfolio building and overall management of the company, administer the implementation of the organisation’s vision and mission and lead the development and execution of strategies.

Despite the differences between education and business, I think there is a considerable overlap in that you will have to nurture a team in a way of leadership style that calls for skills of an educator from time to time.

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ENTrepreneurship

SUSTAINABILITY: FROM THE BACK ROOM TO THE BOARD ROOM Creating a sustainable future takes more than good intentions. Boards of directors have an obligation to help drive a strategic approach to corporate sustainability.

N. CRAIG SMITH

hile Environmental, Social and Governance (ESG) issues are becoming mainstream for corporations and the wider public, much more has still to be achieved. It is fairly well accepted that promoting sustainable practices can affect the long-term economic performance of a company.

Organisations are beginning to understand that addressing sustainability is about managing risks and opportunities for growth, and developing solutions that respond to the future demands of customers, other stakeholders, and the needs of the planet.

What is not so well-recognised is that ESG issues need to be considered at all levels of decision- making, and that, as the highest decision-making corporate bodies, boards have an essential role to play in driving, overseeing and incentivising corporate sustainability across the organisation.

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they make as a director.

Capital expenditures An essential governance role of boards is the approval of major capital expenditures. Sustainability is front and central in investment decisions of companies in resource extraction industries, as gold miner Barrick Gold, for example, has learnt all too well. Board members of utility companies also need to address sustainability directly when it comes to decisions about investments in new power generation sources.

However, capital expenditures almost always have some sustainability implications in any industry context, be it in relation to energy requirements, resource scarcity, or human factors in supply chains.

It is up to directors not only to initiate sustainable practices, where absent, but also to ‘join the dots’ for employees, investors, customers and other stakeholders to demonstrate how a company’s actions today can have a real impact on its profitability in the future, if not its survival.

This can be done in relation to many board agenda items, not just where sustainability is explicitly up for discussion.

Sustainability for corporations is a journey. It is a simple journey to start and, initially, it’s easy to make progress without substantial investment.

Many companies have found, for example, that programmes to reduce CO2 emissions can actually save money from an early stage; with such obvious benefits the initiatives are easily sold to stakeholders. But once these ‘low-hanging fruit’ have been picked, corporations face tougher choices on whether to proceed with projects requiring substantial investments that may only pay off in the long-term.

Board members, of larger organisations at least, will most obviously discuss sustainability in the context of the company’s sustainability report. However, this is far from the end of the story. They need to realise that sustainability issues are interlinked with nearly every decision

When this happens it is up to boards to demonstrate true leadership; place greater emphasis on the risks and opportunities that sustainability represents, and make decisions based on what is best for the firm in the long-term.

Identifying sustainable alternatives for existing operations The board’s function also extends to integrating ESG issues into existing business strategy and operations. The risks of not doing so can have long- term financial impact on the company. For a utility company, for example, there are strategic considerations associated with the sustainability of older power generation facilities (for example, coal-fired power plants). Less obvious, perhaps, for a company like Coca-Cola, there are challenges in relation to health and the environment, reflecting growing concerns about obesity and the significant amount of water it uses (in the product but also in the production processes of its bottlers). To address these issues, and the increasing scrutiny of consumers, the company has developed a broad-ranging sustainability strategy, “Live Positively”, and integrated it into the company’s overall business plan.

The strategy includes environmental, workplace, community and product initiatives and extends to supplier partners. To achieve many of its bold goals, which include going ‘water neutral’, the company has had to look beyond cost-saving operational improvements and invest in products and initiatives to engage stakeholders and suppliers. This focus on sustainability is driven not only by ecological and environmental imperatives, but the company’s vested business interest in preserving and improving its future.

Encouraging an innovative culture of sustainability Every board should be attentive to the values of the organisation and whether they are being lived and sustained. Organisational values will certainly reflect ethics and likely already extend explicitly to sustainability in many companies. It is up to the board to push these sustainability and related values consistently from the top down, to ensure everyone truly understands the company’s commitment to sustainability, and the risks, opportunities and ultimate returns this commitment entails. By creating the right infrastructure and encouraging an innovative culture, boards open the way for employees to contribute to the company’s journey towards sustainability. The classic illustration is the Unilever Sustainable Living Plan, a far-reaching organisational embrace of sustainability introduced by chief executive, Paul Polman, but clearly with the support of the Unilever board.

Rethinking KPIs Evaluating Key Performance Indicators (KPIs), especially in relation to executive compensation, is a key task of the board. It will, in part, reflect a company’s values, with incentive components of executive compensation aligned with what the company believes is important as approved by the board. Clearly, executives who know their actions, or inactions, with regards to sustainability are being assessed will be more inclined to reflect on these issues in their decision-making.

Reporting Finally, there is the role of the board in relation to the organisation’s sustainability report. This is where the company says, ‘Here’s what we’re doing on sustainability’ and ‘Here’s the progress we’re making’. Perhaps even, ‘Here’s where we need to do better’. The board needs to be involved in approving the report but also in determining that the underlying processes that feed into the report are sufficient and appropriate. It is what goes behind the reporting that matters; the initiatives that are put in place to ensure that the sustainability performance is being delivered.

Sustainability reporting is becoming increasingly more sophisticated, moving from “feel good” stories of company sustainability projects that may have little real impact relative to the company’s overall “footprint”, to more comprehensive assessments of company social and environmental impacts and efforts to mitigate more harmful impacts.

In some cases, companies are moving towards a form of integrated reporting that embeds sustainability performance within the company business model, highlighting potential economic consequences (positive and negative) of attention to sustainability.

It is well known that what gets measured gets acted on. More specifically, academic research suggests that measuring and reporting sustainability performance can, in itself, spur greater attention to sustainability.

Corporate sustainability equates to corporate excellence In many ways, sustainability is already being addressed at a board level, though it’s not always recognised as such. Issues such as bribery and corruption and what a company is doing to mitigate the risks posed are board level concerns and addressed in reviews of risk assessments and anticorruption programmes. Evaluating workplace safety controls is another board responsibility that falls under the sustainability mandate.

In many ways, corporate sustainability simply means corporate excellence. As my colleague, Erika Karp, founder and CEO of Cornerstone Capital noted in our video interview at Enel, “Corporate Sustainability is the uncompromising pursuit of material progress towards a more regenerative and inclusive economy, globally.”

A substantial body of research suggests that there is significant positive effect on the economic performance of companies that give attention to sustainability. The UN Global Compact’s recently launched Global Compact Board Programme is supporting boards of directors in this endeavour. It is now up to the boards themselves to recognise their potential and mobilise their organisations to take greater advantage of sustainability opportunities.

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interview one on one

INVESTING IN PEOPLE

An Interview with Edward Matti, Managing Partner of CCM Consultancy

s Managing Partner for CCM Consultancy, Edward Matti’s responsibilities put him in front of clients from all industries and with wide-spanning challenges.

From effective talent management strategies to the design of complex progression models set to instil behavioural change, his team consults on end-to-end solutions for their clients. CCM Consultancy focuses on aiding clients in building branded customer experiences, culture shifts and capability building.

Edward is an experienced leader with almost 20 years of leadership experience in Human Resource Development, Sales and Financial Services, where he has proven his ability to manage, motivate and influence others through strong and effective communication skills and a commitment to realizing individual and team success.

Prior to moving to Dubai to head up CCM Consultancy, Edward lived in Toronto and was Regional Director for Canada’s largest financial planning firm. He spent 14 years working with his team of over 90 wealth managers, financial planners and support staff managed over US$540 Million in assets for clients and achieved an annual turnover of US$65 Million. This success led to his region ranking number one in Canada for Asset and New Business growth. He had received several awards for exceptional achieve-

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ments as a Division and Regional Director.

As clients’ needs have become more complex and specialized, thus widening the gap between HR needs and workforce capabilities, CCM Consultancy has proudly worked hand in hand to provide a variety of management consulting services to assist companies in achieving more.

CCM Consultancy offers integrated end-to-end solutions focusing on organizational transformation, people development and branded customer experiences. Up-skilling individuals and enhancing organizations, while ensuring a return on investment have been our main drivers, and has earned us the privilege of supporting clients considered to be leaders in their industry.

The company represents TACK International and TMI World, two of the world’s largest learning and people development companies with a longstanding history of 67 and 40 years respectively, in the Middle East, Canada and the USA. While headquartered in Dubai, they also have offices in New York City, Toronto and Montreal. CCM Consultancy’s dedicated team of consultants and support staff deploy high-level concepts and have the competence to utilize inspiration as a catalyst to overcome resistance to change, to facilitate the transformation process and to shape the organizational culture.

CCM Consultancy opened its Dubai office back in 2010 and has been representing Tack International for more than 25 years in the Middle East. Please share with us a little bit more about CCM Consultancy and its operations. How has the organization developed and grown in the region since establishment?

We have been representing TACK International, a global learning consultancy, in the Middle East and North Africa for over 25 years, out of Athens, Greece. In early 2010, my long-time friend and now business partner, Maher, called me up in Canada to discuss the possibility of partnering up and starting a consulting firm in Dubai.

The idea was not to just formally represent TACK, but to offer a holistic approach to learning and development. We talked for hours on the kind of impact we can have on organizations and the value we would offer.

In April 2010, I was on a plane headed to Dubai to establish the company and begin operations. We had a humble beginning, effectively it being just me in a small serviced office. But we knew we could be so much more, and knew that when engaging clients, we can offer them quality learning interventions, a unique experience and a measurable return on their investment.

Since then, we’ve grown every single year in operation, both in revenue and the number of staff.

We added fantastic consultants with years of experience and exceptional skills, we brought in an Admin team that was dedicated to client service, and we even expanded our offering. In 2012, we added TMI World to the brands we represent, another global learning consultancy, with expertise in customer experiences, emotional intelligence and what we call people essentials. We then partnered up with Weatherhead School of Management from Case Western Reserve University to represent them in the Middle East through a unique executive education program called Leadership Deep Dive.

In 2015, we took a decision to expand our operation to the US and Canada, opening our offices in New York City, Montreal and Toronto.

Today, the team stands at 16 full-time staff and 14 Associates, with Dubai serving as headquarters and the hub for our solution design, business operations support and effectively our primary market.

Throughout, we’ve remained true to two key elements: 1) Our Values.

We have a set of 5 values in the organization that serve as our guiding principles and ensures that we are remain focused on what we do and what we deliver. These Values are Clients Come First, Inspire, Make a Difference, Strive for Greatness, and Humility. 2) Our mission has always been to leave the world in a far better place than in which we had found it. While this may seem like an enormous task, it’s one that we’ve welcomed and continue to work on achieving through our partnerships with clients (and one another).

Throughout our growth, we’ve focused our services onto three critical pillars: Culture Shift in Organizations, Capability Building through

People Development, and Memorable Customer Experience Journeys.

CCM Consultancy aims at developing the employees of today and the leaders of tomorrow. What would you say are the main reasons why clients should invest in further development? How does CCM Consultancy ensure a better ROI for the investor?

The business environment has become so much more competitive and there are so many compelling reasons for companies to invest in development. Employees today are looking for more than just a big paycheck. They want to be developed, they want to advance, they want a great culture, they want to feel like they’re part of something much bigger.

And employees today are far more mobile. They’re not as ‘loyal’ as generations ago when you worked for the same company for 40 years because that’s how it was. On the flip side, companies aren’t ‘loyal’ to their employees either. Everyone seems to be looking out for their best interests.

And the sooner that employees and employers realize that their interests can indeed be aligned, the better off they all are. Talent is key in an organization, and if we do not develop and nurture that talent further, they will go somewhere else, where they can be appreciated.

Employers today have an opportunity to invest in their people and yield better business results, higher employee retention and create a positive culture where people actually enjoy what they do every day. These would be the reasons to invest. Not to mention, the alternative is not an option. If you do not develop your people, and they stay, you end up with a weak organization that has not kept up with market demands.

As for the Return on Investment (ROI), we work with our clients to be able to measure the results of any intervention. This could be through sales results, employee/talent retention and/or engagement and culture surveys, all of which determine the success of the intervention and the value created for the organization. We’ve set up a comprehensive methodology and approach that is not only customized for the clients’ specific needs, but is also aimed at anchoring the learning/development and sustaining it within the business. We call this our I.D.E.A.S. Methodology. Built into our solutions are a range of measures to ensure sustainable results and a return on the investment that’s being made in people.

With over 5 years of operations, what have been the major highlights and achievements that CCM Consultancy has witnessed so far?

There certainly have been many proud moments over the course of our existence. For one, it was great to see a company established in Dubai expand to North America, when the usual trend is the other way around.

However, our proudest moments have been related to our clients and their appreciation of the work we’ve done. We’ve been fortunate to have won several awards for initiatives we’ve conducted for clients, such as the Mitsubishi Heartbeat Initiative.

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This was a Culture Shift initiative which had a profound impact on the client and their customers. Customers wrote in with testimonials and letters of appreciation to Mitsubishi applauding their staff and the service received. This is hard evidence of a return on investment and to have such a satisfied client is truly a blessing.

Last year, we were recognized for the leadership academy we had designed and delivered to the International Air Transport Association (IATA) over 2.5 years. We had put together a leadership development program aimed at 756 individual in various management positions (Managers, Assistant Directors, Directors, the Senior Leadership Team and the Director General). While being recognized and receiving an award is nice, it was the impact this intervention had on the client’s business. Their Alignment and Engagement Survey results shot up in every area related to management responsibility. This again, is a great ROI. Over the last few years, we’ve been blessed with working with so many different clients, many of which are leaders in their industry, and have sought us out for advice and support. The team works so hard on every intervention, no matter the size or the client. And this leads to another highlight, our people. Their dedication and determination is second to none. Every day, they come in to work looking to add new ideas and make a difference. We’ve seen several team members get promoted and move up in the organization, which is a testament to their capabilities and desire to grow with us.

You once said that great customer service is integral to an organizations success. How does CCM Consultancy create a branded experience for customers that ensure success for the organization?

Companies spend a great deal of money on customer service, yet so many get it wrong…or at least don’t get the desired results. There are 66

many factors to take into account, but one important factor is that it all starts with the internal customer, your staff. When the staff is treated as the most important customer of a business, then they in turn will treat your customers the way you want them to. They are your ambassadors, your champions and your mouth-piece to the world. So when we work with clients to create Memorable Customer Experiences, we start with the internal customer and work outwards.

Every organization can take advantage of their Moments of Truth. This is a commonly used phrase that was actually coined by the founder of TMI for the very first project worked on, which was for Scandinavian Airlines. Moments of Truth are never to be repeated opportunities, to differentiate yourself from each and every one of your competitors. Each day, companies are faced with possibly tens of thousands of moments of truth that can define their success or their failure. We help our clients understand these moments of truth and deliver on them, each and every time.

Another factor is understanding that customer service is more than a function. It’s very much an emotional journey as much as it is a function one. This means that we need to not only understand our customers’ emotions, but impact them in a positive manner. Maya Angelou once said: ‘People will forget what you said. People will forget what you did. But people will never forget how you made them feel.’ That is the simplest yet most powerful way to describe what Memorable Customer Experiences should be about.

So when we work with clients on their customer experience needs to create a uniquely branded experience, we conduct Employee Ethnography, we host co-creation sessions, we draft out a comprehensive functional and emotional journey, we have them understand their touchpoints and identify their moments of truth. Clients that are serious about making a difference and truly standing out, will focus on their internal and external customer, and not just the bottom line.

How would you describe your leadership style?

I’m often asked this question and I have to say that I’ve never been tied to one particular style. I think I combine two styles, that of a paternal leader and that of an inclusive leader. I feel my responsibility is to look after my team and provide them with learning and growth opportunities, while paving the way for their own style. I believe a leader’s role is to ensure that people develop or always strive to be a better version of their best selves. This means giving them the tools and the means to succeed, while also allowing them to make their own mistakes from which they can learn and improve. Of course, this also means leading by example and walking the talk.

An inclusive style brings us together as a team. While each person has a function and role, we all get together to give feedback and insight on different projects and tasks. I often find that the greatest ideas come from the oddest and least expected of places. This cannot happen if you do not foster a culture of inclusion and togetherness. If we are to transform and innovate, then everyone must have a voice, no matter what they do in the organization.

we start and we exceed expectations. The next 5 years will see us focus more on innovative solutions that will deliver solutions to the client faster and in easy to apply format. We’ve already been doing a lot of this and think the demand will be even higher. Our solutions have been using gamification as a means of making the learning fun and ensuring it sticks. We are fortunate to be in such an exciting business where every day brings a new challenge with it, one that we welcome.

I think 2016 is a challenging year for many businesses. There is political uncertainty in our region, the price of oil has had an impact on many business and countries, and the introduction of economic reforms leave some businesses uncertain of their future. That said, I have always believed that the only obstacles that stand in one’s way are those he/she has placed there themselves. We have the ability of thinking and dreaming big, we have the ability to innovate, we have the ability to reinvent ourselves. And if we were to do all that, 2016 can offer us an opportunity to really break barriers and think beyond of our self-limiting box. It is in our hands to define what kind of year 2016 will be…

How would you describe your strategy for growth in the next 5 years?

What is your outlook for 2016?

Our strategy for growth hasn’t changed too much in the last five years, and we don’t expect it to change for the coming 5 years. I say this only because one of our strategies has been to remain agile and understand the markets’ needs, and listen to our clients. We believe the market offers so much opportunity and we are certainly in expansion mode. We continue to add new team members that enhance our offering and provide exceptional service to our clients.

Over the last several years, we’ve added several new clients, however we recognize that our business has grown due to our returning clients.

These are organizations that value the partnership we have and see the success in collaboration. This has established our reputation in the market as a credible partner, where we do what we say, we finish what 67

interview one on one

CONTRIBUTING TOWARDS ECONOMIC SUCCESS

We interviewed, Dr. Mohammed Al Mehrezi, Director General of RAK Customs Department to give us an insight on trade facilitation within the Emirate

DR. MOHAMMED AL MEHREZI DIRECTOR GENERAL OF RAK CUSTOMS

r. Mohammed Abdulla Al Mehrezi currently serves as the Director General of the Customs Development in Ras Al-Khaimah.

He holds a PhD in General Administration- emphasis added taxes- from the University of Canberra in Australia and a Master›s degree in literature from the University of Westminster in UAE. He previously served as General Director for Civil HR Services RAK, Director Chief of Staff Office GHQ, and Higher Education Director GHQ Armed Forces.

RAK Customs Department›s services are delivered at twelve customs centers spread all over Ras Al Khaimah ranging between land borders, seaports, airport and free zones.

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RAK Customs Department was established in 1930 and is thought to be one of the earliest government authorities in Ras Al Khaimah. Please share with us a brief history about the department.?

Ras Al Khaimah has a long history as a key trading centre within the region and the many watchtowers and forts along its coastline specifically point towards its heritage involving maritime trade. As a result, RAK Customs Department is one the earliest established government authorities in Ras Al Khaimah. Since it was created in 1930, the department has been responsible for the application of the laws and statute concerning customs policies, procedures and operations, as agreed upon by the GCC countries.

RAK Customs Department is actively facilitating trade, eliminating

barriers constraining the flow of goods, combating trading fraud including money laundering and, limiting the penetration into the UAE society of prohibited and restricted items such as drugs, weapons, counterfeit commodities and currencies.

RAK Customs continues to maintain it’s leading position alongside many achievements the department has witnessed. What do you feel is the biggest move forward that RAK Customs Department has made over the last few years?

In late 2012, the department completed the construction and moved into its new twelve floor Head Office building that has enabled us to develop our administrative sections to better support and meet the ever-growing needs of our twelve operational centres, whilst providing our customers with the high level of services that they demand and deserve.

Our continued drive and determination to introduce improved systems to further expand and facilitate our customer services led us in early 2014 to invest in and implement, our new electronic Dhabi Customs Clearance systems, at our land border crossing, four ports, international airport and Central Post Office. This was followed In March 2015 with the further expansion and roll out of the system to our centres covering the four free zone areas located within RAK. The activation of Dhabi with the assistance and support of our partners, brothers and sisters within Abu Dhabi Customs, has been a major milestone achievement and it means that going forward, we can now develop and offer our E-clearance services and SMART applications. Additionally, the system provides the first opportunity for us to link electronically with other ministries and local departments to streamline the approval process and facilitate effective sharing of information.

How is RAK Customs in line with the UAE’s 2021 vision?

Our department’s Vision, Mission, Corporate values and Strategic goals are decided upon to ensure our active contribution and participation in achieving the planned targets of both the Ras Al Khaimah Government and the UAE Federal Customs Authority. Therefore our department is totally in line with the relevant and applicable key performance indicators detailed under ‘Safe Public and Fair Judiciary’, ‘Competitive Knowledge Economy’ and Sustainable Environment and Infrastructure’, within the country’s 2021 Vision.

Ras Al Khaimah’s geographical location allows easy access for companies to take advantage of the trade flows. What role has RAK Custom’s department played as a trade facilitator?

Under the leadership and guidance of HH Sheikh Saud Bin Saqr Al Qasimi, Member of the Supreme Council and Ruler of Ras Al Khaimah and HH Sheikh Ahmed Bin Saqr Al Qasimi, Chairman of RAK Customs Department. Our Department takes a major role in supporting and facilitating the trading community within Ras Al Khaimah through the services it provides and is proactive in maintaining excellent relationships and partnerships with the various competent authorities and companies, many of whom are well known leading international brands. RAK offers a diverse range of high quality trading opportunities and areas in which existing companies can expand and potential new investors can

create and establish market leading facilities from which they can serve the region and beyond. RAK free zone trading areas offer industrial and commercial premises and or land, with all services and utilities available whilst still within easy reach of the major commercial and transport hubs of neighbouring emirates.

Companies based within RAK benefit from being well connected via excellent transport infrastructure links to these hubs and are able to take full advantage of the more affordable and lower operating costs available in the emirate. Plus, they are able to reside in an altogether more environmentally pleasing area with the stunning Hajer Mountains to the east and the turquoise blue waters of the Arabian Gulf to the west. The ports within RAK continue to develop, expand and diversify, offering their customers first class services based on international standards which cover a wide range of maritime based operations. RAK International Airport (RKT) is actively expanding its number of airline operators and routes, and the passenger and cargo volumes are steadily increasing.

RKT is an international airport, which is investing in its infrastructure and developing its connections within the region and beyond and importantly, it is without the congestion and potential for delay, often associated with other major airports in the region.

What does the future hold for RAK Customs Department?

Between 2010 and 2015, the value of trade handled by RAK Customs Department has grown by 48.6% and we are able to complete the documentation, inspection and clearance of goods for import, export/ re-export and transit at all locations, within a very small time period (hours/minutes). For this reason and when compared to the customs clearance times required at other first points of entry into the UAE and Free Zones, our department is able to offer a significant competitive advantage to those choosing to use Ras Al Khaimah. We intend to build on this factor at the same time as continually improving and increasing the services that we offer, whilst constantly maintaining effective custom border controls for the safety of the country and the region, through the deployment and use of sophisticated and technically advanced inspection and examination systems and devices. By doing so, we guarantee that RAK Customs Department continues to significantly contribute to ensure doing business in RAK, becomes ever more streamlined and efficient so as to further support the economy, security and safety, of the emirate and the UAE.

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interview one on one

MAKING EDUCATION BETTER FOR ALL

We interviewed Dr. Abdulla for an insight into Dubai’s Education sector

r. Abdulla Al Karam, Chairman of the Board of Directors and Director General of the Knowledge and Human Development Authority (KHDA), is responsible for a wide spectrum of education in Dubai’s private sector from early learning and school to higher education and training institutes.

Dr. Abdulla has the distinction of holding key positions across the United Arab Emirates, as well as being a board member of the National Qualifications Authority, of the UAE Federal Government. He was also appointed to the Board of the Social Sector, Government of Dubai. He has recently been nominated as a member of the Higher Committee for Protection of the Rights of People with Disabilities in the emirate of Dubai.

Prior to the formation of KHDA, Dr. Abdulla held the post of CEO of Dubai Knowledge Village, which led to the opening of new higher education institutions, with a remit to diversify the educational landscape in Dubai. Before that, Dr. Abdulla headed the Research Unit

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at Dubai Internet City and began his career working as a software engineer in the United States and France.

KHDA aims to support the people of Dubai in achieving their potential from birth and through life’s journey, as it works toward achieving the goals set out in the National Agenda.

Dubai’s education sector has undergone an extensive reform with the establishment of KHDA. What has been KHDA’s biggest achievements so far?

Our achievements are reflected in the collective achievements of Dubai’s private education sector, which has been made possible by the efforts of principals, teachers, parents and students. The quality of education has improved significantly since we started school inspections in 2008 and today 61 % cent of students are attending schools offering a “good or better” education, compared to just 30% in the 2008/09 academic year. Our ability to bring together people and create a shared vision for education has inspired change in the education sector.

Dubai is being increasingly known as an attractive education destination in the world. How do you see the future for KHDA and the growth of the education sector in Dubai?

Dubai has a very clear vision and targets going into 2020 and beyond, and the private education sector is key to achieving these. We want to ensure the education sector continues to grow to support industry in Dubai. It is a priority for us to achieve national agenda targets set out in UAE Vision 2021. The vision clearly emphasises the importance of creating a first-rate education system. Keeping this in view, one of the targets outlined is to ensure UAE students rank among the best in the world in reading, mathematics and science, and to have a strong knowledge of the Arabic language.

What are some of your main initiatives that have contributed to the improvement of Dubai’s education sector over the years and how are these currently being delivered?

Education has changed dramatically in recent years and our role as a regulator has been geared towards playing the role of a catalyst who has brought the sector together and enabled dialogue. We ensure a constant supply of new schools to the market and maintain a healthy balance on the supply and demand side. The annual school inspections by Dubai School Inspection Bureau (DSIB) have supported improvements in the quality of education offered by private schools as our and What Works and Living Arabic events have brought together educators from Dubai schools to learn about good education practices.

KHDA aims to create a high quality education sector focused on wellbeing and happiness. Dr. Al Karam, how has this aim contributed in reshaping the education sector in Dubai?

We are very clear about the fact that the focus of schools and universities should be on building happiness. If people are happier, their performance keeps getting better and they are more satisfied. Positive education can spark innovation and inspire young people and we want to see all schools in Dubai build on the culture of positivity, happiness and wellbeing of students.

“KHDA aims to support the people of Dubai in achieving their potential from birth and through life’s journey, as it works toward achieving the goals set out in the National Agenda.”

KHDA recently launched the ‘School of Hearts’ initiative that works towards building a balance between academic achievements and development of character. Dr. Al Karam, tell us more about this initiative.?

Being happy at school is an important aspect of student wellbeing and the School of Hearts initiative made an effort towards understanding whether students in Dubai felt engaged - both socially and academically.

One of the ideas behind the initiative was to inspire schools to create a balance between academic achievement and developing the characterstrengths and wellbeing of pupils. We are happy that more than 9000 students from 35 schools took part in the initiative.

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Paul Sloane is the author of The Innovative Leader, published

by Kogan Page. He writes, speaks and leads workshops on lateral thinking and innovation.

SIX WAYS THAT THE UAE CAN BOOST INNOVATION PAUL SLOANE

is Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE Vice President, Prime Minister and Ruler of Dubai, has launched a National Innovation Strategy that aims to make the UAE among the most innovative nations in the world within seven years. It will stimulate innovation in seven sectors including renewable energy, transport, education, health, technology, water and space.

“The UAE is already the most innovative Arab nation. Our target is to be among the most innovative nations in the world. The competitiveness race demands a constant flow of new ideas, as well as innovative leadership using different methods and tools to direct the change,” said Sheikh Mohammed. So where does the UAE stand and what can it do to achieve these ambitions? The Global Innovation Index ranks countries according to their innovation capabilities. It is authored by Cornell University, INSEAD, and the World Intellectual Property Organization, an agency of the United Nations.

In its 2014 report the UAE was ranked 36th out of 143 economies. The top 10 economies are Switzerland, the United Kingdom, Sweden, Finland, the Netherlands, USA, Singapore, Denmark, Luxembourg, and Hong Kong. The UAE has the advantage of heavy investment in urban infrastructure and it benefits from a diverse multi-cultural workforce. So what steps can be taken to improve its innovation performance? Here are some broad suggestions.

1. Make it as easy as possible to start a new business. Most radical innovations come from start-ups and we need a lot more of them. It is already reasonably easy to start a new business in the UAE. However, we could further reduce administration and regulation burdens.

2. Increase the availability of loans for small and medium sized enterprises (SMEs). At the moment many smaller enterprises cannot raise the finance they need to expand. Banks are keen to rebuild their balance sheets and are unwilling to make loans especially to smaller companies and start-ups.

We need to encourage venture capital funds, business angels and banks

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to invest in or lend to start-ups and smaller enterprises. This is risky so the government can help lay-off some of the risk.

3. Tilt higher education towards Science. The UAE invests heavily in education but we need to see a better return in terms of innovation. Many valuable high-tech start-ups come out of PhD studies or University research departments. We should encourage more bright students to take degrees and further degrees in Science based subjects. We should say that a degree in Physics is more valuable than a degree in History. One way to tilt the playing field would be to make it more attractive financially to take degree courses in science and engineering courses.

4. Curtail Bureaucracy. Too much procedure and bureaucracy in government bodies and large companies acts as a brake on entrepreneurial activity and innovation. Even the most successful companies in the UAE often display a complacent attitude at the top. Many have layers of administration full of bureaucrats who love long-winded procedures. The government can take the lead in cutting red tape and unnecessary regulation wherever possible.

5. Buy more from small companies. Public sector spending is huge but relatively little goes to very small companies because the procurement processes are so long and convoluted. If government allocated a proportion of its spending for SMEs and start-ups then that would channel some much needed business to this sector and help it to grow.

6. Promote to the top on merit. To compete with the best in the world we need the world’s best corporate leaders and this means promoting and recruiting the very best talent.

We need more innovation in all parts of the economy including large corporations and the public sector. However, we should start with the SME sector. Over a period these proposals would encourage more startup businesses and more high-tech businesses. This will help fuel entrepreneurship and innovation.

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The new financial capital of Africa Progress made at Lagos Eko Atlantic

ising off the coast of Lagos, on land reclaimed from the Atlantic Ocean, stands Eko Atlantic: a 21st century city providing vital real estate for people to live and work in what will become the new financial capital of Nigeria if not West Africa.

prime real estate in the world’s fastest-growing megacity; soaring property demand fuelled by a surging population; and a valuable foothold in Africa – widely recognised as one of the world’s last emerging growth markets.

Already a haven for investment, Eko Atlantic will soon become a beacon for international business and tourism – a global landmark and a symbol of Nigeria’s pride and prosperity.

Over 80% of all infrastructure in Phases I and II will be complete this year. The city is supported by 21st century infrastructure that is almost complete.

Eko Atlantic is fast becoming a reality as clients have already begun constructing their high-rise developments within the city.

From the independent power and water supply to the high speed communications network and capacious traffic lanes, Eko Atlantic is built to support all the needs of today – and for generations to come.

Eko Atlantic is an entire new coastal city being built on Victoria Island adjacent to Lagos, Nigeria, to solve the chronic shortage of real estate in the world’s fastest-growing megacity. It is a focal point for investors capitalising on rich development growth based on massive demand – and a gateway to emerging markets of the continent. Eko Atlantic provides a tremendous amount of opportunities to real estate investors and developers. With 10 million square metres of

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The government of the state of Lagos -- Nigeria’s former capital -- has proudly proclaimed it is building a new city that will become the new financial center of Nigeria, and perhaps West Africa.

The scale of the Eko Atlantic project is immense and progress is being achieved through a team effort between investors, planners, engineers and contractors.

Pitched as Africa’s answer to Dubai, Eko Atlantic is a multibillion dollar residential and business development that is located as an appendage to Victoria Island, and along the renowned Bar Beach shoreline in Lagos.

There is no shortage of doubters and critics of the initiative, which is seen as an exercise in runaway neoliberalism by a country that cannot even ensure 30 days of continuous power supply to its citizens. The truth, however, is that Lagos deserves its dream Eldorado and the economic case for Eko Atlantic is sound.

At the moment, all aspects of the planning and building of the Eko Atlantic city are squarely in the hands of the private sector involving both local and foreign venture capitalists. Those already on board include local and international banks -- First Bank, FCMB, Access Bank Plc. and GT Bank in Nigeria, BNP Paribas Fortis and KBC Bank -- as well as a growing number of private investors.

The recent inauguration of a new governor for Lagos, West Africa’s mega-city with close to 18 million residents, presents a further opportunity to rejig plans and boldly move towards chartered city status.

residents, the state and the country. In a depressed international economy, such a city would attract the qualified, the brave and the adventurous from the entire globe.

African countries sorely need a skilled workforce from the developed world to fill hi-tech employment and service industries that will fuel growth in the 21st century. There are successful comparable projects across the developing world. The Chinese government, seeing the tremendous success that different rules made of Hong Kong, wisely created special zones offering tax and tariff incentives.

There is the phenomenon of medical cities that are scattered in many regions of Saudi Arabia. Dubai is a beacon of success and Abu Dhabi is already closely following these examples with its bold creation of the Abu Dhabi Global Market established on Al Maryah Island.

This is the latest United Arab Emirate creation of a financial free zone based on a separate jurisdiction. Honduras is also currently involved in the creation of such high-quality, liveable cities.

Lagos will have to work with the federal government to be able to create a special zone of reform. The arrangements will require further delegation of control to Lagos state, which will in turn give up powers to the regulatory authorities of the chartered Eko Atlantic city.

Such arrangements and concessions should be easier now as the constellations have aligned for the first time in Nigerian history.

The Lagos state is now run by the same government and party that rule the country. This arrangement will allow Lagos to make more credible promises to investors across the world. There will be a mutual benefit of exchange in favor of investors, employers,

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interview one on one

A GLOBAL NICHE IN HOSPITAL MANAGEMENT Chief Executive Officer of Arabian Healthcare Group, Raza Siddiqui has pioneered the concept of premium healthcare with premium hospitality, creating his own global niche in hospital management and administration.

e has been part of the UAE healthcare industry for over 15 years. During the course, Dr Raza Siddiqui spearheaded a number of signature projects, including the prestigious RAK Hospital, an established benchmark in the region’s healthcare sector. Dr Siddiqui was also instrumental in setting up the RAK College of Medical Sciences, a network of clinics and clinical referral laboratories along with the establishment of a medical equipment trading division. With his zeal, passion and skill, he played a significant role in planning, execution and management of these successful projects.

After a college education in Delhi, Dr Siddiqui earned his MBA degree from a US university. Interestingly, he has also done a course in fashion designing and worked as resident manager for a reputed textile company in India for six years. A keen fashion enthusiast and a designer himself, he designs his own clothes. He believes that dressing up well enhances one’s feeling of wellness, once again emphasizing an organic link between his two professions and passions.

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RAK Hospital, a premier name in the medical and wellness industry, is nestled in the foothills of the Jebel Jais mountain range in Ras Al Khaimah, providing exceptional medical care in the lap of nature. Since its launch in 2007, the hospital has been playing a pivotal role in promoting the beautiful emirate and the UAE as a centre for premium medical care and wellness therapies.

The hospital was established to address the growing demand for a top-notch healthcare facility for locals, expats, and tourists alike. Just an hour away from the Dubai International Airport, RAK Hospital caters to a large number of patients that flock to the UAE for cost-effective and reliable medical care. The hospital has built its reputation on the selection of top doctors, paramedical and support staff that work in a world-class medical facility surrounded by a tranquil atmosphere. Patients from Africa, Middle East, CIS countries and more visit the hospital every year. RAK Hospital ranks among the few luxury hospitals in the world that seamlessly blends premium hospitality with world-class healthcare.

Please tell us a bit of history and background behind establishing this hospital?

I met His Highness Saud Bin Saqr Al Qasimi back in 2004 when he had taken over as the Crown Prince of Ras Al Khaimah. At that time His Highness wanted to promote Ras Al Khaimah as a destination for multiple hubs such as tourism, industry and investment. Generally, when people visit from overseas to invest and stay during holidays, the first factor they look for is safety and want to ensure that in case of an emergency they and their families are safe.

His Highness had wisely thought of this back then; he called me and said, “Look I want to build a hotel-like hospital where people from all over the world would feel comfortable”.

I understood his vision; however this was too early for Ras Al Khaimah because of its small population. Besides the hospital would itself have taken some time to materialize. This is because healthcare has to be for profit since it can’t run on charitable basis or by governments – something people world over realise. The healthcare sector requires capital while being technologically intensive; therefore it has to be run like a private business to be able to generate respectable profit and to be able to keep up with the changing times and technology.

We did a thorough healthcare research, created a vision for the hospital which was approved by His Highness I went to the US, sat down in the office of Ellerbe Becket – the company that designed Mayo Clinics – for 15 days and got the design completed based on the best healing environment standards. You will notice “light, life, hope” wherever you walk in the hospital.

This is how the design was created and within 18 months we finished the entire project. Moreover, RAK hospital is perhaps one of the few hospitals which is designed as per Joint Commission International and American Institute of Architecture guidelines Therefore everything is JCI accreditation compliant. In a very short span of time we could win over the confidence of the people not only living in the emirate but also at the regional and international level. I am very happy to say that after 8 years of operations, we are doing

work that many people in the region cannot think of: advanced cardiac surgeries, advanced joint replacement programs, etc. We are evolving, growing and we see more than 700 patients a day here while our occupancy is 100%.

I also understand that you are aiming to position Ras Al Khaimah as a new medical tourism destination. Tell us a little about this.?

I did medical tourism for India 20 years ago and India has fortunately become a popular tourism destination in the world today in terms of numbers. I got involved into this business because there is almost a 100 billion US-dollar business opportunity for medical tourism worldwide and in the region we are looking at around 20 billion in the industry. I remember pre-9/11, the US used to get almost 20 billion businesses from the region; however post September 11 there was a vacuum because the US didn’t wanted people from the region nor were the people from the region comfortable going to the US. Around that time other alternative destinations such as Thailand, Germany, Singapore and India, were emerging. However, I realized that to become a medical tourism destination we need to keep a balance of two factors: healthcare and hospitality. Hospitality in this region is A++, because of the top-of-the-line infrastructure, best of the hotels, redefined standards and everyday safety, security. What was lacking was the international quality healthcare providers so we knew that if we could come up with a hospital which could provide all this, we were in the right location.

Geographically we are at an advantageous situation because Dubai is the biggest healthcare hub today, and the number of transit passengers has crossed more than 40 million. I believe that more than 2000 patients change flights from Dubai Airport to go to other destinations every day. To cut the long story short, we established the hospital, won the confidence of people and then started creating awareness in international market. Today, RAK Hospital is a preferred healthcare destination for a number of foreign dignitaries, including people like governors of Nigeria and health commissioners. We offer the entire package, from the patients’ decision to come here to dropping him back healthy.

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What are the expansion plans that you have been talking about. Do you have second phases of development?

We currently have 80 beds but we are adding 100 more beds now and we have a plan ready. We will be doing a modular kind of hospital, a built-in factory that will be brought and fitted here. So hopefully within the next one year we will have that expansion in place in the same area.

We are also further expanding; we want to take this quality healthcare to the doorstep of people. We are also planning to open a chain of clinics because we don’t want people with minor health problems to travel all the way to the hospital. So we will be launching four to five RAK Medical Centers in Ras Al Khaimah. We have also recently opened RAK Diabetes Centre in Dubai.

In terms of technology expansion and having the right professionals and doctors, this might be quite an important part of the hospital?

Today technology is not a problem because if you have money in your pocket and you can buy anything; the biggest challenge is skilled, qualified manpower. But the good thing is that people would love to come to this region since its tax free, and promises a good quality of life, safety and security. If you can offer the tourists similar kind of equipment, platform and environment, they would love to come here.

Compared to countries like Africa which are a big challenge where you cannot recruit a doctor because he will not go, we have an advantage here. Therefore we are able to attract doctors from all over the world.

Tell us a little about the experience that a patient witnesses when they come here?

I am very passionate about this. I address my staff annually and this year we redefined our vision with zero defects and zero tolerance. However, the people were not very comfortable as they believe a certain percentage might go wrong. I simplified it for them; life and death is in the hands of the Creator, machines don’t make mistakes. If you calibrate the machines right, the machines will do exactly what is required to be done. In healthcare, maximum problems are human errors and medication errors. Once you are dealing with a patient you will have to remember that the patient could even be your family member. This is an emotional and passionate approach, which is reality. If I am looking at a slide in the microscope thinking that it could be my mother, it changes everything. Same approach goes with the patients’ experience. For example, the moment he intends to visit you, each point of contact makes the experience for them. The responsibility for everyone here has to be more passionate. It is a continuous and ongoing struggle, challenge and delight to empower my staff to offer our patients with the best service. I love doing what I’m doing.

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As a final question Dr. Siddiqui, this edition is dedicated to Sheikh Saud Bin Saqr Al Qasimi and his vision in turning Ras Al Khaimah into such a thriving place. How would you describe in a nutshell the main pillars of his leadership?

His Highness Sheikh Saud Bin Saqr Al Qasimi is the most knowledgeable person I have ever come across in my life and I have spent life with legends. . It is not ordinary; he is so well-prepared for everything, which is unimaginable. Whatever you see here in Ras Al Khaimah is a reflection of his thoughts and vision. I am only an instrument in expediting, progressing and completing the work as per his vision.

ENTrepreneurship

Dr. Sami Mahroum has a PhD in Science and Technology Policy & Human Resources from the Faculty of Economics and Social Sciences at the Helmut-Schmidt University (Bundeswehr University-Hamburg).

He spent part of his PhD training at the Department of Geography, University College London, and at the Institute for Prospective Technological Studies in Seville, Spain. Dr. Mahroum is a Research Director of Britain’s National Endowment for Science, Technology & the Arts and a Visiting Reader at the School of Management, Birkbeck College, University of London.

START-UPS: GROWTH ENGINES OF THE MIDDLE EAST Despite the Middle East’s pervasive aversion to risk and tribal business culture, online start–ups are injecting energy into local markets.

SAMI MAHROUM

he recent STEP conference in Dubai – the biggest start-up conference for the Middle East and North Africa (MENA) region – attracted a lot of buzz. It seemed to indicate that the region’s start-up scene was coming of age. Yet MENA entrepreneurs are still facing serious structural impediments to progress.

The successes of the region’s start-ups should not be underestimated.

According to Wamda, a regional accelerator platform, more than a dozen start-ups – including Bayt, Careem, MarkaVIP, Namshi, News Group, Propertyfinder, and Wadi.com – now have estimated valuations above $100 million. Souq.com, a 3,000-employee company founded in 2005, is poised to be the region’s first “unicorn,” with a valuation above US$1 billion.

Yet the regional environment remains far from conducive to entrepreneurship. Beyond the wars, terrorism, and political turbulence plaguing the Arab world – not to mention the usual challenges facing entrepreneurs outside Silicon Valley, such as lack of adequate risk capital, talent, or infrastructure – is a slew of deep-rooted structural problems.

Checked by a “tribal” business culture One of those problems relates to enterprise demographics. According to one study, in 2011, family businesses represented up to 70 percent of the MENA private-sector economy – a higher share than in any other region. This means that a large segment of the business community

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raises funds, shares equity, and manages operations within small, tightknit social circles.

The conventional wisdom of drawing on friends, family, and fools for new business endeavors seems to translate in the MENA region as, “If you are not a friend or family, you must be a fool.” While this might help to contain risk, it also fosters a risk- averse business culture. And yet a willingness to take risks is pivotal to innovation and entrepreneurship. Moreover, keeping businesses in the family reduces their disruptive potential, even when they do manage to innovate.

This family-oriented, or “tribal,” business culture is the result of a long history of inefficient, commercial judicial systems, arbitrary nationalisation programmes, and a lack of effective corporate governance. While most countries have made improvements on these fronts, the tribal business tradition remains entrenched, and will take time to dislodge.

But steps can be taken now to help mitigate some of the problems associated with this business culture, such as a lack of availability of adequate risk capital for new entrepreneurs. In Lebanon, for example, the central bank has launched an unprecedented start- up support initiative, Circular 331, through which it guarantees up to 75 percent of risk capital, made available by local banks, amounting to up to 3 percent of their assets. Since its launch in 2013, the programme has generated more than US$400 million in risk capital.

A second major hindrance to innovative entrepreneurship in the MENA region lies in the way governments manage their critical role as clients.

Through the procurement of goods and services – comprising about 1015 percent of GDP in developed countries and up to 20 percent of GDP in developing countries – governments can serve as important drivers of growth and innovation. Silicon Valley’s genesis and growth, it should be recalled, were propelled by government contracts and procurement.

But in MENA countries, the conditions for doing business with the government – including tendering requirements, payment schedules, and bureaucratic demands – tend to be prohibitive for small firms (10 - 50 employees). With small businesses unable to access the market for public goods and services, they miss out on important opportunities to mature and expand, which limits their capacity to spur broader economic growth and development.

The struggle to find B2B connections A third major impediment to innovative entrepreneurship in MENA countries relates to the industrial structure. Construction, banking, telecommunications, tourism, and traditional manufacturing represent a significant share of the region’s private-sector economy. Companies in these industries tend to be not only family-owned, but also large in size and heavy in capital investment, and they do not typically view start-ups as potential strategic business partners.

most of the successful companies in this domain sell directly to consumers and conduct transactions via digital payment services that enable them to avoid transactional barriers such as government procurement regulations and high bank fees.

Dynamic growth drivers The progress that such start-ups have managed to achieve highlights their potential to spearhead innovation and generate economic growth.

It should thus serve as a powerful incentive for MENA governments and businesses to change their approach. Specifically, governments should do more to leverage their spending to support new, innovative businesses, while established companies should open up their operations and cooperate with start-ups to scale up innovative activities that can inject dynamism into markets.

Start-ups are proven hubs of innovation and drivers of economic growth, employment, and development. It is time for the MENA countries to make the most of that potential.

All of this implies high barriers to entry for new businesses, which face severely limited opportunities to disrupt, spin off, or even leverage, major industries. Even start-ups that make some initial headway struggle to scale up in the B2B sector. Unsurprisingly, in these major industries, disruptive entrepreneurship and innovation tend to arrive slowly and late. While telecommunications is something of an exception in this sense, even its development is hampered by government regulation.

MENA start-ups have achieved the most success online, where the large established players did not show early interest, and barriers to entry, in terms of capital investment and market access, are relatively low. Indeed,

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interview one on one

CAYAN SETS THE BAR HIGH The story behind the developer who built the “twisted tower”

AHMED M. ALHATTI

PRESIDENT AND CHAIRMAN - CAYAN GROUP HOLDING LLC

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A

hmed Mohammed Alhatti, born in Riyadh, Saudi Arabia is the President and Chairman of the Board of Cayan Group.

Mr. Alhatti is the man behind the $272mn “twisting tower” called Cayan Tower, in Dubai Marina, UAE. The project has not only won plaudits and awards for its original design, which reduces wind forces on the tower, but has also set the bar high for Cayan, since as described by its chairman, the company can only do similar or even better developments going forward.

Mr. Alhatti has over 20 years of experience in investment and financial services and over 10 years in development, investment in real estate business with successful and iconic & distinctive projects in UAE & KSA. Cayan Group Holding with offices in Riyadh & Dubai consists of subsidiary groups that includes, Cayan Development: a leading real estate developer of iconic projects; Cayan Homes: registered brokerage real estate; Cayan Community Management: acts as the building and facilities management of all our projects and provides customer care to all Cayan clients.

And lastly, Cayan Hospitality: manages and oversees Cayan’s hotel apartments, spas, cafes and restaurants.

LEADERS Middle East caught up with Mr. Alhatti for an insight into Cayan’s world.

Mr. Alhatti, you founded Cayan Group back in 2004. Please share with us a brief history on how you established this company. How would you describe the last few years in terms of your operations?

We started Cayan in 2004 when I came to visit Dubai for the purpose of buying different units for my personal use and some others for my friends, then I decided to develop the first project, which is The Jewels towers, that is located in Dubai Marina and this is how Cayan started. Cayan start-up was during the most exciting phase of Real Estate in the region where we aimed for the most rewarding investment opportunities. Such start of Cayan was very distinctive, which was driven by passion and an approach of building unique developments. During the last few years we developed and handed over iconic developments such as Cayan Tower and Silverene in

Marina and Layaly Compound in KSA. In the last year, we focused on restructuring the company and in this year we launched several strategic projects in Riyadh, KSA and Dubai, UAE. Since the start of operations you have heavily invested most of your projects in the Middle East region, particularly in the UAE. What is the potential for growth that you still see in the UAE’s real estate market?

The United Arab Emirates emerged from the financial crisis much faster than anyone had expected. I perceive a much more organized strategic planning for the real estate business in Dubai than five or six years ago. There is more protection for investors, but also better state regulation that ensures the quality of investors themselves, which I believe will safeguard the steady growth of the real estate market in UAE.

will always be able to be in control.

As for the Middle East region, the whole region will continue being affected by the political situation and turmoil that will probably continue in 2016 and beyond. That’s the biggest threat in the region but with a special approach of management we

After winning the bid to host the World Expo 2020 in the UAE and in particular Dubai, what do you believe would be the impact that hosting this important exposition would have on the UAE’s real estate market?

The announcement of Expo 2020 is having a great positive impact on the economy of UAE. With Expo 2020 four years away, everyone now perceives the countdown as a driving goal until that time. This makes the real estate market in UAE more stable.

Cayan’s iconic twisted tower is recognized as the tallest twisted tower in the world and one of the most important real estate projects implemented in Dubai recently. Please share with us some of the most important details that you had to have in mind when developing this unique project and how successful has this development been commercially?

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Cayan Tower is a residential landmark that has achieved international recognition. Developing this project was indeed very challenging due to its 90 degrees twist and its helix shaped structure. At that time we could have opted to construct a regular, tall building and the location alone would have made it a stand-out scheme, but instead we were driven by our vision to develop a unique project that would be instantly recognizable and that would distinguish Cayan from other developers.

Having been awarded as «the best business leader of 2015» by MENAA, What does this award mean to you, of being recognized as one of the most respected business leaders in the region?

I’m proud to be recognized in such awards, this is the result of the hard work of all the Cayan team and I’m proud to represent the Kingdom of Saudi Arabia in such event.

Mr. Alhatti you have stated, “We strongly believe in the importance of teamwork, integrity and achievement, which are the foundation of our success”. How would you describe the leadership style that has defined the way in which you run your company?

We work together as one family where we support each other but at the same time we enhance the level of professionalism for each member in the company.

The real estate market has taken a new reality after the world economic crises of 2008 and 2009. How recovered would you say the UAE’s real estate market is at this point and how vulnerable would this market be if it were to experience future shocks of this nature?

As I mentioned earlier, UAE market has overcome the financial

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crisis faster than any other country, the real estate market in UAE has recovered from the crisis and is currently much more regulated and organized. The stringent government regulation of the sector is minimizing the risk, which makes the UAE real estate market healthier than it was ever before. I’m a big believer in the UAE market and I believe that the UAE government has taken several steps such as increasing foreign investments and ensuring high quality of real estate developers, these steps allow only the strong developers to survive in this country and will thus act as a buffer against any shocks.

Could you share with us any new important projects that you have in the pipeline for 2016?

We have recently launched three projects, Cayan Cantara in Dubai, CMC and Samaya in KSA: Cayan Cantara is the newest project in the heart of Dubai; it comprises of luxurious residential and hotel apartments in accordance with the freehold ownership system. It is, in simple terms, the ideal investment opportunity given its special location along the strategic Umm Suqeim Road and a 5 Star hotel operator will manage it.

CMC, is a sophisticated offices centre located along King Fahad Road which is the most vital road in the vibrant city of Riyadh.

CMC supports the business with its modern and high-end facilities and services including luxury offices and high tech fitness centre in addition to a multipurpose hall and a restaurant.

Samaya, a 1 million square meter development situated in a prime location in northwestern Riyadh, Saudi Arabia. It offers investors a tremendous opportunity to own a piece of land or build a home.

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The knowledge era What’s next?

Future predictions on how knowledge and education is evolving going forward.

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he late 20th century was a period of major social, economic and political changes. It was also a time in which there were big changes in knowledge – in how people see knowledge and how they use it. This period is now widely known as the beginning of the Knowledge Age – to distinguish it from the Industrial Age. The Knowledge Age is a new, advanced form of capitalism in which knowledge and ideas are the main source of economic growth (more important than land, labour, money, or other ‘tangible resources).

New patterns of work and new business practices have developed, and, as a result, new kinds of workers, with new and different skills, are required.

As well as this (and this is very important for education), knowledge’s meaning is changing. Knowledge is no longer being thought of as ‘stuff ’ that is developed (and stored) in the minds of experts, represented in books, and classified into disciplines. Instead, it is now thought of as being like a form of energy, as a system of networks and flows – something that does things, or makes things happen.

Knowledge Age knowledge is defined—and valued—not for what it is, but for what it can do. It is produced, not by individual experts,

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but by ‘collectivising intelligence’ – that is, groups of people with complementary expertise who collaborate for specific purposes.

These changes have major implications for our education system.

How did all this come about? Why does it matter?

Very briefly: in agrarian or pre-industrial times, most people mainly needed ‘know-how’ kinds of knowledge. They learned this knowledge by participating in the everyday life and work of their community. Most people had no formal education.

In Industrial Age (20th century) societies, on the other hand, people needed different, more abstract – or ‘know what’ – kinds of knowledge. Schools were set up to deliver this kind of knowledge to the young, and mass education began. In Industrial Age schools, trained professionals package “know what’ knowledge into a logical, controlled, cumulative sequence. Students are organized into age-related cohorts who receive this knowledge all together, in the same order, at the same pace. Industrial Age schools also teach social and citizenship skills. Students are disciplined to follow the rules and respect the authority of certain bodies of knowledge, and to follow the rules and respect authority in the society they live in.

The schooling system is managed by a bureaucracy, set up to ensure the efficient and standardized functioning of all parts of the system. The efficiency of the system takes precedence over the needs of individual students. This one-size-fits-all system works reasonably well as a way of sorting people into the different kinds of worker-citizens needed by Industrial Age societies: however, it produces a great deal of ‘wastage’.

Post-Industrial – or Knowledge – Age (21st century) people also need ‘know what’ kinds of knowledge. However they need more than this. They need to be able to do things with this knowledge, to use it to create new knowledge. The ‘know-what’ kind of knowledge is still important, but not as an end in itself. Rather, it is a resource, something to learn (or think) with. In the Knowledge Age, change, not stability, is a given.

Knowledge Age worker-citizens need to be able to locate, assess, and represent new information quickly. They need to be able to communicate this to others, and to be able to work productively in collaborations with others. They need to be adaptable, creative and innovative, and to be able to understand things at a ‘systems’ or big picture’ level.

Most importantly, they need to be to think and learn for themselves, sometimes with the help of external authorities and/or systems of rules, but, more often, without this help.

Because ‘know what’ and ‘know how’ kinds of knowledge have only a short shelf life, it is no longer viable to ask schools to ‘fill up’ students with all the knowledge they need beyond school. Nor is it viable to teach students any particular ‘one best way’ of knowing – or doing – things. Instead they need to teach students how to work out for themselves what to do.

Today’s schools are organized to produce Industrial Age worker-citizens. If schools are to prepare young people for successful lives in the 21st century, they need to do things differently. 21st century schools need to develop different skills and dispositions from those that were required in the 20th century.

This can’t be done simply by adding these ‘new’ skills and dispositions to the existing curriculum. Doing this would just add more to the already impossible workload of teachers, and it would not work to build a 21st century system. A new mindset is required, one that can take account of the new meaning of knowledge and the new contexts and purposes for learning this knowledge.

‘21st century learning’ is a shorthand term that draws together some of the ingredients of this new mindset. Read more about 21st century learning.

The changes outlined on this page are primarily economic and work-related. Education is, of course, about much more than simply preparing people for work. It has other important goals: for example, developing social and citizenship skills, providing equal opportunity, and building social cohesion.

Expressed this way, these are 20th century goals.

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interview one on one

REDEFINING EXCELLENCE An interview with Peter England, Chief Executive Officer of RAKBANK

eter England became CEO of RAKBANK on 1st November 2013. Before joining RAKBANK, Mr. England spent seven years as the Head of Retail Banking at CIMB Bank Berhad – a subsidiary of CIMB Group and one of the largest banks in ASEAN – where he managed CIMB Bank Malaysia’s business lines for individual and small enterprise customers in Malaysia, Singapore, and Cambodia and worked on developing a wide range of conventional and Islamic products and services.

Mr. England has over 33 years of working experience in all aspects of retail banking and wealth management, and was based in Asia for 16 years after a banking career in Australia that spanned 17 years. He was elected member of the RAK Insurance Board of Directors on 30th August 2015.

RAKBANK, also known as the National Bank of Ras Al Khaimah, is one of the oldest and most dynamic banks in the UAE. Founded in 1976, the Bank underwent a major transformation in 2001, with a shift in focus from corporate banking to retail and small businesses.

Today, the Bank offers a wide range of personal and business banking ser-

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vices throughout its 35 branches and its portfolio of electronic banking solutions, which include Telephone, Online, and Mobile Banking. It also offers Sharia-compliant personal and business banking services via its Islamic Banking unit, RAKBANK AMAL. RAKBANK is a public joint stock company, headquartered in the emirate of Ras Al Khaimah, in the UAE. Its Head Office is situated in the RAKBANK Building on Sheikh Mohammed Bin Zayed Road in Ras Al Khaimah. The Bank is 52.78% owned by the Government of Ras Al Khaimah and its shares are publicly traded on Abu Dhabi Securities Exchange (ADX). The Board of Directors consists of several members of the ruling family of the emirate of Ras Al Khaimah businessmen and professionals from UAE and Australia.

RAKBANK is a proud member of the UAE Banks Federation (UBF) and as such, abides by the UBF stipulated, Customer for all member banks.

RAKBANK concurs with the Customer Charter to promote trust and best practices across financial services industry, providing customers with clear guidelines about the standard of service they can expect from their banks.

Established in 1976, RAKBANK is known as one of the oldest and most dynamic banks in the UAE. Please share with us a little bit about the history of RAKBANK and its operations in the Emirate. What have been the major milestones that the organization has witnessed so far?

Founded in 1976, RAKBANK is one of the UAE’s oldest and most dynamic financial institutions.

Today, the Bank offers a wide range of conventional banking products and services to individuals and businesses across the UAE through its 35 branches and its portfolio of electronic banking solutions, which include Telephone, Online, and Mobile Banking. We also offer Islamic Banking solutions, through RAKBANK AMAL. In addition, we developed a core competency in catering to the traditional SME and Commercial banking segment.

Along the journey, the Bank rebranded as RAKBANK in 2001, we shifted our focus from purely Corporate Banking to serving Retail customers and Small Businesses. In late 2013, we increased our presence in the traditional SME and Commercial Banking segment, and more recently reentered Corporate Banking, in line with our strategic plan to diversify our product offering to better serve the needs of our customers. During 2015 we acquired a majority stake in RAK Insurance Company and launched a new Retail Remittance service. In the first quarter of 2016 we launched our standalone Business Banking segment with a focus to adopt a more customer-centric approach for our customers. These initiatives are part of our ambitious diversification strategy.

As research shows that 272 million contactless cards will have been issued in the region by 2019, RAKBANK has recently teamed up with Gemalto to support the migration to contactless EMV payments. How does this deployment aid RAKBANK to stay ahead of the curve?

At RAKBANK we are committed to empowering customers with technology-based solutions that save their valuable time and money. We always strive to offer our customers a convenient and hassle-free banking experience whether through our award-winning Mobile Banking, MobileCash, web-chat solutions, Click and Collect, and the recently launched Tablet Banking.

As for our newly adopted Gemalto contactless Cards, we believe that this would put RAKBANK at the forefront of the powerful trend towards contactless payments that is evident across the Middle East and Africa. The Bank has initially deployed the contactless technology with the launch of its RED MasterCard and World MasterCard Credit Cards, offering customers all the benefits of swift ‹tap and go› transactions, alongside an attractive package of loyalty and saving programs. In addition, these contactless Cards provide an easy and convenient payment method, no PIN required for small value transactions (up to AED 100 retail transaction), and help customers make a payment simply by tapping the Card at enabled POS terminals to process the transaction in just a few seconds.

In 2001, RAKBANK had undergone a major shift from corporate banking to retail and small businesses. How has this segment been developing within the Bank and what is the growth you see going forward?

RAKBANK’s vision for the future is to be a full-fledged universal bank where customers can view us as a one-stop partner for holistic solutions for their every financial needs. We began the journey by increasing our presence in the traditional SME and Commercial banking segment.

On top of that, we recently reentered the Corporate Banking space and expanded our Treasury Banking services with the purpose of diversifying our offerings to every segment of the Business and Corporate Banking space. While we grow organically and develop in-house capabilities, acquisitions are of interest to us, we will take advantage of suitable opportunities as and when they arise.

SMEs currently contribute around 60% of the UAE’s GDP and is projected to reach 70% within the next six years, according to the National Agenda of the UAE Vision 2021. With the Vision 2021 in mind, the Bank introduced a separate Business Banking segment in the first quarter of 2016 to handle the financing needs of Small-to-Medium Enterprises (SMEs) in a more holistic manner.

As among the largest SME lenders in the country, we remain firmly committed to helping this segment grow, particularly during challenging times.

Furthermore, we not only view ourselves as financers to our SME clients but partners to their business.

How important is human capital for your organization?

To be successful in such an emerging market we plan to invest in main areas like technology, partnerships, and more importantly our people. At RAKBANK we believe that one of our most important assets is our employees who are critical to our future success as a Bank. We launched a host of internal career development programs established by our in-house Learning & Development Department to ensure we maximize our people potential.

The UAE is considered quite a well-established banking sector. In your opinion, what do you think differentiates RAKBANK amongst others in the industry? Is RAKBANK looking to expand its operations in other GCC countries?

At RAKBANK we believe in customer service being a key differentiator across all our business units. Being a fast growing Bank, we use our agility to offer customized banking solutions, tailored to individual customer needs.

Currently the Bank’s plans are centred only in the UAE and we still see room for growth in the country so we have no immediate plans to expand.

But if we were to consider it, we would probably stay within the region.

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interview one on one

125 YEARS OF GROWTH WITH THE REGION The story of one of the most respected family run businesses in the GCC

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M

ishal Kanoo serves as the Chairman of The Kanoo Group, one of the largest, independent and longest running family owned groups of companies in the Gulf region.

He is also one of the most iconic business figures in the Middle East, featured on various magazines and listed in ‘Top 100 Powerful Arabs 2013’, ‘The 15 Wealthiest Arab Businessmen in the World 2012’, among others.

Born in Dubai and educated until high school locally, Mishal Kanoo continued his college studies in United States. He took Comparative Theology and Philosophy and double major in Economics as his first degree and later earned his MBA in Finance from University of St. Thomas in Houston. After a while, he pursued higher learning and obtained his second MBA from American University of Sharjah where he occasionally teaches courses.

Subsequently, he worked at Arthur Andersen in Dubai as an Auditor before taking up his current position in 1997.

Mishal Kanoo is a frequent speaker at conferences and has a reputation of a futurist and strategist with a strong track record in forecasting economic developments in the Middle East.

Some of his speaking engagements include Forbes’s Middle East Forum in Qatar, World Summit of Innovation and Entrepreneurship in Dubai, The International Herald Tribune’s CEO Round-table in Malaysia, and other related business and social affairs in Europe, US, and so on.

Mishal Kanoo is a strong advocate of education, with an MBA in finance from the University of St Thomas, Texas under his belt. He began his career as an auditor with the former accountancy firm Arthur Andersen before moving to join the Kanoo Group.

As a Professor at the American University of Sharjah School of Business Administration, he is consequently a powerful advocate of education and believes that it allows people to take responsibility and control of their lives, spelling out ethical and religious values, blending them with modernization and progress.

Being a part of the family business that now runs for 125 years,

The Kanoo Group has unremittingly grown its realm into various divisions.Established in Bahrain in 1890 by Haji Yusuf Bin Ahmed Kanoo, the group grew from its early trading and shipping to become amongst the most diversified and highly regarded business houses in the Gulf region and beyond.

The Kanoo Group is one of the longest running family businesses in the region. How would you describe this history of 125 years?

Kanoo Group is 100 years of innovations and the remaining 25 years is reaping of the innovations. We were one of the first companies in travel. This was something nobody had done before and we set it up.

We were the first of the Arab companies to hire European Managers and gave them authority to get things done.

In the 40s & 50s we started expanding in the region before the current nations existed and in the mid 60’s we started bringing in computers which was not a regular phenomenon in peoples minds at that time. You can’t keep on planting. There is also a time to sow, to reap the benefits and I think that the last 20 or so years have been the reaping of the benefits.

Kanoo Group is today a very diversified group of companies, what are the challenges of running such type of organization in this difficult times?

The challenge lies in managing it in order to get the best on return in business as well as the organization. Our job is to take care of our employees. The more our employees are comfortable the more likely they will produce and sell and do better work because they are comfortable. I don’t find employees to be very productive if we put them under stress. Our customers are our employees, if my employees feel happy they will perform better.

The Kanoo Group has been a part of the progress the UAE has witnessed. How would you describe this moment in time that the UAE is going through?

I think we are reaching a point where we are moving out of the infant stage into the adolescent stage. The UAE were the leaders in terms of trying to benefit countries that require financial aid and there was nothing expected back in return.

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This what I believe is the child stage that the country went through.

The UAE is now changing into the adolescent stage where the UAE has done every good deed and now wants to assert its position.

Again, this is not a negative thing. Like an adolescent who is growing up, that’s what the UAE is doing as a country. You can see the rest of the gulf is more or less pursuing the same thing.

With that in mind, as a business leader, the idea is “How can I help my country grow in that direction”, not necessarily to make money off of things but in terms of supporting my country.

In the last year or so you went through an internal restructuring, trying to bring in some foreign expertise. Is this working for the company?

As a family we are looking to withdraw from the business, not completely. The company is becoming larger and it needs a lot more diversified mindset than what we currently can offer. So, we try to find the right people who are able to fill in the right roles because it is important for this company to grow and to find professionals who can grow it.

Would you consider disinvesting some of your business units or putting them to IPO? I am personally against the idea of going public as a company. I would look at a trade sale within our small companies. I would look to IPO a small company within that, however there has to be financial and

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strategic reasons to do it.

I read your articles about your forecasts of the stock market, the real estate market and the oil prices. What do you think will happen in 2016?

My prediction in that the oil prices have not come to bear. It was moving in that direction then it just died. If you look towards what happened in the summer, it went to around $60 a barrel again, and then it just collapsed. I personally don’t believe supply and demand has anything to do with the drastic fall in prices. It doesn’t make sense that there is an over supply in the end of 2008-2009 when the world was going through ‘hell in a hand basket’ as they say. The price of oil collapsed from around $110 down to around $35. That was a reasonable collapse. However by the end of 2014, when most of the countries like India and the USA were growing, the oil collapsed.

That doesn’t make sense. For me, it is very hard to swallow why the price of oil is the way it is. So in terms of prediction, is the price of oil going to go up? I believe it has to.

Mr. Kanoo, what motivates you nowadays?

The thing that makes me want to do something is the knowledge that I have a responsibility. Responsibility is a burden; there is no doubt about that. But I also think that I’m given an opportunity to take of this responsibility, I’m given an opportunity to, hopefully make peoples lives better. I want to take what I’ve done and what I’ve earned and utilize it for the better of humanity.

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interview one on one

FLYING LIKE A SULTAN The story behind the growth and development of Oman Air

aul Gregorowitsch has been at the helm of Oman Air for over a year now. His career spans over 30 years in the airline industry having been with KLM, Air France/KLM, Martinair Holland, followed by the German based low cost carrier Air Berlin. This has given him a deep understanding of sales, marketing, customer service, operations, general management and at Board level in global-, full service-, charter-, cargo- and low cost/ low frills airlines.

Oman Air is the flagship carrier of the Sultanate of Oman and an Official 4 Star Airline (Skytrax 2011). Founded in 1993, the airline has since witnessed massive growth and has played a major role in making Muscat an important traffic hub in the Middle East, supporting the commercial, industrial and tourism sectors.

The airline currently operates direct international flights from Muscat to Abu Dhabi, Bahrain, Doha, Dubai, Jeddah, Riyadh, Dammam, Madina, Tehran and Kuwait, in the Gulf region, as well as Cairo, Beirut and Amman within the wider Middle East region.

Currently Oman Air’s fleet consists of two Boeing 787 Dreamliners, six

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Airbus 330-300s, four Airbus 330200s, five Boeing 737-900s, 18 Boeing 737-800, one Boeing 737-700, four Embraer 175s and an ATR 42.

Four more Dreamliners will join the fleet in the following years. By 2018, Oman Air’s total fleet size is expected to be around 57 aircraft, rising to 70 aircraft by 2020.

Oman Air won two awards at the World Travel Awards Middle East 2015, where the national carrier of the Sultanate of Oman came top in the ‘Middle East›s Leading Airline - Business Class’ and ‘Middle East›s Leading Airline - Economy Class’ categories.

Oman Air was also named as the winner of the ’Best Airline Staff Service in the Middle East’ award at the Skytrax World Airline Awards 2015. Superb new First and Business Class lounges have been opened at Muscat International Airport, featuring elegant and tranquil relaxation areas, complimentary spa treatments and à la carte dining. In addition, premium check-in facilities and a First Class lounge-toaircraft limousine service are offered to passengers at Muscat.

Oman might be small, but they mean serious business when it comes to air travel. LEADERS Middle East speaks to Paul Gregorowitsch Oman Air’s CEO.

Mr. Gregorowitsch you joined Oman Air back in 2014 and it’s been over a year since your appointment as CEO. What would you say have been your main areas of focus since you took over the leadership of this airline?

My overall aim – and Oman Air’s mission – is to ensure that Oman Air ‘Becomes the best’. That means ensuring that Oman Air remains the airline of first choice for customers throughout our network. It also means that in little more than a year from now, we will have achieved a sustainable position of profitability.

When I took up my present position in August 2014, Oman Air was poised to launch its current ambitious programme of fleet and network expansion. Since then, we have added new Airbus 330, Boeing 737 and Boeing 787 Dreamliners to our fleet, taking its strength from 30 to over 40 aircraft. We anticipate operating 57 aircraft by 2018, and 70 aircraft by 2020. This will enable us to add many more exciting destinations to our network.

It will also allow us to increase frequencies on established routes and improve connection times at our home base of Muscat International Airport. In fact, we have already launched five new international destinations, increased frequencies to a number of our Indian destinations and increased frequencies to Paris. And soon all eleven of our Indian destinations will offer daily or double-daily services.

Furthermore, our new aircraft feature brand-new interiors, seating and inflight entertainment. They offer elegant and contemporary design, combined with the high levels of quality, space and comfort for which Oman Air has become renowned. And they provide the perfect setting in which to enjoy Oman Air’s award-winning and uniquely Omani inflight hospitality.

Customers have greeted the new aircraft – especially the Dreamliners - with delight and we look forward to rolling them out right across our network.

On the ground, we have refurbished our premium lounges in Bangkok and Muscat, opened a new lounge at Salalah, relaunched our website and unveiled new mobile apps. And behind the scenes, we have launched a wide-ranging Shape and Size efficiency programme which is already bearing fruit. So it has been an extremely busy time since August 2014. But our customers are already enjoying an improved passenger experience, greater convenience and added value, so we are making important progress.

Mr. Gregorowitsch, you have been in the airline industry for over 35 years and have produced remarkable achievements for Oman Air with only a year as CEO. What can you say have been the substantial features that contributed to such success? Did you face any major challenges along the way?

The aviation industry faces challenges in every aspect of its work. This is

true for Oman Air as it is for every other airline of significance. Fluctuating fuel prices, geo-political changes, competitors and a wide range of other elements can impact on an airline’s progress and ultimate success.

However, whilst Oman Air is subject to all these influences, it also enjoys some major advantages. As the national airline of the Sultanate of Oman, Oman Air is a reflection of the genuine warmth and hospitality that is central to the culture of the Sultanate. That culture strengthens Oman Air’s identity, generates a huge sense of pride and helps to set us apart from other carriers. Furthermore, we have a clear set of goals and a robust strategy for achieving them.

Oman Air has been recognized as the World’s Leading Airline – Economy Class by the World Travel Awards in 2014. What does this achievement signify for Oman Air? Oman Air has for many years enjoyed a reputation for offering one of the world’s best Business Class passenger experiences. Our Business Class seats have been named as the Best in the World for two years running, we have been named as Best Business Class Airline – Middle East at the World Travel Awards for two years running and we have picked up Best Business Class Airline – Middle East at the Business Destinations Travel Awards a remarkable four times.

But our Economy Class product has been equally worthy of acclaim. Our seats are spacious and comfortable. Our inflight entertainment offers a huge array of choices. Our inflight dining is delicious and our onboard service is outstanding. So it was extremely pleasing to be named as the World’s Leading Airline – Economy Class at the World Travel Awards 2014. It is clear recognition that whichever cabin you choose to fly in, you will enjoy the best that 21st Century air travel has to offer.

Oman Air operates a network of over 46 destinations in 27 countries out of its primary hub at Muscat and has 11 airline services in India. What regions do you believe have the biggest potential for growth and what would be the strategy for fleet and network expansions going forward?

What is your philosophy when it comes to customer satisfaction? How important is the client for Oman Air? Let me take your questions in reverse order. At Oman Air, our customers are central to everything we do. They are the most important element of our work and the focus of all our efforts. So we have the utmost respect for every guest we carry and we do all we can to not only meet their expectations, but to exceed them. This takes consistent attention to detail. We start by providing the highest levels of quality in terms of our products and services. Our new website enables customers to book with ease, and to manage their booking once it is made.

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Online check-in can be made up to 36 hours before take-off and we offer fast baggage drop counters. Our airport lounges, and those of our partners, offer excellent hospitality and our highly-trained staff are always pleased to help.

First Class customers at Muscat can even enjoy a lounge-to-aircraft chauffeured limousine service! We offer outstanding aircraft with superb interiors and state-of-the-art inflight entertainment. We also offer complete inflight mobile phone and wi-fi connectivity on our long haul services – in fact we were the first airline in the world to do so. Our inflight dining and refreshments have won awards – as have our amenity kits.

Our international fleet is expertly maintained, ensuring that our ontime performance is exemplary.

Having provided the highest levels of products and services, we keep every element of the passenger experience under constant review. We seek our passengers’ feedback and act on any issues of concern. And our forthcoming mystery shopper programme will offer us further invaluable insight.

And finally, we are constantly searching for new and innovative ways to improve our customers’ experience. This may be by expanding the range of offers available to our Sindbad frequent flyer programme. It may be by introducing new dishes to our menus. Or it might involve the introduction of new technology. Whatever it is, the key question we ask is: Will this add to our customers’ enjoyment of their flights?

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We take this approach throughout our network and will continue to do so as we enter new markets. Our network currently ranges from London in the West to Manila in the East. However, as we continue our expansion programme, we anticipate introducing more new destination in both Europe and Asia. Both continents offer excellent – if different – opportunities for growth, as does Africa, where we currently fly to three destinations. We aim to launch new services wherever clear customer demand can be identified.

Air travel has indeed been evolving over the last few years. In your opinion, what does the future hold for air travel and in particular, what are the impacts and the growth that you are witnessing in air travel within Oman and the Middle East in General?

The latest figures from IATA show that growth in air travel will continue. In fact IATA estimates that by 2034 – less than 20 years from now – more than seven billion people will take a commercial flight.

This contrasts with 3.3 billion in 2014. IATA further anticipates that key growth areas will be China and a number of countries in Africa.

It is clear, however, that growth will be global.

We are already seeing significantly more people in Oman and the Middle East flying with Oman Air and other carriers and this is to be welcomed. The region is home to some of the world’s finest airlines – including, of course, Oman Air. And the increase in the number of low cost carriers operating from the Gulf is introducing many more people to air travel who may not previously have flown. They, in turn, often seek out high quality, full service airlines such as Oman Air for future travel. So the market is dynamic and constantly changing. But the outlook is optimistic – especially for Oman Air.

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ENTREPRENEURSHIP

THE NEED FOR ENTREPRENEURIAL LEADERSHIP

By Randel S. Carlock

ntrepreneurship is not just for startups. It’s a lens through which all organisations should view strategy and leadership in the 21st century to address societal problems.

Management theories come about in response to particular problems.

have a disadvantage in today’s business world. They were founded on the assumption of stable environments and the preeminence of shareholder value as a central motivation in business. They work poorly in more dynamic environments where creating stakeholder value is equally, if not more important.

At the turn of the 20th century, the most notable organisations were large and industrialised and carried out routine tasks to manufacture a variety of products. This led Frederick Taylor to develop the scientific management theory, which advocated optimising tasks by breaking big complex jobs into small ones, measuring what workers did and linking pay to performance.

Filling the gaps I would posit that entrepreneurial leadership will (and should) define the next era of management theory. Entrepreneurs have always existed to improve society by spotting gaps and filling them. Henry Ford’s mass market automobile made travel exponentially more efficient and comfortable. The iPhone put a portable computer in our pockets, giving us information on demand. Entrepreneurs today are going one step further, from addressing market opportunities to addressing market failures.

Management practice of that era was designed to seek out efficiencies, improve productivity and make “the trains run on time.” Theory started to evolve by the 1930s, when unions began to reject the dehumanising effects of earlier practices.

This formed the beginning of the human relations movement when researchers started realising that treating people nicely was even better for productivity. These management theories, however,

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James Chen’s new venture, Adlens, which aims to provide adjustable and affordable spectacles to the sight challenged, with goals of eventual eventual profitability, is one such example. It has a related social venture, Vision for a Nation, that aims to make the glasses available in the developing world.

Ninie Wang, an INSEAD alum and CEO of Pinetree Care Group, is another. She addresses the urgent need of home care for the aged in China who have been left behind by their migrating children and a government healthcare system starting to feel the strain of an ageing population. Her latest innovation is automated in-home healthcare systems that can put them in touch with doctors, nurses, nutritionists and even their own children.

From health care to the environment to education, governments are facing budget constraints that leave many citizens underserved.

The need for entrepreneurial ideas and strategies to address this shortfall has never been greater. Furthermore, business leaders already have to grapple with new strategies for growth, innovation, regeneration and turnarounds whether they’re in start-ups or multinational companies.

Therefore, all organisations require entrepreneurial mindsets and entrepreneurial leaders. An executive MBA elective I teach is designed to demonstrate that start-ups, family businesses, innovation, and social ventures all fit under the entrepreneurship umbrella.

Students wear the shoes of an entrepreneur growing a venture, a corporate executive faced with innovation challenges and family business leaders challenged by succession and next generational issues.

Entrepreneurship as a continuum Entrepreneurship in its different forms are a continuum of behaviours related to strategy and leadership often driven by organisational lifecycles. The challenge for all organisations is sustainability based on creating value for stakeholders. I teach my students that there are four entrerpreneurial contexts, which require different types of entrepreneurial leadership and strategies.

1. Achieving organisational innovation: This requires leaders to strengthen the alignment between strategy and culture by providing leadership that enables creativity and change.

2. Starting a new venture: Leaders need to be more hands on, identifying new opportunities and engaging teams and investors.

They have to operate differently to big organisations that have access to resources by low-cost probes, teams and partnering. They have to be flexible and closer to customers and aim at ensuring the venture survives.

3. Social ventures: The main purpose is meeting the unaddressed social or economic needs. Leaders in social ventures should spend more time on partnerships, developing relationships with community, government, NGOs and foundations. Funding is less conventional, coming from a combination of sources including sales of products and services, government and NGO grants and project loans with social impact as the main aim.

4. Family enterprise: Leaders in this environment have to focus on the parallel planning of the family and business to ensure a successful transition to the next generation. They’re backed by family values and capital and have the ability to play the long game.

Ultimately their aim is grow the family capital be it economic, emotional, social or spiritual.

The challenge for management educators is to teach managerial practices that focus on entrepreneurial strategy and leadership that can be applied across a range of organisational contexts.

It’s clear that new approaches are needed and the evidence suggests that entrepreneurship in most organisational contexts works. From 3M’s flexible attention policy, allowing 15% of budgets to pursue personal projects, or the Ford family quarterly shareholders meeting to consider the future, or James Chen’s team struggling with disruptive technology to improve peoples’ sight, entrepreneurial leadership is central to growth and social impact in the 21st century. Randel S. Carlock is Senior Affiliate Professor of Entrepreneurship and Family Enterprise and the Berghmans Lhoist Chaired Professor in Entrepreneurial Leadership at INSEAD. He was the first academic director of the Wendel Centre for Family Enterprise and is the director of The Family Enterprise Challenge, an Executive Education programme for family business leaders.

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interview one on one

FROM BRICKS AND MORTAR TO FINISHED REAL ESTATE The story of Rizwan Sajan, Founder & Chairman, Danube Group

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izwan Sajan is the founder and chairman of Danube Group, one of the region’s most successful business conglomerates.

His venture - Danube Building Material has supplied building materials to just about every development since the property boom began. Danube Group is now the undisputed market leader in building materials in the Emirate, created through years of astute growth under Sajan’s leadership.

Over the years the Group has grown steadily from a small trading firm to being the no. 1 building materials company in the region.

Danube Group operates 40 branches in 9 countries worldwide including UAE, Oman, Bahrain, Saudi Arabia, Qatar, Kenya, India and procurement offices in China with employee strength of over 2,000.

Danube Group’s latest ventures include Danube Property Development recently having launched The Ritz, a new project that will offer fully furnished apartments. According to Rizwan Sajan, Chairman of Danube Group, the Ritz project will adopt a design concept that allows one-bedroom apartments to be converted into a two bed-room through convertible sofas.

The Dh300-million project in Al Furjan has two buildings and 446 units. Prices start at around Dh1,000 per square foot.

It is expected to be delivered in 2018.

Mr. Rizwan is a self-made man, hailing from a middle class family in Mumbai, India. He started his career at an early age of 12 selling books and fire crackers.

After the death of his father, he joined his paternal uncle in Kuwait and assisted him in his family business. It was in 1993 when he arrived to UAE and started his own business with his wife Sameera being his only source of inspiration.

Being a workaholic he believes there are no shortcuts to success.

Hard work and determination are the keys to his victory. Mr. Rizwan firmly believes that one gets better by doing, trying, and learning.

Mr. Sajan, you went from two employees to over two thousand in a very short period of time. You have a turnover reaching 1 Billion Dollars. Tell us the story behind Danube, how did it all start?

It started from the time I came from Kuwait, in 1993. I came to Dubai and began working for a company for one year. After that I felt like I could run a business on my own. With only 100,000 Dirhams in my pocket we started our own company which was indenting, doing brokerage. Of course with 100,000 Dirhams you can’t do any trading. So for example, somebody wants to buy and sell and I get my commission off of one or two people. That’s how we started off doing business. It went on for a while and I said to myself “This isn’t taking me anywhere”, earning 20,000 Dirhams to 30,000 Dirhams a month which wasn’t enough.

I wanted to go into trading but didn’t have enough money to do so.

Fortunately I found a chance where one of the consignments, which came on to my customer, came with a problem in the LC, and the customer rejected the document. He wanted a 70% discount but I agreed to a 50% discount. I told myself “It’s a crime to pay 50% discount. He’s trying to black mail us. It’s not correct”. I told him to give me the consignment and I will sell it for him and we agreed on a 20% discount. I informed him that I did not have the money to pay him back, he would have to trust me and take the risk of giving me $100,000 free of cost for the document. I would sell it and give him back the $80,000. He took the risk, I sold the consignment for $20,000 and that’s how I started the business.

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You are now going through an important international expansion plan. You’ve been opening branches in the Middle East; you have expansion projects in Africa as well. What is this moment that you are going through?

What I felt was that if I have to grow, I have to go global. It wouldn’t work if I only had an office in Dubai. Majority of my competitors either have one or two offices and branches but we decided that if we have to grow, we must make sure that our processes are properly controlled. We invested in the processes, invested in the software and invested in the right people who can control these processes.

We started expanding in the same way. We are all around the GCC, giving franchises to India, Seychelles etc. We are going all out globally, giving the Danube Home franchise.

One of your latest divisions is the real estate arm of the company; you are doing some very interesting projects. What is the latest project that you are working on?

Our marketing drive is ‘Pay for 1 bedroom and use it as a 2 bedroom’.

We wanted to come up with an idea that will attract the customer.

We recently had a press conference where everybody felt that this project is going to be sold out very fast. In one day we sold out almost 30 apartments.

There is a slowdown in the market without a doubt but at the same time if you do target what the market requires then there will be a market. For example, at the moment we are targeting people who are staying on rental. 90% of the people today, mainly expats are living on rental and every year the rent goes up by around 10% or more. Through this we are able to target such customers by offering them a very good payment plan with a reasonably good apartment at a very reasonable price, with a proximity of only 1% a month. These projects will be implemented in Al Furjan behind Ibn Battuta Mall.

You also have your own fashion line. Tell us a little bit about that.

My son handles the retail part of the business called Danube Home, which is our biggest concept. After a customer moves into their apartment, they are required to furnish their apartment. Either they need to change the fittings of the bathrooms or they need to change the wardrobes in the kitchen, etc. All required materials are available with us at Danube Home. Along with that we also provide customized furniture. By customized I mean when you buy a bedroom you require matching curtains, matching flooring, etc.

Now this is where we specialize. We have an interior designer who

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sits along with the customer, gives you an idea of the internal design based on your budget and the customer gets to keep the design whether they buy it or not. 95% of the people will buy from us as they getting everything in one place. He’s getting a guarantee; he is getting after sales service.

Let’s talk a little bit about the philanthropy side of things. I know that you like to be someone who gives back to the community and are also running the Danube Welfare Centre. How close are you to these types of projects?

The Danube Welfare Centre is picking up very well. We closed 2015 with almost 1000 trained people. The idea came about when I approached a staff that wasn’t able to write a code in English. So we called the other staff and asked them if they wanted to learn and out of one hundred and ninety seven employees responded. So we started our own office, providing people with free transportation, free schooling, teaching them basic language, etc.

Is human capital an important element for your company?

Today if you look at my company, majority of the people who are driving my company are people who have started from the basics.

We have a department every month who identifies 5 to 6 people that are working on a specific level where we see a potential to upgrade their skills.

Mr. Sajan, what motivates you nowadays?

I don’t think money motivates me. It’s the passion of working that I have. I always tell my wife that I’m going to retire after 5 years or 10 years, which I don’t think, is ever going to happen. No matter what hour of the night I go to bed, I’m always at the office at 10am.

So my motivation is to keep my company growing, to do the right things, staying connected with the people, building relationships and it keeps on going on.

Did you ever dream that you would be sitting here in this office with such a big company under your sholders when you started back in Kuwait?

Never. I didn’t even realize how it happened. I just went step by step.

The best thing is, I have quite a few Indian friends, most of whom have had nothing before we came here. We really thank the UAE government for providing such exposure, giving us the liberty to do business and for making the UAE so business friendly in order for us to find the opportunities.

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KOREA MALDIVES MEXICO THAILAND UNITED ARAB EMIRATES

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Leadership

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

WHAT MELODY IS YOUR EXECUTIVE ASSISTANT HUMMING?

BY NICOLAI TILLISCH

any leaders have very good reasons for accompanying their movements around the corporate headquarters with the theme song from Jaws, since threats are an integral part of their management style. Steven Spielberg’s 1975 film would never have been as memorable without the repetitive use of a score that eats its way inexorably into the audience’s psyche. Jaws made generations of movie watchers fear sharks, even though they only account for a handful of deadly attacks worldwide each year. Your local highway can easily surpass that track record and should frighten you much more. Meanwhile, tourists are still gripped by panic when the Jaws shark makes its mechanical jump out of the water at Universal Studios in Hollywood.

Management by threat is in no way limited to the regular booing of the lowest performer in Japanese sales organizations. The implicit theme song: “If you are the worst performer among us, then we will all humiliate you.” Half a millennium ago, Niccolò Machiavelli advised that “it is far safer to be feared than loved”. One of the most celebrated management gurus of our time, Jack Welch, practiced something called “Rank and Yank” during his reign at GE, the famous U.S. conglomerate, where employees’ performance was rated annually, and the bottom 10 percent were laid off.

The theme song: “If you are not delivering results every single year, then you’re fired.” In management research, Harvard professor John P. Kotter’s most famous study concluded that you should start any successful change effort by creating a sense of urgency. This insight has motivated herds of executives to compose their own variations on frightening if/then scenarios. We live with threats every day. Even decent parents with lovely children often state that if they do not eat their dinners, they will not get the much desired dessert.

So why don’t all business leaders order their assistants to hum the Jaws theme or, for that matter, the opening of Beethoven’s fifth symphony?

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Good old threats simply seem to be going out of fashion within management. GE started phasing out Rank and Yank shortly after Welch retired.

It’s not only that Generation Y would just jump between jobs more frequently if they perceived more problems than opportunities. An increasing body of research shows that fear makes us all dumber than we are, both individually and collectively. We are hardwired to react just like the tourists who have paid $92 to get into Universal Studios and now momentarily fear being eaten by a well-known film character. Surprises make us react faster than we can think, while sustained fear suppresses our ability to act rationally.

The aggressive and autocratic behavior associated with threats makes it difficult for direct reports to relate to their manager and complicates team play among them.

There is solid empirical evidence that leaders thereby diminish their effectiveness. Furthermore, most professionals are smart enough to know that they risk getting fired if they do not do their job. Briefly mentioning this in standard job contracts is adequate for most employers and employees.

So should your assistant sing Louis Armstrong’s What a Wonderful World or Pharrell Williams’ Happy when you come through the office? It could probably do wonders–at least, temporarily–for leaders who are out of touch with their organization. You don’t need to go soft, however, just because you refrain from threatening your way through the workday. The opposite of threats is not promises: in many regards it is trust, which comes with its own obligations.

When you, as a leader, trust your key people, you implicitly expect them to perform, which in turn requires them to dare. Yet they will never perceive you as trusting them unless you also care about them. When you care for the people who dare for you, you are playing with a powerful source of motivation. You should pay much more attention to this delicate balance than the song your assistant chooses to hum.

A TIME FOR HEROES

BY ADAM LENT

e’re not putting this back in the bottle [...] The open world is bringing empowerment and freedom.” The Canadian businessman and writer Don Tapscott is optimistic about digital technology’s potential and, in particular, the transformative possibilities it offers to the people he calls the Net Geners.

Tapscott has carried out large-scale studies on the attributes of a cohort that is also known as Generation Y or the Millennials: roughly speaking, those people who are now in their 20s and 30s and have grown up in the digital age. He concludes that they tend to place a high premium on selfreliance and education, are broadly tolerant of difference, are open to collaboration and understand the need for civic responsibility.

bled shift akin to the revolutions wrought by mass production in the first half of the 20th century and by flexible production in the second half. A world of innovation and enterprise is emerging, thanks to a new openness driven initially by the spread of Web 2.0 and, increasingly, by rising consumer expectations of ever-greater control over the products and services they purchase.In the new business paradigm, companies are learning that they cannot create productivity, market share and innovation by keeping a fierce hold on processes and information. Only by giving customers, citizens and external experts access to these processes, and allowing them to participate in their design, can organisations match the speed and complexity of their sphere of innovation.

This echoes the work of US historians William Strauss and Neil Howe, who have identified generational archetypes – prophet, nomad, hero and artist – that repeat themselves every four generations.

For Strauss and Howe, the Millennials belong to a hero generation: they experience proactive – rather than reactive – parenting, come of age at a time of societal shocks and, by responding to these, evolve into ‹young adults›. They become institutionally powerful in mid-life, focused on the external world and finding solutions to contemporary challenges.

How else do we explain the spiralling interest in 3D printing technology, which gives consumers the power to manufacture goods using open-source software? Or the fact that one of the most potent sources of information in the world is an online, freely available encyclopedia written by its users?

This transformation thrives on the resourcefulness, the willingness to engage and the spirit of entrepreneurial collaboration of the millions of people who were once regarded as passive customers or ignorant service users. It is in these very qualities that we find the second reason for optimism.

Some argue that generational analyses of this sort are limited or that these accounts are distinctly North American. There is no broad consensus on the particular characteristics of the Millennials, nor does everyone agree with the positive reading of newer technologies. Indeed, this cohort has been variously labelled narcissistic, cynical, hedonistic and brand obsessed.

Some see the impact of social media and a search-engine culture as alienating and distracting, reducing our capacity to think deeply about the world.

What does seem clear is that recent decades have seen a technology-ena-

What begins to emerge is a picture of a generation that is more comfortable with taking risks and whose appetite for enterprise is both driven and hampered by economic circumstance. Through research, engagement and practical innovation, the RSA,s project seeks to understand how we can harness and enhance this promise and capabilities and the contribution they will make to pulling us out of the current crisis. As Tapscott argues, unless we understand the Net Geners, we cannot begin to understand the future or how they can shape our world.

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LWB

IMPACTING THE WORLD

HUGH EVANS

SHIZA SHAHID

DANIEL MAREE

NADIM MAHMUD

AJAITA SHAH

KARAN CHOPRA

They are a community of special people. In them there is this need to help, to bring positive change within their communities. These, are our Leaders without Borders. Leaders without Borders, is a non for profit initiative, with the aim of fostering and encouraging the creation of young global leaders, social change makers.

Leaders without Borders is a platform for bringing the brightest minds into one place, for sharing, exposing and analyzing best practices on some of the challenges we are facing.

Leaders without Borders come from a wide range of backgrounds but they are united by a desire to build a better society and make a difference in the world. www.leaderswb.org

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

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

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

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

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

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

Millon Hoodies seeks to build a safer and fair America by transforming the public narrative on the criminalization of young people of colour while providing the tools necessary for communities to protect themselves.

NADIM MAHMUD American Nadim Mahmud is co-founder and Chief Research Officer of Medic Mobile, which he developed with cofounders Isaac Holeman and Josh Nesbit, with the idea that mobile phone technology is able to improve health services. Medic Mobile supports frontline health workers and patients across 8,000 communities in 23 countries in Africa, Asia, Latin America, and the US. He completed an MD at Harvard Medical School, MS in Molecular Biophysics and Biochemistry and BS Molecular Biophysics and Biochemistry at Yale University.

She trains people to educate and sell to rural households, turning the poorest of the poor into entrepreneurs. The company has sold more than 20,000 solar solutions. Frontier Markets is currently operating in rural Rajasthan where they have reached 40,000 households and started earning revenue.

SHIZA SHAHID Pakistani social entrepreneur Shiza Shahid is co-founder and CEO of Malala Fund based in New York. The organization represents the teenage Pakistani activist Malala Yousafzai who was shot in 2012 by the Taliban for her campaign for girls’ education, but survived.

Shiza helped oversee Malala’s medical care in London and when she recovered they co-founded the Malala Fund.

She is now leading Malala Fund in its work to empower girls through education. Shiza Shahid is a graduate of Stanford University, USA. She was previously a business analyst at McKinsey & Company in Dubai.

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ENTrepreneurship

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

YOUNG GLOBAL LEADERS AND ENTREPRENEURSHIP OMAR AL BUSAIDY

eing Human! Being Human is a registered charitable trust working in the areas of education and healthcare for the underprivileged in India. I saw this and thought, wow! How seldom do people advise others on just being human or better yet what we are meant to be, given that we have enough challenges around the globe caused by reckless humans.

But if you think of those two words Being Human and recite it to yourself, you may start to reflect on all the things you do, say, hear or feel in your everyday life. That, in my opinion, is what leadership is all about and that is one very important ingredient for entrepreneurs.

As the world gets smaller every year mostly through the blessings of social media, more and more young people are realizing that the best way to influence an audience is by being human.

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been some very high profile senior executives who’ve suffered that fate.

As I mentioned in my book Just Read It, being a leader, being human is all about having the right attitude and having your emotional and social intelligence in check.

Once you’ve reached that point of self- actualization, you’ve won the hearts and minds of those who look upto you. And this is the message that needs to constantly be communicated to the youth who are now the catalysts for change in our communities and they would fall in deep waters if they get over excited and over confident when they attain a position of power.

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

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

The disconnect between leaders and their followers will be a thing of the past, its almost become boring and “not cool” for leaders to be isolated.

But there’s also the fear factor, because all you need is one disgruntled employee to post something in the digital world that makes the leader look bad and that message going viral. In the past few years there have

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

OMAR AL BUSAIDY Never, have I come across a young man who’s a father of two, owns a furniture factory, pursing his graduate degree at the London Business School and in the midst of it all, working whole heartedly for his country to be so humble. (Although we do still pick on him for not buying us lunch) when I asked Sultan what was the secret to his success? He simply said, having the right people and the right system in place. The number of times he mentioned these two, I almost feel that it’s the first words he quoted when he was born.

And absolutely he has developed both the people and systems in the organization that now he’s left a legacy behind. One that can be admired, benchmarked or even envied upon. As young followers, we have to observe and learn from our peers such as Sultan and try to adopt those skills that were the formula for success.

The other point I’d like to highlight to aspiring leaders and entrepreneurs is consistency. I almost want to stop writing any further from this point.

Consistency to the ones that look at the glass half full is a considered a blessing and to the ones who see the glass half empty, consistency is a curse. Sustaining a certain rhythm at a work place can be quite challenging to the ones who don’t have strong self-control and self-awareness.

This trait goes even beyond the desktops but at home as well.

Carrying the same dynamism and energy to everything you do, at every place you go, will reflect on your work and the people you lead. That is

why, focusing on this quality is crucial before taking that major step, reading books, spending time alone, exercising, eating well and sleeping well are very good steps to ensure you don’t breakdown in the boardroom.

Recently I have been selected to be a member of the Global Shapers Community in Abu Dhabi which is an initiative of the World Economic Forum.

There about 23 members in Abu Dhabi which can all be found on www.globalshapers.org , my fellow shapers are a group of highly skilled, highly educated individuals who are all motivated to contribute to the community where they live and work.

But the one thing that everyone in the group had in common is passion. I never vocalized this to any of the members, but they’ll probably get a copy of this magazine and read it for themselves. Each member is passionate about what they do in their daily lives and when we meet once a month, that passion can be felt in the room.

This is another important ingredient for success. Lastly, I once read a quote that someone posted, “be stubborn about your goals but be flexible about your methods. To the Young Global Leaders, I don’t think that quote needs any explanation. But most importantly the one advice I always give everyone is that if you make your parents happy and have their blessings, your success will flourish beyond your imagination. After all that’s what Being Human is all about.

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interview one on one

DOMINATING THE EXPRESS DELIVERY SERVICE IN THE MIDDLE EAST DHL is the leading global brand in the logistics industry

N

our Suliman is the CEO of DHL Express Middle East and North Africa.

He oversees the management and strengthening of partner relationships in the region leading a team of 5000 employees across 19 markets. Having joined DHL Express more than 35 years ago, Nour was previously the Country Manager for DHL Express Saudi Arabia since 2007. Under his leadership, DHL Express Saudi Arabia has consistently achieved stellar performance in the last few years. In this role, he also managed the business in Bahrain and worked in four countries in the region where he spearheaded a team of over 1000 employees.

Prior to this, he was the Country Manager for DHL International Bahrain for eight years. He was also involved in other various managerial roles including Customer Service Manager, DHL Bahrain; Country Sales and Marketing Manager, DHL International Cairo and Commercial Manager, DHL International United Arab Emirates. Nour, who holds a Bachelor of Business Administration degree from Cairo University, is a member of the British Institute of Management and American Business Association in Egypt.

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DHL is the leading global brand in the logistics industry. With about 325,000 employees in over 220 countries and territories worldwide, it connects people and businesses securely and reliably, enabling global trade flows. With specialized solutions for growth markets and industries including ecommerce, technology, life sciences and healthcare, energy, automotive and retail, a proven commitment to corporate responsibility and an unrivalled presence in developing markets, DHL is decisively positioned as “The logistics company for the world�. DHL is part of Deutsche Post DHL Group. The Group generated revenues of more than 56 billion euros in 2014.

From its humble beginning in 1969, DHL has emerged as the most important international express and logistics provider in the world. Mr. Suliman, with over 30 years in the business, what would you say have been the major highlights and milestones that the DHL has witnessed thus far?

DHL has pioneered logistics in the Middle East for nearly 40 years; we were the first in the industry to set up shop in 1976 and have built market leadership through sustainable investment strategies,

product innovation and ongoing commitment to service excellence.

Our strength as a company lies in our ability to find solutions that make our customers’ businesses thrive; to do that we’ve had to both anticipate and drive change.

Our business formula has been and continues to be farsighted and tailored to meet future demands and socio-economic trends, especially in a region like the Middle East with prevailing volatility and a complex political and social climate; we’ve had to be creative, think outside of the box and be ready with alternatives.

DHL Express currently holds almost 50% of the region’s international share, and handles a portfolio of more than 70,000 customers, processing over 26 million shipments a year. We are always looking to grow this number and are confident that with the region’s trade links maturing we will continue to celebrate new milestones for many more years to come.

In a fast growing region such as the Middle East, where do you see the future of logistics? How is the logistics market evolving?

The Middle East, and more specifically the GCC, has become extremely important for redistribution and logistics, fueling the growth of economic powerhouses and significant cargo hubs in the likes of the UAE and Saudi Arabia. If we look at DHL’s most recent

Connectivity Report, countries such as the UAE, Saudi Arabia and Qatar have taken prime spots in the top 40 rankings from over 140 countries worldwide.

Despite fiscal concerns and volatility, the region will continue to enjoy a privileged financial position and the considerable investments in connectivity, improved infrastructure, world class logistics facilities, free trade zones, and large-scale sea port expansions will see its position strengthen as a major trading and transshipment center in the global arena.

Our geographical location is also a key advantage; the Middle East presents itself as a vital entry and distribution point for freight movement between East and West, especially now with trade patterns shifting from traditional developed economies to emerging Asian and Middle East economies.

New trade corridors between Asia, Africa and Europe are redefining global supply chains and will boost the region’s importance as a strategic gateway for intra-regional trade, opening up access to highyield markets such as Africa, China and India – these are considered vital economies and are bound to re-shape the GCC’s trade and commerce profile in the next five to ten years.

E-commerce will also play a vital role in driving the future of regional logistics with the GCC countries driving this trend. Recent industry forecasts predict that in the next 5 years the Gulf will be

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one of the highest growth regions in e-commerce worldwide, with activity anticipated to surge by 40% boosted by the fast moving retail industry, surging consumer base and changing purchasing habits.

There are over 4 million online buyers in this region, and this figure is set to rapidly increase as the region’s population growth is surpassing world average rates. There is also a predominant young population who are more tech-savvy and prone to explore the world of on-line purchases. Other factors such as improved internet penetration, rising ownership of mobile devices and accessibility of payment cards are helping improve the e-commerce ecosystem, driving this sector’s progress as a result.

The GCC-wide rail network will also be a game changer and will impact the current players in the logistics market, especially with regards to land transportation.

The future of logistics is further steered by continued government spending to enhance the transportation infrastructure, multi-modal capabilities and connectivity so that this region continues to benefit from increased trade and advances as a global logistics hub.

DHL continues to dominate the express delivery service in the Middle East with its presence planted in 19 countries and with over 200 facilities. What is your strategy for growth in the region for 2016?

There is no doubt this region is poised for growth and we plan to be at the center of that growth, helping our customers gain faster and easier access to the global economies. In the past two years we have rolled out a sustainable growth strategy to expand and modernize our capabilities and boost the Middle East’s connectivity to key trade centers around the world such as China, Hong Kong, Japan and the US. We have so far invested over US120 Million on infrastructure in this region, bringing our total to 261 service locations across 19 countries. Between 2014 and 2015 alone we upgraded 14 facilities and increased our dedicated workforce in the region from four thousand to five thousand employees. In June 2014 we opened our largest logistics facility in the Middle East and North Africa based out of Dubai; this was shortly followed by a 10,000sqm multi-million dollar gateway at the King Fahad International Airport in Dammam last November and a US$55 million consolidated country Office and Gateway in Cairo in December, making it the biggest logistics hub in North Africa. In 2015 we opened a US$ 20 million, 12,384sq.m

access point at the King Khalid International Airport in Riyadh which functions both as a gateway and service center and offers import and export services through airside and landside access. We are working on another access point in Jeddah, which should be up in the second quarter of 2016; this will complete our plan to expand our business in Saudi Arabia and provide an unmatched service that will directly affect many regions and countries around the world.

This is in addition to the cash injections being made to upgrade our fleets, improve our technologies, increase flights, and enhance our customs clearance competencies.

All our investments are essential to support the growing logistical demands of the region and will help us improve our capacities, capabilities, and speed and network reliability.

Mr. Suliman, with over decades worth of experience as a business leader, how would you describe your leadership style? What is the personal touch that you would like to bring to this organization?

I like to think that I am a peoples’ person. My priority is my people, they are the ones that run the business and DHL’s success is entirely attributed to them. I trust in the experience and knowledge of my DHL team and give them the empowerment and means to perform their roles to the best of their ability. I am a phone call away from everyone that works with me, I encourage staff participation and the exchange of ideas. My personal touch is my love for this company and the industry as a whole; I am a veteran in logistics and I always aim to inspire my fellow colleagues so that they take pride in being not only part of such a great organization but in the fact that they are part of such a fast-evolving industry.

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ENTrepreneurship

EIGHT WAYS TO LAUNCH A SUCCESSFUL BUSINESS PLATFORM Platform businesses inevitably face a “chicken-or-egg” start when connecting two sides of a market.

SANGEET PAUL CHOUDARY

latforms are taking the world by storm. The open business models that allow for the exchange of goods, services or ideas are increasingly favoured as a low-cost, high value alternative to traditional “pipeline” companies that buy and sell and set their prices. But there is much to do when building a platform. As we described in our last post, there are numerous factors to consider from enabling smooth interaction to pulling users.

Understanding the importance of drawing users to a platform is a significant part of launching a successful one. But the dilemma that we call the “chicken-or-egg problem” looms for virtually all platform founders.

How to build a user base for a two-sided market when each side depends on the prior existence of the other side?

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consumers. Once it had a thriving customer base, it converted itself into a platform by starting Amazon Marketplace, opening its system to external producers, which enables merchants to sell to its customers, while Amazon takes a slice of revenue from every transaction.

If you’re starting a platform from scratch, however, you could consider “staging” value creation. The Huffington Post started out by hiring writers to create high quality blog posts to attract readers, who began contributing blog posts, which in turn fed a higher level of readership.

The platform could also be designed to attract one set of users first; for example, making it easy for vendors to join, building a critical mass and then making it widely available to an audience that will discover the value.

Beating the chicken-or-egg dilemma In our book, Platform Revolution, we observe eight strategies for beating the chicken-or-egg dilemma.

2. The “piggyback strategy” is the platform connecting an existing user base from a different platform to the value units on offer on your platform. Justdial, India’s largest local commerce marketplace, did this by seeding its initial database by borrowing listings from existing yellow pages as well as collecting information by going to businesses door-to-door.

1. The “follow-the-rabbit-strategy” builds on an existing non-platform success by using a demonstration of the company’s track record. Consider Amazon, which, before becoming a platform business operated an effective pipeline business that used online product listings to attract

With this information, it launched a phone directory service. When customers called in looking for a service, Justdial would pass on the lead to producers. Grateful for the leads, merchants became subscribers, building out the platform.

3. In “seeding strategy”, the platform takes the task of value creation upon itself by acting as the first producer. When Google launched its Android smartphone operating system to compete with Apple’s iOS, it seeded the market by offering US$5 million in prizes to developers who created the best apps across ten categories. Winners became market leaders, attracting large numbers of customers.

4. The “marquee strategy” provides incentives to attract members of a certain type onto your platform. In 2009, the Swiss postal service transformed itself into a digital message-delivery platform using scanning and archiving technology from the Seattle-based company, Earth Class Mail. To attract holdout customers who stuck with traditional mail delivery, Swiss Post gave away thousands of iPads to households, encouraging rural communities to switch from physical to electronic messaging, greatly reducing its resources in hand- delivered mail.

5. The “single-side strategy” creates a business around products or services that benefit one set of users and later converts itself into a platform by attracting a second set to engage with the first. OpenTable, the restaurant reservation system, was in a classic chicken-or-egg situation.

Without a large base of restaurants, why would customers visit the website? But without patrons, why would restaurants bother to participate?

OpenTable solved it by first distributing booking management software to restaurants then once they had enough restaurants on board, they built out the customer side and started collecting fees for lead generation.

6. The “producer evangelism strategy” involves designing a platform

to attract producers who can then persuade their customers to become users of the platform. Crowdfunding platforms such as Indiegogo and Kickstarter thrive in this regard by targeting creators who need funding with the infrastructure to host content about their idea and manage the fundraising campaign.

7. The “big bang adoption strategy” involves using traditional opportunistic push marketing to attract attention. Tinder, a location-based dating app, achieved its breakout in 2012 by launching during a frat party at the University of Southern California. Already a hotbed of young men and women looking to connect, Tinder made it easier and in the process achieved critical mass during the party in a small, contained location.

8. Building on Tinder’s small start, the “micromarket strategy” targets a tiny market where members are already engaging in interactions, enabling the platform to prove its effectiveness at matching. Facebook’s decision to launch in the closed community of Harvard University was a masterstroke that enabled it to solve the chicken-or- egg platform. Attracting 500 users in the concentrated university community ensured the creation of an active community at launch.

Getting users onto the platform is one of the most crucial steps to success. But marketing a platform must differ from traditional pipeline businesses in one crucial respect: pull strategies rather than push strategies are most effective and important. Creating awareness alone doesn’t drive adoption and usage. Goods and services must be designed to be so attractive that they naturally pull customers into their orbit.

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HEALTH

LARGEST HEALTHCARE FREE ZONE WITH FURTHER EXPANSION PLANS.

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

Marwan Abedin is the Chief Executive Officer of Dubai Healthcare City (DHCC) and serves as Executive Director and member of the Board of Directors of Dubai Healthcare City Authority, the legislative body of the free zone.

With expansion plans underway to cover 19 million square feet of wellness concepts in Phase 2, DHCC is recognized as the world’s largest healthcare free zone. The current operational Phase 1, dedicated to healthcare and medical education, covers 4.1 million square feet.

The Emirati CEO drives DHCC’s vision to position itself as an internationally-recognized location of choice for quality healthcare, wellness, and medical education and research.

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e is responsible for spearheading expansion, contributing to the development of the health sector and implementing the Dubai government’s medical tourism initiative. Prior to his appointment in September 2012 by the Chairperson of Dubai Healthcare City Authority Her Royal Highness Princess Haya Bint Al Hussein, Marwan held key positions in the UAE finance industry for more than 15 years.

Over the course of his career, he was the CEO of the Dubai Financial Support Fund, an entity formed under Royal Decree, leading operations in collaboration with its Board of Directors and the Supreme Fiscal Committee. He was the Director of Debt Management at the Department of Finance – Government of Dubai, responsible for treasury and debt issues of public sector entities and liaising with the government’s Legal Affairs Department.

In March 2012, he was nominated as Member of the Board of Directors of global property developer Emaar Properties PJSC by the Crown Prince of Dubai Sheikh Hamdan Bin Mohammed Al Maktoum. He is a member of the Board of Directors of Al Jalila Foundation, a not-for-profit organization under Royal Decree, and Awqaf and Minors Affairs Foundation (Amaf), a Dubai government department responsible for the legal supervision over the Awqaf, its care and investment, as well as the wellbeing of minors.

Marwan serves as committee member of the Bretton Woods Committee, the USbased nonpartisan network of prominent global citizens in Washington DC, and of the Association of Corporate Treasurers (ACT) - Middle East, the leading body for treasury and finance professionals. He is also a member of the Economic Club of New York, the premier public forum in the US. He was the first UAE national to qualify as the General Securities Registered Representative (Series 7) by largest independent securities regulator in the US - the Financial Industry Regulatory Authority (FINRA), previously the National Association of Securities Dealers (NASD).

Marwan has earned a Bachelor of Economics and Political Science from Wake Forest University, North Carolina, US. He enjoys photography and is an aspiring art collector. As one of the top medical tourism centres and most developed healthcare markets of the Middle East, the UAE’s health market is expected to reach $8 billion by 2015 of which $6 billion will be outpatient and $2Billion inpatient.

Since 2013 projects for a number of specialist hospitals have started across the UAE and are expected to complete by 2016, worth nearly AED 1billion (USD 272million). In addition, a dedicated 200 bed psychiatric hospital for patients in Dubai and the northern emirates will also be built at a cost of around AED 600million (USD 163million). The number of hospital beds in the UAE is estimated to reach 10,562 in 2015 from 9,574 in 2010.

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

Launched in 2002 by His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, Dubai Healthcare City (DHCC) is a free zone mandated to meet the demand for high-quality, patient-centered healthcare.

Dubai has gone a long way in terms of the development that has taken place in the Emirate’s Health sector. How would you describe its evolution over the last few years?

I believe for a healthcare sector to survive and grow it needs integral building blocks from hard and soft infrastructure to policy and regulation. The growth of Dubai Healthcare City, the largest healthcare free zone in the world, validates how these building blocks have spearheaded progress.

To explain, I would like to use the analogy of the five P’s in healthcare development. Patients - A formidable challenge for Dubai and the UAE is to reverse the outbound medical tourism trend. DHCC is improving healthcare provision for residents and overseas patients. As of December 2014, 1.2 million patient visits were recorded; 15% of patients were medical tourists. We hope to push this figure higher through our strategic partnerships and collaborations with stakeholders in the government.

People - We need to address the shortage of local healthcare talent. Towards education and research, our dedicated academic complex the Mohammed Bin Rashid Academic Medical Center is building capacity and advancing medical education in the region. For example, the Khalaf Ahmad Al Habtoor Medical Simulation Center within MBR-AMC trained more than 1,400 multidisciplinary healthcare professionals in 2014.

We also in 2014 announced the establishment of the Mohammed Bin Rashid University of Medicine and Health Sciences, which will offer undergraduate and postgraduate programs; its dental college is already operational, and its College of Medicine is expected to be open for application in September 2015.

Product – Healthcare services can be compared to a product. To be competitive, it must stay relevant to meet market demands. In other

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words, innovation to improve healthcare delivery; we achieve this through strategic partnerships.

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

Overall, we speak of DHCC’s development through phase 1 which is home to over 130 medical facilities including hospitals, medical centers and diagnostic laboratories, and more than 180 non-clinical facilities; and through our expansion into wellness through Phase 2, currently under development, will bring preventative care and wellness concepts to the fore. Progress for DHCC is based both on strategic partnerships and stringent regulations.

What is the current capacity at DHCC and what potential for growth do you still have?

From a specialty perspective, DHCC has 90 plus specialties. We recognize capacity gaps such as oncology. Towards this, our business partner Mediclinic City Hospital will complement measures to increase capacity in cancer care and provide the latest diagnostic technology. The expansion will see therapeutic modalities for all types of cancer introduced.

Healthcare expansion is in the planning stages. To name a few upcoming projects: Dr. Sulaiman Al Habib Medical Center expansion - 170 beds. Medanta Hospital - 250 beds. Mohammed Bin Rashid University Hospital (MBR-UH) - 400 beds. In tandem, the number of healthcare professionals is on the rise. As of 2014, we licensed more than 4,500 professionals. In terms of patient visits, we crossed 1.2 million patient visits. We are also seeing increased interest from wellness providers to set up in Phase 2.

DHCC is investing heavily in its education offering with an ultimate goal to provide medical education and CPD programs across the spectrum of healthcare profession.

What are some of your initiatives in this regard?

CEO: The establishment of the Mohammed Bin Rashid University of Medicine and Health Sciences (MBR-UMHS) is in line with Dubai Healthcare City Authority’s strategy to develop sustainable medical capabilities in the UAE and the region. Through this world-class facility, Dubai Healthcare City aims to address the need for quality medical education closer to home.

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

The MBR-UMHS has under its umbrella the College of Dental Medicine, which is already operational. The College offers six postgraduate programmes, accredited by the Ministry of Higher Education and Scientific Research (MOHESR), in collaboration with the UK-based Royal College of Surgeons of Edinburgh (RCSE). The College of Medicine for undergraduate medical students will open for admissions in September 2015.

Over the next five to seven years, we aim phased additions of colleges in different specialties, including Allied Health Sciences, Nursing, Midwifery, Public Health and Pharmacy. The Mohammed Bin Rashid Academic Medical Center is DHCC’s dedicated academic complex. It has collaborations with the Royal College of Surgeons of Edinburgh (RCSE), Royal College of Surgeons in Ireland (RCSI) and American Heart Association, among other healthcare and academic institutions.

In addition to the Mohammed Bin Rashid University of Medicine and Health Sciences, it is home to Al Maktoum Medical Library, and the Khalaf Ahmad Al Habtoor Medical Simulation Center, which has high-fidelity patient simulators to help health professionals continue to develop their technical and non-technical skills. The Simulation Center (KHMSC) is the first state-of-the-art comprehensive training facility in the region. In 2014, 2,120 multidisciplinary healthcare professionals were trained from January to December, bringing the total number of trainees to 2,908 since its opening in November 2012. In 2014, DHCC signed 22 Memoranda of Understanding (MoUs) with Siemens, Cambridge University Hospital, GE Healthcare, City University of London, UAE Ministry of Health, Higher Colleges of Technology, and Dubai Medical College for Girls, Julphar and Higher Colleges of Technology.

The MoUs further medical education and technical training.

How well is Dubai regarded in the region in terms of the quality of

healthcare services offered?

Dubai is undoubtedly a regional healthcare leader that caters to local and foreign patients alike. The medical tourism sector in Dubai is growing steadily reaching US$ 1.69 billion in 2013 from US$ 1.58 billion in 2012. (Alpen Capital). Dubai has all the elements that patients traveling from abroad seek – skilled and specialized physicians, world-class infrastructure, stringent regulatory environment, ease of travel and hospitality and entertainment options.

A Dubai Healthcare City survey last year - representing a six-month period beginning January, showed that 48 per cent medical tourists come primarily from the GCC; 32 per cent from the wider Arab World; 26 per cent from Eastern and Western Europe; and 23 per cent from Asia. The three most popular procedures were first, infertility treatments, second, cosmetic treatments, and third, dental. In the same survey, DHCC-based physicians reported that 80 per cent of medical tourists come to Dubai for quality of care; 61 per cent for the city’s experienced physicians, while 48 per cent highlighted the availability of specialist treatments.

What would you say are the challenges ahead for Dubai’s healthcare sector?

The rapid growth of the medical sector comes with a significant change in its dynamics. Innovation, technology and digitalization are driving the healthcare sector. To stay relevant on a global scale, we must keep up with the latest developments and technique to adapt quickly and meet patient demands. Local talent development is another challenge that we will continue to tackle in 2015 and beyond. It is the link between the sector’s growth and the best healthcare delivery and should be a priority for all industry stakeholders. Regulation is also an important area of focus as we thrive to develop in the healthcare sector in a sustainable manner and one that appeals to international investors, partners, physicians and patients.

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Key facts on Female Entrepreneurs in MENA Trends that are shifting the way we see female entrepreneurs in the region

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As more and more families depend on two paychecks to make ends meet, women’s work outside the home is increasingly a necessity for families in the Middle East and North Africa. Attitudes towards women’s work need to change from considering it unnecessary and detrimental to family welfare to seeing it as a valuable contribution to society. Promoting the environment and the infrastructure to better balance work and family is crucial.

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The widely held perception is that the few female entrepreneurs in the MENA region are mainly in the informal or formal micro sector (employing fewer than 10 staff), producing less sophisticated goods and services. This perception is wrong.

Of the formal-sector female-owned firms surveyed, only 8% are micro firms. More than 30% are very large firms employing more than 250 workers.

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Female-owned firms are as well established as male-owned firms. About 40% of female-owned firms are individually owned – an impressive figure, even if less than the 60% of male-owned firms.

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Female-owned firms hire more women, and a higher share of female workers at professional and managerial levels. Male-owned firms employ more women in unskilled positions.

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Female entrepreneurs can play a great role in creating more and better jobs, diversifying economies into modern sectors, and empowering women. The report proposed two policy pillars to support women entrepreneurs and enable them to do this:

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Progress in education in this region has been impressive and women outnumber men at universities in 11 countries of 18.

Across regions and eras, the quality of entrepreneurship makes a major difference in economic growth, explaining much of the difference between developed and developing economies. And a robust entrepreneurial climate – integral to an innovative, adaptable, and growing private sector – needs to include all potential players. Female entrepreneurship can also be important for economic diversification. The data show that as more women entrepreneurs enter the economy, greater economic diversity follows.

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The gender deficit in entrepreneurship, a challenge everywhere, is particularly important in the Middle East. Women’s entrepreneurship could help the region meet its challenges, because empowering women and diversifying the economy can go together – and help the region meet the critical challenge of creating more and better jobs. By contributing new ideas, technologies and production methods these businesses can boost productivity growth across the economy, even spurring existing firms to raise their productivity and levels of service.

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LEADERS WITHOUT BORDERS

LEADERS WITHOUT BORDERS MODERN DAY HEROES

By Lorenzo Jooris. Editor in Chief LEADERS Middle East & Founder of Leaders without Borders.

Leaders without Borders come from a variety of backgrounds, but are united by a desire to build a better society and make a difference in the world. As children we all had our favorite superheroes. We loved them, worshipped them, pretended to be them, dressed like them and even talked like them. Now that we’re adults, we are all too well aware that heroes are in high demand but can rarely be found. The overwhelming ugliness and depravity found everywhere in the world today, has desensitized us to the point where hardly anything seems shocking or repulsive anymore. Luckily we don’t need superpowers or a cape to make a difference in the world. To accomplish heroic acts, all we need is a willing mind and a willing heart. They have all proven that an ordinary person can achieve extraordinary feats and make a difference in the lives of others.

Heroism, as we know it, is a term that defines someone who’s bigger, better and just downright more powerful than the regular humble man or woman. Thanks to fiction, we often liken being heroic to being superhuman.

Yet, far from cape-wearing and crime-fighting, being a real-life hero has little to do with having superpowers when we consider that a strong sense of empathy and morality — the markings of a true hero — are strictly human capacities. The exemplary real-world individuals who we come to recognize as heroes are types like benign world leaders, peacemakers, soldiers, activists, or philanthropists. But heroism can happen in the most unexpected places, and it’s not limited to a life-long career of do-goodery; it’s what many neurologists have determined to be a human predisposition.

The following individuals are ordinary people who have, impulsively and unselfishly, dedicated their lives, or a big part of it to helping other. Thease are “our Leaders without Borders”. They prove that to be a hero requires no second thought but rather, the full force of action. Anyone can become a hero given the opportunity, and yet not everyone does – that’s what makes this people so inspiring.

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Razia Jan, Afghanistan According to the United Nations, there were 185 documented attacks on schools and hospitals in 2012 by armed groups opposed to girls’ education. According to Razia Jan, she hears about girls attacked with acid or being poisoned every single day. Despite the threats, she opens the doors of her Zabuli Education Center every school day.

In this 2-storey, 14-room building, 354 girls from the surrounding seven villages are receiving a free education. To keep students safe, Razia’s school is surrounded by a stone wall, there are guards and staff that open and inspect classrooms every day to check the air and water quality. They are so scared of poisoning that children are accompanied to the bathrooms to make sure they do not drink tap water. At the Zabuli Education Center, one year’s tuition fees per girl are $300. Razia covers the school fees through donations made to her non-profit organization, Razia’s Ray of Hope, based in the USA.

Aki Ra, Cambodia Aki Ra was a very young boy when he was chosen by the Khmer Rouge to become a child soldier. He laid thousands of mines and fought for the Khmer Rouge until 1983. During his time in the Cambodian army he received landmine clearance training with the United Nations and heard his true calling. Without any demining tools, he started to illegally clear and defuse mines and UXO’s in the areas he had fought with nothing but a knife, Leatherman and a stick.

As his name and work became known, tourists flocked to his home to see the collection of defused artillery. Charging a dollar per person the Cambodia Landmine Museum came into being. To open the museum, Aki Ra had to cease his illegal clearing of the mines, but was able to establish a NGO—Cambodian Self Help Demining (CSHD) – and he is now certified to do his life’s work. Over the course of time, Aki Ra also adopted many of the injured and abandoned children he found in the villages he visited and today 29 children lives at the Cambodia Landmine Relief Center.

Jorge Muñoz, USA Jorge Muñoz arrived in America as an illegal immigrant in the early ’80s. He became a citizen in 1987. One evening as he left a bar he noticed all the destitute and illegal day laborers and the flame in his heart was lit. He found out that most of the men sleep under a bridge or in the Elmhurst Hospital’s emergency room and skimped on meals in order to send money to their loved ones at home.

Since then, he has been cooking enough food to feed dozens of day laborers in Queens which he delivers at the corner of Roosevelt Avenue and 73rd Street in Jackson Heights every evening at 21:30.

Munoz delivers the warm, cooked meals in rain, snow, thunder and lightning. He estimates that he has served food to more than 70,000 people since 2004. The whole operation is financed from the $600 he receives weekly for driving a school bus and donations. On August 4, 2010, Munoz was awarded the Presidential Citizens Medal by President Barack Obama.

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Pushpa Basnet, Nepal Pushpa Basnet was an undergraduate in Social Work when she had to visit a female prison in Kathmandu as part of a college assignment.

The sight of the prisoners’ children living behind bars along with their mothers urged her on to raise enough money to start The Early Development Center (ECDC) and Butterfly Home. These nonprofit organizations provide a day-care program to the children and are a residential home for the older children to live in throughout the year. Pushpa’s organizations also aid and provide these children with school enrollment, meals and medical care.

As of 2009 she is also teaching the incarcerated women handcrafts so as to enable them to generate an income to contribute towards raising their children. To date she has assisted more than 100 children.

Rick Hodes, Ethiopia In 1984 Dr. Rick Hodes went to Ethiopia to do relief work during the famine. He originally planned on working there for one year, but after realizing the African people’s extreme needs and knowing that he was uniquely qualified to help them, he stayed. After almost three decades, he still practices at hospitals in Addis Ababa and Gondor. He has served tens of thousands of people through immunization, family planning, community health, nutritional support and his specialist field—spine deformities.

He was also partly responsible in ensuring the safe immigration of 14,000 Ethiopians via a historic airlift to Israel in 48 hours. His greatest passion however, remains to volunteer at Mother Teresa’s Mission for the Destitute and Dying where he cares for critically ill children that others have abandoned. During his time in Ethiopia he has adopted five children and he also supports and houses another fifteen whom he sees as part of his extended family.

Betty Makoni, Zimbabwe Raped at the age of six and orphaned by the age of nine, Betty Makoni somehow managed to stay strong, survive and put herself through school by selling fruits and vegetables. In 1999 she founded the Girl Child Network (GCN) in response to Zimbabwe’s pandemic of child sexual abuse, especially that of young girls. Her organization is spread over 35 of Zimbabwe’s 58 districts. She has clubs at schools that informs girls and encourages them to speak out and report on abuse. She has also built three “empowerment villages” or homes for abuse victims whom she feeds, provides with medical care and educates. She has fought against the exploitation and abuse of girls at the highest levels of society, in the process becoming a target of state harassment and receiving many death threats. To date, Betty has saved more than 7,000 (some estimates say as many as 35,000) girls from abuse, child labor, forced marriages, human trafficking and sexual assault.

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MOTIVATION AND PRODUCTIVITY IN THE WORKPLACE

By Sherrie Scott

M

ost employees need motivation to feel good about their jobs and perform optimally. Some employees are money motivated while others find recognition and rewards personally motivating. Motivation levels within the workplace have a direct impact on employee productivity. Workers who are motivated and excited about their jobs carry out their responsibilities to the best of their ability and production numbers increase as a result.

Incentives: An incentive is a motivating influence that is designed to drive behavior and motivate employees to be produce quality work.

Employers use several types of incentives to increase production numbers. Employee incentives come in a variety of forms including paid time off, bonuses, cash and travel perks. Incentives drive employee motivation because they offer workers more to strive for than a regular paycheck.

Recognition: Many employees need recognition from their employers to produce quality work. Recognition and employee reward systems identify employees who perform their jobs well. Acknowledging a job well done makes employees feel good and encourages them to do good things. Employers recognize workers by tracking progress and providing feedback about how they have improved over time. Public

recognition is also a motivating factor that drives worker productivity.

Self-Motivation: Some employees are motivated through feeling a sense of accomplishment and achievement for meeting personal and professional goals. Many workers are self-disciplined and selfmotivated. Incentive and rewards have little effect on employees who feel motivated only when they are confident in their abilities and personally identify with their role within the organization.

These individuals perform productively for the sake of the personal challenge their work provides.

Implementation Strategies: There are several ways employers can motivate employees and drive worker productivity. Because different factors influence workers in different ways, employers can utilize motivation strategies that encompass several techniques. For example, to influence workers who are money motivated, an employer may implement a daily “spiff � that pays cash instantly to employees who meet short-term production goals. To achieve long-term production goals, an employer could implement a program that encourages friendly competition between workers to meet production numbers.

At the conclusion of the program, employers can publicly recognize top performers for a job well done.

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LIFE STYLE

A BIT MORE THAN GIVING THE TIME OF DAY Georges-Henri Meylan is a revered figure in the world of haute horlogerie. He was at the helm of Audemars Piguet for almost two decades overseeing the brand’s astronomical success.

Mr. Meylan has now created a new company, MELB Holding, acquiring well respected brands Hautlence and H. Moser.

GEORGES-HENRI-MEYLAN CHAIRMAN OF MELB HOLDING & GUILLAUME TETU CO-FOUNDER & CEO OF HAUTLENCE H. Moser & Cie. was created by Heinrich Moser in 1828. Based in Neuhausen am Rheinfall, it currently employs 50 people, has eight of its own calibres and produces 1,000 watches per annum. H. Moser & Cie. manufactures parts such as regulating organs and balancesprings, which are used for its own production as well as to supply its partner companies. H. Moser & Cie. is honoured to have a Moser family member with the company as Honorary Chairman and President of the Heinrich and Henri Moser Foundation.

The aim of the Moser Foundation, created by one of Heinrich Moser’s descendants, is to keep the family history alive and seek out antique pieces for the Moser Museum, located in Charlottenfels Manor, Heinrich Moser’s family home. With its substantial watchmaking expertise and highly acclaimed experience in the sector, MELB Holding holds shares in H. Moser & Cie. and Hautlence. MELB Holding is an independent family group, based in the heart of the legendary Vallée de Joux.

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

marketing and the factory, basically re-build both companies. The first thing we had to do was analyze and unfortunately cut cost.

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

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

What is your production capacity, how many watches can you do per year?

The idea at the beginning was try to make the most out of the two synergies between the two brands and at a later stage we could add on others, a sort of platform where we can manufacture a big part of the products.

The main idea is not to manufacture everything because I don’t believe in that. It’s similar to a car where you need specialist for different parts for the car, like the watch, its very complex where you have different technologies to manufacture different parts of the watch, different components.

LEADERS Middle East caught up with Mr. Meylan for an insight the MELB Holding.

What is the story behind the setting up of MELB Holding?

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

The idea is to give development of movement were we are able to use components between the brands and that’s starting to work, as the idea is to share costs in order to be competitive in the market. We produce all the strategic components. 80% of the components in the movement is made in house in our factory and we also sell to big brands.

We want to be independent, it’s our core value and that was a big part of the investment in the brand.

What is the potential you see in the Middle Eastern market? How is the response so far of your product here?

The response is good for two reasons. Here in Dubai we have an international customer base because people are travelling here for business as well as for enjoying life so we can have some sales from international people however in other countries like Qatar or Saudi Arabia it is more of a local market so geographically the platform is very beneficial for us here in the Middle East.

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

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WATCHES TO WATCH L.U.C 1963 CHRONO PURISTS EDITION The L.U.C 1963 Chrono PuristS Edition was developed from a dialogue that Karl-Friedrich Scheufele initiated and maintained with PuristS since 2007. The question was: “What would a PuristS chronograph be like?” This was not a call for fantastic or costly ‘blue-sky’ complications but a pure distillation of the function and form of aa chronograph that could survive the vagaries of time and fashion.

Karl-Friedrich Scheufele attended and hosted part of the PuristS 10th anniversary celebrations in 2011, to reveal technical updates and gather a myriad of opinions. PuristS could only agree on a classic, steel, hand-wound, chronograph without expensive complications that could stand the test of time. The focus is on the superb finishing and function of the first L.U.C hand-wound chronograph movement that is featured by the exhibition caseback.

A PuristS’ passionate gaze is drawn into the movement by the artful shape of the caseback. This is where the techniques are fused into a dramatic and passionate mechanical horological performance celebrating past tradition, ongoing friendship and future creativity. This hand-wound chronograph movement allows the start of a new range of exciting watches from Chopard Manufacture.

The L.U.C 1963 Chrono PuristS Edition is available worldwide upon request from all Chopard boutiques.

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TOURBILLON RM 053 PABLO MAC DONOUGH Polo is possibly one of the toughest sports for any tourbillon watch to have to deal with. Sudden turns, wild swings, the clash of horses and riders: these are forces far greater than the norms found in other sports. Known as the ‘king of sports’ polo is uniquely elegant and highly physical.

For Pablo Mac Donough, partner of the brand, Richard Mille had an idea for a totally new case design inspired by the tonneau shape and engineered to tolerate the extreme shocks likely to occur during a polo match.

He created an ‘armored’ case in titanium carbide with two raised arcs leading to two viewing windows.

The movement design and windows are tilted at a 30˚ angle. The seconds run with the tourbillon cage on the left viewing window and on the right the hours and minutes are shown. This angled view is ideal when seen from the rider’s saddle.

The highly compact, totally new tourbillon movement design utilizes a highly skeletonized baseplate and bridges with a compact going train-winding barrel arrangement. Since the movement itself is ultra light and tightly unified, it is less susceptible to the centrifugal and centripetal forces generated during a game.

THE “$5 MILLION” A world first, a unique piece, an exceptional and incredibly rare feat. And a completely different approach was used for its creation. Unlike an Haute Joaillerie piece, where the design and technical construction are created to “emphasise and serve” stones which have already been selected, the opposite approach was adopted. The diamond cutters started with a design and then found the diamonds whxich best matched the complex construction of the case, dial and bracelet. Cutters and setters then employed all of their expertise to resize them to ensure a perfect fit.

First challenge: to develop the design of the Big Bang, whilst retaining its graphic codes to ensure it cohesively integrates more than 3 carats of diamonds. Once the technical design was finalised, then the diamonds had to be found and combined. It took one year for the largest stones which came from all four corners of the world, and the same for the 1276 others.

Every stone was individually selected to ensure that all were of a consistent quality and colour. They then had to be resized, one by one, to make them a perfect fit for the watch. A renowned “master cutter” from New York with over 40 years’ experience was responsible for single-handedly cutting the largest GIA-certified stones to ensure they all had the same cut “signature”.

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OUR ARTISTS

LOCAL ARTISTS WORTH LOOKING OUT FOR

Manal Al-Dowayan, ‘I am an Educator’, 2005–7

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mbracing diverse media, Manal AlDowayan’s work encompasses black and white photography, sculpture, video, sound, neon and large-scale participatory installations. Her artistic practice revolves around themes of active forgetting, archives, and collective memory, with a large focus on the state of Saudi women and their representation.

She has documented social groups like the oil men and women of Saudi Arabia in her project, If I Forget You Don’t Forget Me, and has addressed the impact of mass media on propagating intentional erasing of identities in her project Crash, highlighting the unnamed Saudi teachers dying in car crashes across Saudi Arabia. In 2014 she was a recipient of a research Fellowship from NYU AD and was invited in early 2015 to the Robert Rauschenberg Residency in Captiva, Florida. Manal has shown her work in Prospect 3 New Orleans - The American Biennale (2014/15), in collateral shows at the Venice Biennale (2009/11), and at Museums around the world like Gawngju Museum in South Korea, Louisiana Museum of Modern Art in Denmark, The Victoria and Albert Museum in UK, and Mathaf Museum of Modern Arab Art in Qatar. Her art works are part of public collection at the British Museum, LA County Museum, Louisiana Museum, and Mathaf. Manal holds a Master’s Degree in Systems Analysis and Design and currently lives and works between her native Dhahran, Saudi Arabia and Dubai, UAE.

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Abdulnasser Gharem, In Transit, 2010 Abdulnasser Gharem is a Saudi Arabian artist. In April 2011, his installation Message/Messenger sold for a world record price at auction in Dubai. Gharem’s work is in the collections of the British Museum, the Victoria & Albert Museum, Los Angeles County Museum of Art and the Saudi Arabian Ministry of Culture and Information, His artwork is characterized by innovative use of materials, including rubber stamps, a collapsed bridge, and an invasive tree. As one of the co-founders of Edge of Arabia, Abdulnasser Gharem has become one of the most important promoters of contemporary Saudi art, both in bolstering art education at home and in encouraging its exhibition abroad. Originally an officer in the Saudi army, Gharem’s work seeks to negotiate between necessary political comment and respect for regional tradition. Although his practice is diverse, it is united by a fearlessness and a willingness to question authority. After the government censored several of his pieces, his next works directly commented on censorship. His sculpture Message/Messenger — which uses the Dome of the Rock in an allegory for the peace process — still sets the record for the highest sale of any Gulf artist.

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2016 MERCEDES BENZ G550.

GETTING STRONGER

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The 2016 Mercedes-Benz G550 has some added interior opulence as is the trend each year. This is aimed at giving comfort and style to supplement the power and elegance. The seats are of high quality leather. They are also raised to give the driver a clear view and high levels feel such that with every turn you make you feel as if the truck is going to topple. This however is a good thing. This is because it keeps the driver alert even though the vehicle is as stable as ever. The steering wheel is padded with leather which makes it comfortable to handle and has grip.

With the raised seats, be sure of ample leg room. The dash board is small which creates room in the cabin.

As expected, the 2016 Mercedes-Benz G550 comes in the same ammobox shape, courtesy of Rembrandt. This design is not modified to beat aerodynamics. There are very slight modifications to this design, which are only noticeable with a hard look from a staunch fanatic or expert. Like its predecessors, it is still heavy and chisel shaped/ladder shaped with the right angles. it is however slightly lighter because of the aluminum engine.

With 450 pound feet and at 416 horse power and 303 hp @ 6,500 rpm, this beast cruises naturally and smoothly. It is equipped with an aluminum 4.0 liter V8 bi-turbo DOHC 48-valve engine that powers this German machine to charge from 0-60 mph in only 5.7 seconds. This is unlike it’s predecessors 5.5 liter engine which took around 6 seconds to get to 60 mph. With a slightly smaller engine, it is more powerful and saves on fuel as compared to the 2015 G550. It’s suspension are up to date and has electronic-stability range suspensions like the ESP, ASR, ABS which have been tuned up for precise foot handling. This model also comes equipped with adaptive suspension for sports or comfort mode. This ensures that 2016 Mercedes-Benz G550 is the ultimate wagon for city and rugged terrains.

It uses the disk type of brakes and the steer-wheel is light though a little bit slow but this is expected considering the size of this vehicle.

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ROLLS-ROYCE: NO ORDINARY POWER Rolls-Royce Motor Cars has unveiled a collection of ten highly-Bespoke.

Rolls-Royce vehicles created specifically for UAE clientele and inspired by the region’s heritage in equestrianism.

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

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

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“Rolls-Royce - the Captains of Industry, enterprenurs and successful business men.”

‘Al Adiyat’, derived from the Arabic phrase ‘wal Adiyat’ and the title of a chapter in the Holy Quran, means ‘those who run’, and refers to the Stallions and Mares that were traditionally used in wars and expeditions across Arabia.

The collection features three striking exterior colours: St. James Red, Arctic White and Infinity Black, all inspired by the deep tones and rich hues that characterize the coats of Arabian Thoroughbreds. The theme is also reflected in the interiors of the vehicles with various combinations of Mugello Red and Arctic White leather contrasted against Piano White and Piano Black veneers.

The equine theme is infused throughout the collection as each vehicle features a horse motif in hand-stitched embroidery across the headrests and the centre of the front armrest, replicated strikingly on the monitor lid and Bespoke Coachline, and bridle embroidery along the sides of the passenger doors. A gold-plated horseshoe symbol, universally associated with good luck, completes this unique masterpiece with a graceful touch on the bespoke clock and treadplates.

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

“The war horses that the name ‘Al Adiyat’ refers to convey ferocity, dynamism and agility; attributes that are faithfully represented by the Phantom Coupe and Wraith, two of the most powerful and prominent models in the Rolls-Royce Motor Cars vehicle portfolio.”

Al Adiyat brings yet another exclusive offering to Rolls-Royce Motor Cars’ customers in the UAE’s Capital, which has made its representative dealership Abu Dhabi Motors the biggest Bespoke dealer in the world for the brand. In the past year alone it has conceptualised or offered renowned one-off concepts such as the Bespoke Suhail Collection, celebrating the life of influential Arab Mathematician and Inventor Ibn Al-Haytham; and global limited collections such as Waterspeed, Pinnacle Travel and Metropolitan.

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2016 BENTLEY BENTAYGA: THE WORLD’S FASTEST SUV

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he exterior of this unibody luxury sporting utility vehicle is to be made of Aluminum and is to be available in 17 different standard colors. Its kerb weight is to be approximately 2,422 kg whereas its towing capacity is to be about 3.5 tons. It is to have 22-inch alloy wheels, air suspensions, automatic dipping LED headlights, panoramic tilts and slide sunroof, and standard air suspension springs, alongside other features.

The interior of this unibody luxury sporting utility vehicle is to be very spacious, elegant, luxurious, and capable of accommodating up to four adult passengers at a time. Its interior is to be have 15 different types of leather and 4 different types of wood veneer finishes. It is also to have an eight-inch touch-screen infotainment system, massaging front seats, a pair of super comfortable individual rear seats accompanied by their own centre consoles, picnic tables which fold from the rear of the front seats, rear-seat-entertainment system, soft-close powered boot lid, touch screen remote, and Wi-Fi connectivity, among others.

The new 2017 Bentley Bentayga SUV will only have one engine option though there are reports of additional engines in the near future models such as its hybrid one. The unit (vehicle) will be a 6.0 L twin- turbocharged and W12 TSI plus an output of 600 hp and 663 lb-ft of torque. Hence, the engine will be paired with 8-speed automatic transmission system. On the other hand, power will be channeled to all wheels through a redesigned AWD system. It is a power train that will move the new vehicle (2017 Bentley Bentayga) from 0-60 mph within 4.0 seconds with top speed being 187 mph, a top speed in this segment.

This W-12 power-train has got an 11.9 % advanced operating efficiency unlike the last W-12 unit. In terms of fuel economy, 2017 Bentley Bentayga has EPA ratings of 14 mpg and 20 mpg for metropolis (city) and highway drives respectively. The engine is fortified with port and direct injection as well as a changeable displacement system. Bentley is under plans to offer a diesel and plug-in edition of the luxury SUV.

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

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n the world of motorcycling there is a manufacturer and their bikes that stand out over all the rest. Harley-Davidson motorcycles are the best motorcycles in the world because of heritage and tradition, the come back after a difficult era, and the support from the bike owners that is a carefully maintained cult.

Arthur Davidson and William S. Harley were schoolmate friends that shared a mechanical passion and strong desire to join the other motorcycle pioneers. They rekindled their relationship while working at the same factory in Milwaukee. Together they began to study mechanics focusing on motorcycle engines. In 1901 they had four engines designed and ready to be fitted to bicycle frames.

In 1903 the first Harley-Davidson motorcycles were built. The brand appeared in ads and articles describing the motorcycle that would become a legend. Three motorcycles were produced between 1903 and 1904 and were sold before they were even built. The bike was built to be a racer, with a 3-1/8 inch bore and 3-1/2 inch stroke. The factory in which they worked was a 10 x 15-foot wooden shed with the words «Harley-Davidson Motor Company» crudely scrawled on the door. Arthur›s brother Walter later joined their efforts. In 1909, the

six-year-old Harley-Davidson Motor Company introduced its first Vtwin powered motorcycle. With a displacement of 49.5 cubic inches, the bike produced seven horsepower. The image of two cylinders in a 45-degree configuration would fast become one of the most enduring icons of Harley-Davidson history. Also available for the first time from the Motor Company were spare parts for motorcycles.

Asking a motorcyclist to name his/her favorite Harley-Davidson is like asking a music fan to name his/her favorite song: ask a hundred people and you’ll get a hundred answers.

We asked our friends and colleagues; we asked neighbors, and their cats; we posted on Craigslist and took out classified ads in the local paper (no, not really). Mainly, we sent out queries via social media. We hit up fellow motorcycle journalists, whose knowledge and experience is vast and insightful. We asked builders and customizers, whose creative takes on the American classics have ranged from practical to unrideable. We queried rockers, racers, computer geeks and everyone in between, because the Motor Company’s appeal is universal. Our panel was varied, and everyone had a favorite – but no one could agree on the best of all time.

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ONLY FOR ROYALS Wait till you try one

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

Royal Yachts boasts a stunning fleet of yachts for both sales and charters. Their yacht crews are dedicated to enhancing customer’s experience with their expert knowledge of the seas, hospitality and excellent service. The personal on-board crew are committed to providing such

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

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

THE BENETTI CLASSIC 35M (115FT) MOTOR YACHT First introduced in 1998, Benetti 115 packs all the amenities found on a 130 feet super yacht in 115 feet. Custom built in 2004 by Benetti in Viareggio (Italy) and refitted in 2014. This luxury vessel’s sophisticated exterior design and engineering are the work of Benetti. The yacht’s interior has been designed by Zuretti and she has exterior styling by the Benetti team who are also responsible for the entire engineering package. Marble flooring and wood wall linings run through the en-

tire interior of the vessel. The owner’s suite and garage on the main deck give her a much larger appeal than the other vessels of her size.

Accommodating up to 8 to 10 charter guests overnight and 50 for day cruising, Benetti 115 is configured for chartering. The deck also features a dining room and a bar for entertainment. A classic feature of this yacht is the rarely found sky lounge on the yachts of this size.

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LUXURY TRAVEL

THE INDIAN OCEAN AT ITS BEST

The serenity of The H Resort and Beau Vallon beach await you s a member of the “Small Luxury Hotels of the World” (SLH) group, The H Resort Beau Vallon Beach, Seychelles presents the best of Seychelles within a unique and warm space. Inspired by authentic cultural cues and featuring touches of indigenous art and materials, The H Resort represents a tranquil space for travellers to unwind.

A comfortable and intimate destination that offers opportunities to discover the treasures of Seychelles, the resort is conveniently located in the north west of Mahé, Seychelles’ largest island, on a glorious 3km stretch of glistening white sand and crystal clear waters.

The H Resort Beau Vallon Beach embraces the island’s natural landscape making the serene and distinct accommodation units almost camouflaged by the entire scenery.

The H Resort provides a diversity of gracefully crafted accommodation, from Junior Suites through to Grand Beach Villas, which will exceed your expectations.

The interior design was envisaged and created by the world-renowned Montreal based designer, Andres Escobar & Associates. The design’s intent was to provide a relaxed atmosphere, with eclectic rounded furniture and a calm ambiance, in the midst of a natural setting. No furniture having sharp edges reflects the stress-free atmosphere that hovers around the resort. A common element found throughout The H Resort is the ceiling fans, natural oval palm leaf blades that provide comfort and heighten the refreshing vannswet breeze. Upon

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entering the main reception area, the scene is a tropical one, with tub lounge chairs made of handcrafted Indonesian cane Fabrizio round rattan, Cass maple cylinder side tables and rosewood trunk coffee tables; all reflecting the warm theme of wood which guests become accustomed to throughout the property from floor to ceiling.

The newest 5-Star hotel on shore, The H Resort is where the majestic lush mountains, home to the Seychelles’ local takamaka trees and coconut palms, along with a vast array of many different local flora and fauna, meet the pristine white shores of the aquamarine coloured sea.

Featuring some of the world’s most beautiful natural wonders, The H Resort draws on a unique heritage of hospitality and tradition to create heart-warmingly honest guest experiences that harmoniously blend space and sensation.

Recreation facilities are dotted around the resort and offer a pool, spa and gym facilities, a kid’s club, as well as invigorating activities like yoga, tennis, beach volleyball and pétanque. The resort can also arrange trips to nearby islands, fishing trips, sunset cruises and more.

Travellers looking for the true meaning of relaxation can indulge themselves in the luxuriously designed spa. The Sesel Spa offers signature treatments that combine only the finest in Western and Eastern techniques, implemented by expert therapists who take a holistic approach to wellness as to ensure careful nourishment of body, mind and soul alike.

Building on its distinguished status as curators of timeless elegance, The H Resort brings you the most exquisite in destination travel — where refined and engaging experiences fused with flawless services create memories that last a lifetime.

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LIFESTYLE

A GOOD TIME FOR GOLFING If you have been waiting for the right time to take your clubs out, now’s the time.

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mirates Golf Club, host of the European Tour sanctioned Omega Dubai Desert Classic and Omega Dubai Ladies Masters, was the first all grass championship golf course in the Middle East when it opened in 1988. Taking pride in its 36 holes of world-class golf, the club sports two of the city’s finest must-play courses, the Majlis and the Faldo Course, which is also the only 18 hole course in the region to offer night golf. Both courses combine the natural rolling desert terrain for a serious golfing test, while the signature clubhouse, remains the most eye-catching in the region. The Majlis Course has been presented with numerous accolades over its 25 year history, including its 2012 ranking by Golf World magazine as one of the ‘Top 100 Golf Courses in the World’ and being awarded ‘Best Course Middle East’ in the Asian Golf Monthly Awards. Emirates Golf Club is also the only golf club in the MENA region to receive GEO Certification.

From the testing 18 hole Majlis and Faldo courses, to the equally challenging par 3, the Emirates Golf Club draws accomplished and casual golfers looking to improve their game.

‘The Emirates’ is so much more than a golf club, serving as the premier address for all things leisure. Its appeal is equally wide-ranging off course, with everything from fine dining to bar bites available alongside top-notch pool and gym facilities, tennis courts and a brand new spa.

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

These second generation models follow on from their 2009 predecessors and set the benchmark in terms of driving dynamics in the high-performance Sports Activity Vehicle (SAV) and Sports Activity CoupĂŠ (SAC) segments.

The striking M design and distinctive high-class interior of the two newest additions to the BMW M GmbH stable ensure that these models make an impact. When the foot hits the gas pedal drivers can take advantage of the BMW X5M and X6M’s latest-generation 4.4-litre V8 engine which uses innovative M TwinPower Turbo technology to push torque and output to even higher performance levels.

osokwan is a genuine and perfect base for exploring the surrounding Masai mara wilderness without compromising on comfort or responsive service. The camp offers an authentic safari holiday in a serene and tranquil environment.

This Conservancy offers hard-hitting game-viewing throughout the year and comprises open savannah and a tree-lined section of the Mara river with high concentrations of plains game and the wildlife numbers are particularly intensified during the annual wildebeest migration.

The camp’s indulgently spacious and beautifully furnished six tents are nestled nicely amongst the crotons trees to ensure maximum privacy for all guests. The tents provide a homely atmospheric feeling with a private verandah overlooking the mara plains teeming with wildlife including the big five.

acacia tree. Bush dinners are under the vast starry African sky. A picnic lunch box is organized for guests who are on a full day excursion.

A wide range of activities can be enjoyed at Losokwan including; exhilarating 4WD day and night game drives to bushwalks. The largest population of lions in Kenya, and high concentrations of plains game, can be seen here, particularly when the annual wildebeest migration arrives between the months of July and September.

Maasai village cultural visits, Bonfire with Maasai Dance show, birding, balloon safari, visit to the OlChorro rhino sanctuary, picnic and sundowner excursions are also available.

Each tent features a fully functioning en-suite bathroom with flushing toilets and ablution facilities with running water, hot bucket showers, and all the other amenities required to make your safari relaxed and memorable.

The communal lounge and the dining tents are also meticulously designed and ideally positioned to take advantage of sweeping views of the mara plains providing endless opportunities to see the wildlife populating the area. The lounge has a library and fully stocked bar with a wide selection of drinks to choose from.

At Losokwan, quality, customer satisfaction and most importantly value are top priorities. The extensively experienced Losokwan team is constantly trained to provide flawless, fastpaced and friendly services.

Bush meals are a must have at Losokwan Camp, either a freshly prepared bush breakfast/lunch served by the Mara riverbanks for guests who want to enjoy hippo-viewing, or near to camp for those who want to watch the zebras under

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destination travel

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

“Maldives resorts are known as some of the best holiday resorts in the world.�

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

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aldives resorts are known as some of the best holiday resorts in the world. One Resort in particular, Meeru Island Resort & Spa , is surrounded by a beautiful lagoon and long stretches of white, sandy beach, is the only Resort on the island of Meerufenfushi, North Male’ Atoll. It is 1200 meters long by 350 meters wide, about 90 acres. Your speedboat transfer from Ibrahim Nasir International Airport is a scenic, 55 minute ride.

With an array of Garden Rooms, Beach Villas, Jacuzzi Beach Villas, Water Villas and Honey Moon Suites, Meeru Island Resort & Spa has an option for every holiday maker. Jacuzzi Water Villas are located overthe-water, in the lagoon…a short walk along your private jetty to this secluded and more spacious hideaway featuring a partial open air bathroom, an outdoor Jacuzzi and stairs into the sea. Two main “sister” restaurants, conveniently located to best serve our guests. The Farivalhu, for guests staying at the Southern end of the island and The Maalan, for guests staying at the Northern end of the island, both featuring the same “all you can eat” buffet style meals for breakfast, lunch and dinner, served in the traditional open-air, sand floor, thatch roof dining rooms with a separate table for each room.

1.5 Kilometers of Beautiful White Sand Beach, a Magnificent Lagoon with plenty of Good Snorkeling, 5 star spa facilities, 2 Sparkling Clear Fresh Water Swimming Pools overlooking the Beach with a Children’s Wading Pool are some of the attractions to this island.

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

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SPECIAL REPORT

RAS AL KHAIMAH: INDULGING IN THE ARABIAN SPIRIT Ras Al Khaimah, the fourth-largest emirate in the UAE, today boasts a rapidly growing economy, thanks to the ambitious process of economic diversification adopted by the government that primarily focuses industry, trade and commerce, tourism and real estate. Its name could be taken to mean “headland of the small huts”, which can be attributed to the indigenous buildings that existed along the coast.

hile Ras Al Khaimah’s business-friendly policies have ensured a brisk increase in foreign direct investments, it has also helped the emirate steadily increase its global appeal as a superior choice destination for business and leisure.

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towards the all round socio–economic prosperity of Ras Al Khaimah.

Ras Al Khaimah was recently rated the best investment destination by the FDI magazine.

Ras Al Khaimah has been witnessing impressive economic growth in the past few years under the visionary leadership of HH Sheikh Saud Bin Saqr Al Qassimi, the Council Member and Ruler of Ras Al Khaimah.

Ras Al Khaimah’s story begins around 5000-3800 BC, when the emirate was a central point for developing civilizations. Al Jazirat Al Hamra was a typical fishing village where today’s visitors will discover net sinkers, flints and pottery beads left behind by nomadic tribes who relied on fishing.

In recent years, Ras Al Khaimah has witnessed an increase in GDP figures with growth in manufacturing, services, and tourism sectors, along with the increase in foreign trade and per capita income, a rise in the standard of living, growth in education, development in world-class housing and healthcare facilities among other positive developments that point

With over 7,000 years of history, modern day Ras Al Khaimah places its heritage and traditions at the core of its offering. Whether you visit archaeological sites or the National Museum of Ras Al Khaimah, the emirate will provide a first-hand view into what makes Ras Al Khaimah one of the most historically fascinating destinations in the region to visit.

Investing in Ras Al Khaimah’s Tourism Sector Ras Al Khaimah is one of the fastest growing tourism destinations in the world. In 2015, Ras Al Khaimah welcomed a total of 740,383 visitors – an increase of 6 percent over 2014. The natural topography of the emirate which consists of 65km of sun-kissed sandy beaches, the Al Hajar Mountain range, the vast desert plains in the central region and the green belt in the southern region, have added to the success of Ras Al Khaimah as a destination of choice.

One of Ras Al Khaimah’s unique selling points is its rich culture. Maintaining the rich culture of Arabia, Ras Al Khaimah embraces traditional values and activities including camel races, traditional artwork, fishing, pearly farming and falconry – all of which are a key focus when it comes to promoting and preserving the emirate’s heritage. Traditional villages such as Jultar and Jazirat Al Hamra can be still be found – with the emirate is divided into two parts by a natural creek connecting the souks and old town with the modern city.

Local cuisine within Ras Al Khaimah is traditional and varied with a range of recipes getting passed down through families. For centuries, merchants have brought in exotic plants and spices, which have influenced the Arabic cuisine Ras Al Khaimah offers today.

Visitors to Ras Al Khaimah are able to experience its nature before they’ve even entered the heart of the emirate. The roads to Ras Al Khaimah run through the desert – the perfect opportunity to stop and take pictures of the many camels. The diverse conditions in Ras Al Khaimah also mean that there are a number of animal species inhabiting the land including mountain goats and oryx. There is also a nature reserve where visitors can spot Arabian Gazelle before heading to the Falconry Deck and enjoying views of Al Wadi Nature Reserve.

Ras Al Khaimah is also home to the tallest mountain in the UAE – Jebel Jais – Ras Al Khaimah offers a mountain experience like no other. With winding roads heading towards the peak, which stands at 1,934 metres tall above sea level, the route offers a challenging and beautiful backdrop for hikers, mountain bikers and those looking for a scenic driving route. The mountain range also offers a number of camping spots for those who wish to spend the night under the stars.

The mountain range also plays host to a number of events including the GCC Hiking Challenge, which brought together individuals across the whole of the GCC who competed to reach the peak.

The desert offers on-goers long stretches of terracotta sands that are the perfect setting for a number of different activities including dune bashing, desert safari tours where you can experience traditional Arabic dance and barbeques, camping, and camel riding. The desert can even act as your own racecourse, with the option to ride horses across the dunes while the sun is setting. Banyan Tree Al Wadi, the UAE’s first desert resort, offering a range of activities to guests from desert safaris to classes to learn about the flora and fauna of the surrounding area.

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Khatt Hot Springs Visiting thermal mineral springs may seem a strange thing to do in the scorching desert, but insiders know that a dip in the sulphurlaced waters in the village of Khatt goes a long way towards soothing the stresses nibbling at your psyche, not to mention aching bones.

The springs feed both the spa of the Golden Tulip Khatt Springs Resort, a fortress-shaped respite draped over a hillside, and the public Harmony Ayurveda Centre at the bottom of the hill. The latter has two pebble-floored pools – one for men and one for women – along with a long list of massages and other pampering options.

Golf Ras Al Khaimah is quickly becoming a leading destination for golf.

With extensive facilities at Al Hamra Golf Club, the emirate has secured the position as host to the famous European Challenge Golf Tour. Al Hamra Golf Club offers an eighteen-hole course (across 7,325 yards) with a broad range of facilities to enjoy the day - even off the course. The floodlit course also enables golf-fans to play after sunset. As an alternative, Tower Links also offers an eighteen-hole course set against the backdrop of the Hajar Mountains.

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Adventure sports Not for the faint hearted, RAK Track is a state-of-the-art karting track available for those who have a competitive spirit. The track is open to all including children, adults and corporate parties.

Visitors to Ras Al Khaimah can even take to the skies with Jazira Aviation Club, which was created in 1998 near the Al Hamra Resort. The club is the only micro lighting company in the UAE and offers visitors the chance to learn to fly through a range of courses.

Teamed with the adventure activities based in the water and the desert, Ras Al Khaimah is an ideal location for thrill-seekers.

Ras Al Khaimah is one of the few destinations where you can tick off both horse riding in the desert and on the beach from the bucket list. The emirate offers the activity for all levels at the centers including Al Wadi Equestrian Adventure Centre. Visitors can take lessons or go for long hacks set against the beautiful scenery of the beach and desert.

Until recently, Ras Al Khaimah seemed too modest to capitalize on its marvelous assets, but times are changing. Especially in the southern part of the emirate, where a new clutch of alluring beachfront hotels and resorts, along with a golf course, a manmade island and the emirate’s first yacht harbor, now compete for a bigger slice of the country’s tourism cake. With quiet but determined ambition, Ras Al Khaimah is slowly but surely coming into its own.

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ROYAL dinning

FINE DINNING: HAKKASAN ABU DHABI

Hakkasan Abu Dhabi opened in June 2010, bringing Hakkasan’s award-winning cuisine and dÊcor to the landmark Emirates Palace.

Comprising a restaurant, bar, lounge and terrace, as well as four private dining rooms, the 16,000 sq ft space is separated by carved wooden screens and latticing that echo the luxurious interior of the London flagship restaurant.

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

Long-time design partner Gilles & Boissier, based in Paris, designed the space with the Hakkasan ethos of the modern ethnic, interpreting it for the United Arab Emirates. Embroidered-finished furniture and marbled Chinese forms enrich the space, and the main dining area is crafted into a wooden, cage-like structure surrounded by stunning blue glass and back-lit by a stainless steel frame.

Hakkasan’s signature dishes like Peking duck with caviar, Jasmine tea smoked Wagyu beef ribs and Stir-fry black pepper rib-eye beef are served alongside a set of new dishes created especially for an Emirati clientele. The restaurant is headed by chef Lee Kok Hua, who spent five years working at the London flagship where he worked under head chef Tong Chee Hwee.

General enquiries or reservations: Hakkasan Abu Dhabi Emirates Palace West Corniche Road P.O.Box: 39999 Abu Dhabi - UAE T:+971 2 690 7999 hakkasan@emiratespalace.ae

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restaurants

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

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ituated at a height of 442 metres At.mosphere, the Highest Restaurant from Ground Level, is an exclusive fine dining restaurant and lounge, located on Level 122 of Burj Khalifa, the world’s tallest building. The third addition to Emaar Hospitality Group’s portfolio of independent ‘Lifestyle Dining’ outlets provides visitors with a special restaurant and lounge section.

Leading the culinary brigade at the world’s highest restaurant, French national, Jerome Lagarde, has over 20 years’ international experience in acclaimed Michelin-starred restaurants and dining destinations on three continents.

Tasked with taking the award-winning restaurant and lounge’s culinary standards to the next level, he is responsible for spearheading new menu development as well as exploring seasonal trends, adding his own unique creative perspective to the restaurant offering along the way.

Chef Lagarde’s culinary philosophy is centered around sourcing unique, high quality produce from around the world and using interesting and intriguing preparations to showcase a variety of complex cooking techniques for a unique dining experience.

Integrating two of the most popular choices of dining – a lounge and a restaurant boasting contemporary European cuisine – At.mosphere can host over 210 guests, and features a spacious arrival lobby, a main dining floor, a private dining room, and display cooking stations.

The Restaurant allows for a relaxing experience with soft tempo music in the background. The interior is comprised of hand-polished mahogany wood walls with furniture in shades of amethyst and cocoa. The At.mosphere Lounge is a chic venue, open throughout the week, seating 130 guests. It serves light lunches and high tea, before turning into a vibrant spot in the evening. Guests can enjoy a premium range of beverages, and unwind, as the sun sets. Savour high tea between 12 Noon until 4 pm with panoramic views of the city from At.mosphere lounge.

In addition to an à la carte menu enjoy a glass of bubbly to round off the experience. Guests can choose from high-quality coffees, wonderful range of teas, mocktails, drinks, fresh juices, sodas and bubbly. The lounge offers light dining options that work perfectly with the beverage selection, in addition to specialties from the grill menu.

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

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

Representing an oasis of calm in the heart of bustling ‘new Dubai’, the resort offers understated elegance and exclusive charm with private coastline and acres of lush gardens. One&Only Royal Mirage consists of three equally distinctive properties: The Palace, the Arabian Court and the Residence & Spa. Within the elegant entrance courtyard of the Residence & Spa lies the Health & Beauty Institute. Architecturally impressive and reminiscent of the great buildings of the region, it captures the values of the environs and ensures each experience is totally distinctive and ceremonial.

The Spa and Oriental Hammam offer a service that is dedicated to nurturing beauty and the pursuit of well-being. The resort features some of Dubai’s favorite restaurants, offering a variety of casual and elegant settings, such as the Beach Bar & Grill at The Palace for seafood and grills, Celebrities for international cuisine, Tagine

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

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

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DISCOVER ARABIA BETWEEN THE MOUNTAINS AND THE SEA Escape to the UAE’s most northern emirate. From mountains, deserts and ancient cultural sites to beaches, watersports and much more.

Ras Al Khaimah is only 45 minutes from Dubai International Airport and the perfect place to unwind.

www.raktda.com