Issue: 16│October 2016
THE VOICE OF RAK BUSINESS COMMUNITY
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WASTE MANAGEMENT INNOVATION AND SUSTAINABILITY TRA UAE JOINS HANDS WITH AMERICAN UNIVERSITY OF RAK
DESIGNING LUXURY Maurizio Zordan, President & CEO, Zordan
Published by
Corporate Banking Partner
Sole Automotive Partner
6 297000 080086
CONTENTS 14 Designing luxury Listen, Interpret, Create, Monitor: how Zordan transforms your dream to a luxury carved in wood.
18 Waste management -
innovation and sustainability RAK Waste Management Authority steps up to ensure a better, cleaner and sustainable environment for the emirate.
22 Digital economy needs
strategic, proactive policies Booz allen hamilton report • MENA countries have the opportunity to double or triple adoption of digital payments, says Booz Allen Hamilton report • Currently, just 9% of retail payments by volume in the UAE are made digitally, compared with 42% in the UK and 75% in Sweden • Banks need to evolve in line with changing consumer needs to stay relevant
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CONTENTS 26 Targeted marketing has never been easier, especially in social networks
GEORGE DEEB, Managing Partner at Chicago-based Red Rocket Ventures explains key marketing strategies that utilise popular social networks.
28 Whatever happened to five year plans?
We must be flexible in our planning in the knowledge that the business environment today will almost certainly be very different from in a couple years. We should embark on business plans with a worst case scenario in mind.
30 Growth fears: Aligning business growth with employee satisfaction
34 Adaptive trust - a new
defense for secure enterprise mobility in UAE Summary: BYOD, cloud and the Internet of Things are changing enterprise defense plans to guard against points of attack inside the network perimeter. These new ways of connecting to secure resources have changed the way traditional threat radars work – protecting threats from the outside.
38 TRA UAE joins hands with
American University of RAK TRA has signed an agreement to fund the information and innovation centre for American University of RAK (AURAK).
40 The flight of the bees The EgyptAir Cargo lands its first passengers at RAK 60 million bees.
A risk associated with business progress is employees becoming increasingly disengaged in the workplace due to heavier workloads, pressures, and deadlines.
32 Innovation & IoT can transform oil-based economies
The market is ripe for pragmatic real-world implementations of IOT and connected smart solutions that drive tangible outcomes and deliver benefits for residents. We are tired of the hype and what-if scenarios and are ready to move proof of concepts into commercial implementations, says ANTHONY SAYERS.
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DESCO Copy & Print Center is a trusted brand since last 3 decades. DESCO has the largest print network in UAE with 34 branches, some operating 24/7, it also has a full fledge Offset division equipped with "State of the Art" facilities. DESCO aims to bring printing near you with fast, efficient and economical printing solutions. To know more about DESCO log on to www.descoonline.com or call 800DESCO.
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Issue: 16│October 2016
THE VOICE OF RAK BUSINESS COMMUNITY
www.robustrak.com facebook.com/RobustRak
WASTE MANAGEMENT INNOVATION AND SUSTAINABILITY TRA UAE JOINS HANDS WITH AMERICAN UNIVERSITY OF RAK
DESIGNING LUXURY Maurizio Zordan, President & CEO, Zordan
Published by
Corporate Banking Partner
Sole Automotive Partner
6 297000 080086
Earth Holding
P.O. Box: 10044, Ras Al Khaimah, UAE Tel: 07 - 2282555 Fax: 07 - 2264447 www.earthholding.com
Publisher's Note “You don't filter smokestacks or water. Instead, you put the filter in your head and design the problem out of existence.”- William McDonough
In collaboration with
SPI Group
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Publisher & CEO Shantanu A.P. Group Editor Auritri Chatterjee Asst. Editor Jinal Chheda Strategic Advisor Badal Saboo Expert Contributors Akram Miknas Anthony Sayers George Deeb Michael netterberg Sabby Gill Web Developer Raj Shekar Reddy Designer Retheesh Viswanath Distribution Department Jerry P. Sam Editorial Enquiries & Contributions
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The RAK Waste Management Authority (RAKWMA) is vital to Ras Al Khaimah’s development and sustainability. The department has been taking critical steps in creating awareness and forming relationships that are vital to the ecological health of the emirate. They have teamed up with RAK Tourism Development Authority (RAKTDA) to create a list of tourism waste management guidelines that would not only better the lifestyle of the inhabitants but also bolster the tourism sector with a strong economic forecast. RAKWMA has also signed deals with several organizations to create a better, innovative and efficient waste management and sewage treatment plans. Our feature story looks at the premier shopfitting company from Italy, the Zordan Group. In an exclusive interview with SPI, Maurizio Zordan talks about the company’s vision and its presence in the UAE. An epitome of luxury, Zordan remains true to its Italian quality with a fantastic blend of vintage and modern. This issue celebrates innovation and collaboration irrespective of sectors. While we have the Telecommunications Regulatory Authority (TRA) inking a deal with the American University of RAK on the educational front; we have honey bees being brought in by the EgyptAir Cargo in collaboration with Al Najeh Trading for manufacturing ‘the original sweetener’ industry. Apart from these, SPI is getting ready to host the 25th anniversary of Emirates NBD Global Business Series in the month of January 2017 and the Fourth Edition of SME World Summit in March 2017. Do not forget to call us or shoot an email for registration and further information. Happy Reading! Shantanu Phansalkar CEO & Publisher SPI Group
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Disclaimer
SPI Publishing has endeavoured to bring out a publication that is reliable and informative. This is true to the best of our knowledge. The opinions presented are those of individual writers and not necessarily endorsed by SPI Publishing. The content in this magazine is protected by copyright law and is copyright to SPI Publishing unless credited otherwise, and may not be copied, reproduced or republished for any commercial purpose or financial gain.
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Robust RAK OCTOBER 2016
RAK NEWS
RAS AL KHAIMAH GUIDELINES FOR TOURISM WASTE MANAGEMENT
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as Al Khaimah Tourism Development Authority (RAKTDA), which develops the emirate’s tourism infrastructure and oversees its domestic and overseas promotions, has collaborated with Ras Al Khaimah Waste Management Authority (WMA) to launch new waste management standards for hotel and tourism establishments across the emirate. The new standard, based on international best practices, aims to increase waste recycling within the emirate’s hotels from the current four per cent to 75 per cent by 2021. The move is part of Ras Al Khaimah’s efforts to achieve goals set out in the UAE Vision 2021 National Agenda, which includes nation-wide criteria on increasing the contribution of clean energy and minimizing waste. “This move will engage all our hospitality providers to go green and keep our emirate clean – the aim is to significantly cut waste being sent to landfill. This is a great initiative towards
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sustainable tourism and greener practices among the emirate’s hospitality and tourism sectors,” said Haitham Mattar, CEO, RAKTDA. This is the first time that RAKTDA has rolled out such an initiative. The Authority has worked closely with WMA to ensure guidelines and tourism establishments effectively adopt the new standards. By the end of 2017, hotels and other establishments are required to recycle a total of 15 per cent of their waste. Targets for the following subsequent years have been set at 30 per cent and 50 per cent, before achieving its goal of 75 per cent in 2021. As part of the roadmap in achieving targets set by the two authorities, RAKTDA has already begun guiding hotels and tourism establishments through the updated mandatory standards across the emirate. The standards cover areas such as waste collection processes, minimum separation guidelines, implementing segregation across all departments of the establishment, as well as the creation of
a Green Ambassador within all tourism stakeholders. Assigned Green Ambassadors will be responsible for coordinating waste management activities, educating colleagues and will serve as the principal point of contact between the tourism entity, RAKTDA and RAKWMA. Green Ambassadors will also be tasked with developing annual roadmaps covering the individual waste management goals their specific establishment aims to achieve, setting waste prevention targets, and establishing reduction and recycling quantities and percentages. The initial roadmaps will be presented to RAKTDA and WMA on 30 October this year. “By implementing these new standards Ras Al Khaimah is taking a firm step in reaffirming the emirate’s position as a sustainable destination. There are already great examples being exercised by individual entities, and by aligning all establishments to the same standards, we can work together in achieving our goals,” Mattar added.
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RAK NEWS
RAK FTZ & RAKIA OPEN SUBMISSIONS FOR THE RAK FREEZONES BUSINESS EXCELLENCE AWARDS
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as Al Khaimah Free Trade Zone (RAK FTZ) and Ras Al Khaimah Investment Authority (RAKIA) open submissions for the third RAK Freezones Business Excellence Awards set to take place on 19 January 2017. With the commitment to expand competition and involve more industries, this year’s awards program will also include the businesses established in RAKIA alongside with RAK FTZ companies. The revamped awards program celebrates freezone companies
that showed outstanding performance and made a difference in their respective industries and the economic development of Ras Al Khaimah (RAK). His Highness Sheikh Ahmed bin Saqr Al Qasimi, Chairman of RAK FTZ and RAKIA, said, “RAK FTZ and RAKIA have been collaborating frequently to increase the competitiveness of Ras Al Khaimah and provide the best business solutions to investors. Now, we are stepping up our cooperation further by jointly honoring our clients’ extraordinary endeavors towards business excellence.” Ramy Jallad, CEO of RAK FTZ & RAKIA, commented that this year’s awards program is going to be bigger than the last two successfully held RAK FTZ Business Excellence Awards. “Both investment hubs have over 12,000 companies combined so we decided to add new categories to the line-up. This
way, more promising clients can have more opportunities to be acknowledged for their continuous efforts.” The two newly introduced categories include: Best Small Business of the Year and Best Industrial Company of the Year as well as the redefined Fastest-Growing Company. In addition to that, participants to the awards program will compete in the Best New Startup, Best New Technology, Best Contributor to RAK Development, and Best Corporate Social Responsibility. An independent judging committee will select the nominees and winners following a comprehensive evaluation of submissions from the entrants. To participate in the excellence awards, clients of RAK FTZ and RAKIA should fill an application form available at http://www.fzawards.com based on the category that they have chosen. Closing date for entries is on 16 October 2016.
Robust RAK OCTOBER 2016
RAK NEWS
MORE THAN 250 ATTEND INAUGURAL YOUNG GLOBAL LEADERS DEBATE IN RAS AL KHAIMAH
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eld under the patronage of His Highness Sheikh Saud Bin Saqr Al Qasimi, Supreme Council Member and Ruler of Ras Al Khaimah, Ras Al Khaimah Tourism Development Authority (RAKTDA) today hosted the inaugural Young Global Leaders Debate at the Al Hamra Convention Centre. The event was organized by LEADERS Middle East Magazine. The one-day event featured an opening speech from HH Sheikh Saud, who regaled the audience with heartwarming stories of Ras Al Khaimah’s past and compelling visions of the emirate’s education-inspired future as an international destination that celebrates its rich history and heritage. “For centuries Ras Al Khaimah has been a crossroads for humanity, trade and business – tourism is now part of that story,” said HH Sheikh Saud. HH Sheikh Saud’s inspirational address was followed by a short poem delivered by young Emirati poet Muznah Sultan Al Amri, which drew huge applause from more than 250 guests. The poem was followed by a one-on-one panel with His
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Highness Sheikh Khaled Bin Saud Al Qasimi – Chairman of Al Marjan Island, Chairman of the Board of Ras Al Khaimah Ceramics PSC, Vice-Chairman of Ras Al Khaimah Investment and Development Office. Other highlights included a keynote address by UK’s noted author and speaker Paul Sloane, who is globally renowned for his expertise in lateral thinking and innovation. The debate also featured three probing panel discussions examining leadership, youth and entrepreneurship; peace integration and opportunity, as well as sustainability, science, new media and education. Haitham Mattar, CEO of RAKTDA, said, “The event brought together the region’s young leaders to address some of the most pressing challenges facing societies today and in the future. The program’s three panel discussions included dynamic and insightful debate featuring local, regional and international advocates of innovative thinking across a range of topics from globalization, energy, transportation, women’s empowerment, social entrepreneurship and CSR.”
RAKTDA supported the event to reflect HH Sheikh Saud’s prioritization of youth progression and education as a vital component of Ras Al Khaimah’s development and the emirate’s ability to host local, regional and international meetings. Ras Al Khaimah’s short-term business tourism drive is to focus on the emirate’s meetings, incentives, conferencing and events (MICE) potential with this month’s hosting of the inaugural Young Global Leaders Debate seen as a springboard to building sustainable MICE credentials. “Our short-term focus on the meetings, incentives, conferencing and events sectors of business tourism is aimed at complementing our increasingly successful leisure sector by realizing the potential to grow mid-week and off-season hotel occupancy. We are also drawing up a dynamic events calendar which we anticipate will consistently expand in the months to come,” added Mattar. Ras Al Khaimah, which currently has 5,000 rooms across 42 hotels, expects to boost inventory by 2019 with an additional 12 hotels providing an extra 3,500 rooms, including the 250 room Anantara Mina Al Arab due to open in 2018 and a 300 room Marriott resort expected to come online in 2019. The 2.7 million square meter Al Marjan Island, a man-made archipelago of four islands, is among the emirate’s major tourism projects and is expected to boast 20 hotels by 2025. MICE sector growth is projected to be a key contributor in RAKTDA’s target of hosting one million tourists by the end of 2018.
OCTOBER 2016 Robust RAK
RAK NEWS
ONE1INFO JOINS HANDS WITH LAMFLEX
O
ne1info continues to invest in its expansion strategy and is now making their services available across Italy (Vicenza, Florence and Reggio Calabria). One1info will collaborate with businesses in Italy and across Europe and act as a gateway to establish their businesses in the UAE and introduce them to UAE markets and opportunities, helping them become more competitive and better performers. One1info provides its services to three countries across Europe - UK, Italy and France. The company is dedicated to provide outstanding customer service for its client's entrepreneurial endeavors and success. Business, today, is rapidly evolving and embracing new and unconventional methods with an increasing use of
technology. By working together with Lamflex, One1info will have greater opportunity for exposure, and our clients will have greater access, and a broader and more robust portfolio of services that is more responsive to their needs. This is an enormous opportunity for One1info who will benefit by optimizing efficiencies through Lamflex's influence and expertise within the business communities. Partnering with Lamflex provides the following key benefits: • Marketplace agility, innovations and multiple channels to market One1info’s services • Increased visibility and access to Lamflex's social media tools, online portals and websites, which will expand the reach of One1info's services across
Italy and Europe • New opportunities for UAE companies – it will give local companies immediate access to an array of marketing and social media tools that will help them promote their businesses, goods and services The expansion is another example of One1info's commitment to providing businesses in Italy and across Europe a more integrated and holistic solution. It will create opportunities for small and medium-sized business (SMB), enterprises, government, and wholesale customers to trade with the United Arab Emirates and establish a regional trade and services platform to access the rest of the Middle East.
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Robust RAK OCTOBER 2016
RAK NEWS
RAS AL KHAIMAH MOVES TO STRENGTHEN RUSSIAN TOURISM BOUNCE-BACK
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as Al Khaimah Tourism Development Authority (RAKTDA), which develops the emirate’s tourism infrastructure and initiates its domestic and overseas promotions, strengthened its presence at this year’s Leisure Moscow trade fair amid an apparent bounce-back in Russian visitors to Ras Al Khaimah, as year-onyear arrival figures show a 4.2 % increase in the first eight months of this year compared to 2015. The Ras Al Khaimah Tourism Development Authority delegation organised a full schedule of media and trade activities at Leisure Moscow, Russia’s leading international travel and tourism trade fair, from 21-24th September. Russia continues to be an important source market, which currently ranks as the third key international source market for Ras al Khaimah, after Germany and the UK. “Russian tourists have been loyal visitors to the destination for over a decade and the importance of Russian visitors can be clearly seen by their average length of stay at 8.6 days, and room revenue which, at a growth of 10 % over same period last year, surpasses
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that of all other nationalities,” said Haitham Mattar, CEO of Ras Al Khaimah Tourism Development Authority. “Ras Al Khaimah’s ability to continue to attract visitors and achieve growth from the Russian market, in the face of the well-documented difficulties of the outbound Russian travel industry over the past 12 months, is testament to our compelling value for money proposition and offering, as a destination with 64 kilometres of pristine beaches, world class hotels and a range of heritage and adventure attractions which all resonate well with the Russian market.” RAKTDA’s destination pavilion at Leisure Moscow drew wide support from stakeholders and partners including Air Arabia, the Waldorf Astoria Ras Al Khaimah, the Hilton Al Hamra Beach and Golf Resort, the Hilton Ras Al Khaimah Resort & Spa, Rixos Bab Al Bahr and Desert Gate. During the four-day exhibition, Mattar hosted a prestigious panel of travel and tourism commentators to discuss changing trends in Russia’s outbound
market and how Ras Al Khaimah is adapting its product portfolio to suit. “There is still a strong interest and need for year-round value for money destinations within a short flight time of Russia, and we are working closely with our travel agents and airline partners, such as Qatar Airways, since it began flying to Ras Al Khaimah, Emirates Airline, Air Arabia, and Fly Dubai,” Mattar added. RAKTDA has strategic partnerships in place with a number of major tour operators and travel agencies in Russia, including Coral, Natalie Tours and Space Travel driving this year’s growth. Targeting further promotional activities and increased visitor numbers through to the end of 2016, a General Sales Agency (GSA) for Russia and CIS was appointed in June 2016. Ras Al Khaimah is also experiencing increasing interest from across the CIS region, with particular growth from Kazakhstan, which reported a 214.6 % rise in visitor numbers between January and August this year compared to the same period in 2015. RAKTDA plans to capitalize on growing Kazakh demand by attending the Kazakhstan International Tourism Fair – one of Central Asia’s major tourism platforms – in April next year.
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Robust RAK OCTOBER 2016
COVER STORY
DESIGNING LUXURY Listen, Interpret, Create, Monitor: how Zordan transforms your dream to a luxury carved in wood.
Maurizio Zordan, President & CEO, Zordan
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OCTOBER 2016 Robust RAK
COVER STORY
C
an you give us a brief introduction about Zordan? When did it start, what were its visions and what is its position now? Founded in 1965 by Attilio Zordan as a technical joinery company, the Zordan group has developed over the years to become one of the main players in the manufacture of furnishings for the monobrand stores of the best-known luxury
brands (Bulgari, Ferragamo, Tumi, Van Cleef & Arpels) in Italy and the world. The foundation of Zordan lies in quality, expertise and production efficiency and has been the reason for its continuous success and steady expansion. Zordan's mission is to create aesthetic and stimulating environments inspired by beauty and fashioned in wood. Each of Zordan’s creations is unique, transforming dreams to a luxurious reality.
Currently, Zordan operates in the market with two brands: Zordan MonoBrand Shopfitting, the division that creates luxury mono-brand stores; and Zordan Tailor-Made Interiors, which offers clients sophisticated, made-tomeasure interiors, customized to the tastes and wishes of each of the clients. What is the role of a shopfitting company in today’s evolving world? How have the demands and
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Robust RAK OCTOBER 2016
COVER STORY expectations of a client changed from before? With the integration of the physical and digital channels, the role of retailing isn’t the same anymore and is rapidly evolving. The shopfitting companies must help brands face the metamorphosis by developing or finding the right kind of technology and integrating them with their professional acumen. We are creating stores that can gift customers with an experience and are testament to a brand’s heritage. What are the focus/pressure points when you take up a new project and at work? Our job requires speed and precision, terms that are often contradictory. Our clients have meticulous opening plans and we have the challenge to fulfill them within a very short span of time. At the same time, we need to maintain the standards and quality of the brand. Our creativity and a systematic approach to work help us find new ways to optimize time, maximize quality, reduce costs and satisfy the client. It’s a common saying that art challenges technology and technology challenges art. It is a perfect representation of the work you do. How do you amalgamate the two for that perfect creation? Our clients ask us to translate their ideas into reality with some control and finesse. The secret of success is to listen to the clients’ needs and find creative solutions in order to meet their expectations. The engineering department has the task of providing the client with the best technical solutions and communicating them as clearly as possible to the production department. The production department then joins in to create the end result as envisioned. Can you share something about the creative and the execution process? Since, it’s a collaborative approach towards work with you working along with the architects and interior designers, how do you maintain that sense of design and harmony? A project is the result of the cooperation of the idea (the architect) and the realization (the company). The project manager acts as a connection between the clients’ expectations and us and helps the team to visualize the result. During the engineering process, we focus on technical solutions that let us reach the result with a guarantee of high quality and economic savings. How is the market of UAE different from the market of Italy and USA?
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OCTOBER 2016 Robust RAK
COVER STORY
In the UAE, even though our quality standards are hardly comparable, we are often forced to compete with the Asian counterparts. In this market, price is a critical and competitive factor, unlike the American and European markets where the most important selection criteria are quality and problem solving abilities. The UAE clients also differ in their approach to work where our flexibility is sometimes challenged with schedule changes and revised deadlines. The current designer furniture market has become pretty accessible, affordable and also offers a lot of options. Has it affected your clientele? If yes, what have been/are your strategies to deal with that type of competition? If no, what is the secret to your success? When we compete with affordable productions, expecially the Asian ones, we highlight our technical expertise and our managerial skills in order to deal with competitors. We do not think that the Italian problem-solving skills can be easily reproduced. Our project managers guarantee complete assistance to the client and a global coordination of the project and all the parties involved (general contractor, local architect, client, architects and shippers). What are your future plans? Do you have any plans of expansion? How do plan to incorporate a higher level of technology in your work? Our future plans include: • Make our American plant operative, in order to meet the expectations of our American clients by optimizing transportation and speeding up the customer service activities • A greater use of technology for our engineering department (a 3D design software) and our production plant (digital media) • A different approach to business: the company as a source for good. We are taking the B Corp certificate (https://www.bcorporation.net/) to highlight our effort in having a positive influence on the society • Improve office automation through the monitoring of workloads and through the implementation of the “lean office” project
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Robust RAK OCTOBER 2016
RAK INDUSTRY
WASTE MANAGEMENT INNOVATION AND SUSTAINABILITY RAK Waste Management Authority steps up to ensure a better, cleaner and sustainable environment for the emirate.
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AK Waste Management Authority (RAKWMA) and RAK Tourism Development Authority (RAKTDA) are collaborating to establish new waste management standards in the emirate. It works towards the goals of UAE National Vision 2021, which focuses on increasing the contribution of clean energy, and reduction of waste as a country. They have introduced new standards which aim to increase recycling from the current four percent to 75 percent
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by 2021. Haitham Mattar, CEO, RAKTDA said, “This move will engage all our hospitality providers to go green and keep our emirate clean – the aim is to significantly cut waste being sent to landfill.” The new mandatory standards cover areas such as waste collection processes, minimum separation guidelines, and segregation across all departments of the establishment. Also new is the creation of a Green Ambassador - who will be responsible for coordinating
waste management activities, educating colleagues and serve as the principal point of contact between the tourism entity, RAKTDA and RAKWMA. “This is a great initiative towards sustainable tourism and greener practices among the emirate’s hospitality and tourism sectors,” Mattar added. An innovative new project which integrates regulatory, monitoring and compliance functions with emission controls, waste collection, and safe disposal has been initiated by the Ras
OCTOBER 2016 Robust RAK
RAK INDUSTRY
Al Khaimah (RAK) government. The Integrated Waste Management Project (IWDP) constitutes a 'materials recovery facility' (MRF), a compost facility (for converting organic waste into manure) and a state-of-the-art landfill. This landfill will bury the remaining waste in a safe manner. There is a concerted drive to reduce the quantity of waste going to the landfill by promoting and facilitating recycling. The first phase of the IWDP targets segregation of recyclables at the source and making them marketable
by enhancing their value - such as converting plastics into plastic granules, recovered paper into recycled paper and organic materials into natural organic fertilizer - for the international and domestic markets. Because of the waste being recycled, the amount going to the landfill is expected to reduce by 25 percent in the next 12 months, and by 50 percent in the next three years. In the long term, only the real wet waste 'trashables' are expected to make their way to RAK's new landfill, which is lined to prevent any soil, water, and
air contamination and conforms to the United States Environment Protection Agency (USEPA) specifications. It will replace the old unlined dump that is now being closed. Sheikh Saud Bin Saqr Al Qasimi, Chief of the Ruler's Court and Chairman of RAK Municipality and Public Works & Services Department said, "The best management system is when everyone is involved. We want each stage of our waste management to be a part of citizen's awareness. If you make people aware of the consequences of their
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Robust RAK OCTOBER 2016
RAK INDUSTRY actions, they realize that they could have chosen otherwise.� "The landfill itself should not become a wasteland; the idea is to plan its use after the filling. It could be a park, a golf course, land for light industry... and the by-product of any landfill is gas, which we can use to supply energy for industry or other purposes," he added. The Ras Al Khaimah Waste Management Authority has also recently signed a 15 year deal with Al Qamra Facilities Management. This deal shall provide innovative waste management solutions for the healthcare sector. RAK will provide the land for a healthcare waste treatment plant, and Al Qamra will invest in the facility and infrastructure that would include environmentally-safe technologies such
as the autoclave sterilization system with pre-shredding methodology fully-compliant to the World Health
Organization’s standards. The two parties announced the formation of a public-private partnership
OCTOBER 2016 Robust RAK
RAK INDUSTRY (PPP) company, RAK QAFAM, of which 51 percent will be owned by RAKWMA while Al Qamra will hold 49 percent. This new entity will be responsible for collecting the medical waste from public and private hospitals and the medical centers in Ras Al Khaimah for the next 15 years. The deal between Al Qamra and RAKWMA signifies the importance of facilitating a comprehensive platform for the region where they can find the best business solutions that are challenging the community and the built environment sector. The RAK facility of this newly formed company will collect and process approximately 500 tons of medical waste per year and will eventually expand its capacity to accommodate waste from the other Northern Emirates. Sonia Y. Nasser, Technical Director of RAKWMA said, “Waste is a critical part of the equation. Dumping waste in landfills
is not desirable, so finding innovative ways to release the embodied energy in waste is crucial if we are to address the sustainability challenges of increased urbanization and consumerism.” Recently, Ras Al Khaimah Wastewater Authority (RAKWA) has awarded Veolia Water Technologies a contract for the upgrade of Al Fileyah plan. It is the main Sewage Treatment Plant (STP) in Ras Al Khaimah, and is a constant proof of Veolia’s growing commitment to manage the significant increase of inlet flow over the years and address issues of odor nuisance. The contract, signed during WETEX 2016, was awarded to the experts in water and waste management for the engineering, procurement and construction (EPC) of the Al Fileyah plant. It includes supply, construction, commissioning and performance testing for the STP. With a challenging estimated completion time of 12 months, the
project will focus on doubling the capacity of the treatment plant, bringing it from 20 MLD to 40 MLD. In order to achieve this target, the assigned team will implement secondary biological treatment processes, including installation and upgrades of aeration tanks and clarifiers. The team will also construct new UASB Bioreactors provided by Veolia's subsidiary Biothane (Upthane technology). Eng. Ahmed Mohamad Al Hammadi, Chairman of RAKWA said “The extension of Al Fileyah treatment plant is very important for RAKWA as it strengthens our strategy to enhance the overall development of Ras Al Khaimah. Partnering with Veolia for water treatment is in line with our commitment to build a strong and enduring team working alongside with Moalajah to deliver this project.”
www.raalc.ae Suite # 1104, Level 11, Ontario Tower, Business Bay, Sheikh Zayed Road Tel: +971 4 551 9341, Fax: +971 4 551 9306 - Email: info@raalc.ae
Robust RAK OCTOBER 2016
E-CONOMY
DIGITAL ECONOMY NEEDS STRATEGIC, PROACTIVE POLICIES
Booz Allen Hamilton Report • MENA countries have the opportunity to double or triple adoption of digital payments, says Booz Allen Hamilton report • Currently, just 9% of retail payments by volume in the UAE are made digitally, compared with 42% in the UK and 75% in Sweden • Banks need to evolve in line with changing consumer needs to stay relevant
A
modern payment infrastructure has the potential to create new and sustainable revenue streams for commercial banks in the region, said global consulting and technology firm Booz Allen Hamilton, in a new report released today. The report, titled ‘Doubling Digital Payments in MENA’, recommends that in the face of a slowing global economy, regional central banks adopt a more strategic approach to regulatory policymaking in order to realize the full potential of the digital economy in the Middle East and North Africa region. “For banks in MENA, it’s either keep up with the digital focus of consumer payment habits, or risk becoming irrelevant,” said Lutfi Zakhour, Senior Vice President at Booz Allen Hamilton MENA and co-author of the report. “Decreasing reliance on cash and addressing the growing challenges related to retail payments should be top priorities for central and commercial
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banks if they are to unlock the benefits derived from the creation of an inclusive digital economy.” Just nine percent of current retail payments by volume in the UAE are made digitally, compared with 42 percent in the UK and 75 percent in Sweden. MENA countries can double or even triple the rate of adoption of digital payments by creating new payment infrastructure and introducing regulations to promote digital commerce and drive innovation and protect against cyber fraud. “The digital economy has the potential to unlock economic growth, stimulate the e-commerce industry and generate new, sustainable revenue streams for commercial banks right across the Middle East and North Africa,” Zakhour said. “At a time of economic slowdown and tightened liquidity, financial services institutions can stimulate robust and organic growth by adopting a more
proactive approach to the new global payment reality,” said Charles Habak, Principal at Booz Allen Hamilton MENA and co-author of the report. “The focus must remain on champion solutions – tailored payment models that are viable and can be scaled up in the region.” The report identifies key recommendations for central and commercial banks in the region, such as introducing digital payment regulations, enhancing retail operations, collaborating on design and infrastructure, establishing an inclusive governance system, promoting pragmatic financial inclusion, balancing cooperation and competition, developing new products to meet consumer demand, building healthy consortia to increase market strength and partnering with FinTech start-ups.
FOR MENA CENTRAL BANKS • Introduce digital payment regulations: In order to drive innovation and
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competition, regulators need to issue new digital payment directives, including licensing and authorization, capital and safeguarding, governance, limits and compliance. This will accelerate growth and offer greater consumer protection while efficiently balancing an effective market uptake and overall payment stability. • Enhance or carve out retail payments operations: MENA central banks should consider speeding up innovation and enhancing quality of service in their retail payment operations through performance-enhancement programs or carve-outs of their payment operations via wholly owned entities or publicprivate partnerships. • Collaboratively design and roll out infrastructure: Collaboration with other banks and stakeholders is key to building a new retail payments infrastructure. The design should initially be owned and incubated by business functions,
focusing largely on providing safe, secure and convenient services to end users.
offerings that can effectively cater to their needs.
• Establish ecosystem-engaging governance: MENA central banks need to set up a governance structure that includes industry stakeholders such as banks, entrepreneurs and SMEs, technology players and other key corporations to ensure continuous evolution in the ecosystem.
FOR MENA COMMERCIAL BANKS
• Promote pragmatic financial inclusion: Initiatives such as wage protection systems have created considerable opportunities to extend financial services beyond basic payroll and accounting. Looking past commercial obligations and working to achieve lower costs is the first step towards financial inclusion. MENA central banks should work closely with commercial banks and other financial institutions to reassess segments with true potential and volume for digital transactions as a starting point, and help identify suitable and cost-efficient
• Engage with central banks to roll out a modern central infrastructure: Commercial banks need to work proactively with central banks, or through consortia, to co-design and roll out a modern central infrastructure and digital payments platform. They should also seek to collaborate with technology players, telecommunication providers, payment aggregators and national identity authorities to capitalize on growing technology disruptions and increase revenue streams with more compelling market offerings. • Establish the right balance between bank cooperation and competition: Commercial banks in the region need to commit to governance structures that strike the difficult balance between collaboration and competition with their
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E-CONOMY peers. Healthy competition is a key driver of innovation. • Develop new products and services to match consumer demands: To compete with regional and international technology players, commercial banks need to design and roll out innovative products and services to match evolving consumer needs. Governance, cooperation, speed, modernization and strength of organizational links are central components of launching these new products and services. • Build healthy consortia to increase competitiveness and market strength: Commercial banks should look to the capabilities of non-bank stakeholders for niche areas of new bank products and services. Similarly, technology players can extend infrastructure; telecommunication providers can help strengthen communication security, promotion, and distribution; payment aggregators can provide SMEs with
integrated e-commerce and e-payment platforms; and national identity authorities can bolster customer authentication services to enhance the overall value proposition of banks. • Partner with and incubate FinTech startups: To stay ahead of the curve, banks need to build more agility into how IT innovations are adopted. By partnering with or contributing to the incubation of FinTech startups, banks can offer more competitive products and services while incurring less upfront costs. If executed properly, these partnerships can marry the resilience and compliance of bankbased models with the innovation and entrepreneurship of startups, creating compelling offerings that will create new channels of revenue.
ABOUT BOOZ ALLEN HAMILTON Booz Allen Hamilton has been at the forefront of strategy and technology for
more than 100 years. Today, the firm provides management and technology consulting and engineering services to leading Fortune 500 corporations, governments, and not-for-profits across the globe. In the Middle East and North Africa (MENA) region, Booz Allen builds on six decades of experience partnering with public and private sector clients to solve their most difficult challenges through a combination of business strategy, digital innovation, data analytics, cybersecurity and resilience, operations, supply chain, organization and culture, engineering and life-cycle project management expertise. With regional MENA offices in Abu Dhabi, Beirut, Cairo, Doha, Dubai and Riyadh, and international headquarters in McLean, Virginia, the firm employs more than 22,500 people globally, and had revenue of 5.27$ billion for the 12 months ended March 2015 ,31. To learn more, visit mena.boozallen.com. (NYSE: BAH)
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MARKETING
TARGETED MARKETING HAS NEVER BEEN EASIER, ESPECIALLY IN SOCIAL NETWORKS
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MARKETING
GEORGE DEEB, Managing Partner at Chicago-based Red Rocket Ventures explains key marketing strategies that utilise popular social networks. he marketing world has substantially evolved over the last few years, in terms of how you can target prospective customers for your business. Before, your primary options for targeting, were largely around demographics or geographies through media buys on larger websites and ad networks, or through keywords through the search engines. But, the major social networks have made some very interesting strides in the last couple years, in terms of letting advertisers drill down like a laser beam on very narrow targets within their broader audience. Below are a few examples of what I am talking about.
T
that serve prospective end-buyers in the event marketing space, and target your ads only to those users. As an example, the 20,000 members of the "Event Marketing Pros" group is probably a pretty good place to start. A second option is to target your media buy around LinkedIn users that have the right business title and work at the right size company you are targeting. In this example, anybody with the title "Event Planner" or "Head of Event Marketing" in their user profile page and work for "Companies in Excess of 1,000 Employees" (if trying to get to Fortune 500 accounts), would be really great to target your ads.
VIA LINKEDIN
VIA FACEBOOK
If you are a B2B business, looking to target B2B buyers for your product or service, LinkedIn is the place for you, where you have a couple really good options to consider. Let's use a case study, assuming you are selling technology that serves event marketers and you are trying to target heads of event marketing as prospective buyers. The first option is to target your media buy around LinkedIn users that are members of targeted user groups therein. In this example, look at all the groups
If you are a B2C business, looking to target B2C consumers for your product or service, Facebook is the place for you, where you have some really good options to consider. Let's use a case study, assuming you are selling a new line of line of upscale men's fashion. It has never been easier to steal potential customers from established brands in your space. Imagine that you can now target yours ads to the Facebook fans of Giorgio Armani, Ralph Lauren or Tommy Hilfiger, or the male fans of logical retailers like Nordstrom or Saks Fifth Avenue. These people are obviously interested in men's fashion, and with the right messaging might be interested in learning about new men's fashion brands. The same holds true for targeting followers of major media outlets in your space. Facebook fans of GQ, in this example, would be pretty ripe fishing grounds for your product. And, it would be a lot cheaper trying to access those users via Facebook's pay per click model, than paying GQ thousands of dollars for CPM based display ads in their magazine or website.
Major social networks have made some very interesting strides in the last couple years, in terms of letting advertisers drill down like a laser beam on very narrow targets within their broader audience.
VIA TWITTER
you are B2B or B2C. You can target your ads to users that have certain desired keywords in their profile description, or in their stream of conversations. Or, again, piggyback on the followers of your key competitors, industry groups or media outlets, to get your messaging in front of those known users that should be really interested in what you have to offer. Anyway, for all you start-ups out there on very limited budgets, or bigger companies trying to drive a higher ROI on your marketing spend, the better you can target your messaging to the right potential buyers, the higher your conversion rate, the lower your cost of acquisition and the higher your ROI will be. And, hopefully, examples like the above show it has never been easier or more affordable to get good levels of targeting into your ad campaigns, on this pay-per-click basis.
GEORGE DEEB, is a Managing Partner at Chicago-based Red Rocket Ventures.
And, let's not forget Twitter, whether
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LEADERSHIP
WHATEVER HAPPENED TO FIVE YEAR PLANS?
We must be flexible in our planning in the knowledge that the business environment today will almost certainly be very different from in a couple years. We should embark on business plans with a worst case scenario in mind.
I
recently asked an old colleague and fellow businessman whether he still made use of five year plans. He raised his eyes to the ceiling and said that he’d be lucky if he could cobble together a five week plan! Given the volatile state of affairs in the
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Middle East there is a tendency for the best strategies to be violently blown off course by major events. Much of my business in the GCC region was mercifully spared the instability of the so-called Arab Spring. However, from mid2014- oil-prices
nose-dived. For GCC economies where the lion’s share of government budgets are based on oil revenues, such a plunge was painful. I am based in Bahrain where the private sector has continued to grow at a steady %3. However a cash-strapped
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LEADERSHIP
public sector has knock-on effects. Furthermore, decreasing oil revenues impact business confidence, leading to falling investment and sluggish stock markets. Businesses have moved from a strategy of bullish growth to one of consolidation, where the priority is holding on to long term clients, ticking over and grabbing whatever work is going. A five year strategy written in 2013 would be meaningless today! As the CEO of Promoseven Holdings and a stakeholder in a network of companies across the region; the events of 2011 were particularly disruptive. In the case of Syria and Libya, regional companies simply had to shut up shop and get out, while stomaching whatever losses were incurred - Local businesses lost far more than this. Cairo saw a succession of disruptions resulting from the political volatility. Egypt lies at the heart of the Arab world and is a crucial business centre. Regional companies generally had to hang on, roll with the punches and manage whatever continuity was possible. Even during the worst of the unrest, life goes on, commerce continues and the smart option tends to be holding fast and waiting for things to get better. Long-term planning is tricky in a context where between one day and the next you can find yourself with an entirely new governing system, a brand new constitution and completely different ways of doing business! However, I don’t believe we simply jettison long term planning and throw our strategies out the window. So what is the solution for a business environment where volatility is likely?
We must be flexible in our planning in the knowledge that the business environment today will almost certainly be very different from in a couple years. We should embark on business plans with a worst case scenario in mind. In a favourable environment a major construction project may seem highly lucrative, but have I covered my back if the project is mothballed due to a sharp economic downturn? Could civil conflict reduce the net worth of property to near zero? We should pay careful attention to the costs of primary inputs: The pricing of a particular scheme is currently competitive, but what happens to my margins if the government follows through on subsidy reforms and petrol and utility prices increase? In a regional company we need a clear-sighted idea of what particular offices are worth to us. Should we be doing everything we can to keep an office in Damascus open in the hope that things will improve; or is it wiser to cut our losses? A successful businessman must closely follow political developments and be quick to assess the consequences – not just for risks, but for opportunities: What commercial inroads does liberalization of the telecoms sector offer? What about a new law on food standards, Islamic banking or tighter regulations on alcohol? The oldest law of business is the necessity of turning a challenge into an opportunity and this is certainly true for businesses undergoing economic and political uncertainty. In Bahrain and Saudi Arabia ambitious plans are afoot for diversification away from dependence on oil. In Bahrain, this means huge investment in construction, tourism and infrastructure and efforts to stimulate banking and encourage foreign investors. This means that there are new opportunities for versatile private sector companies which are able to shift their strategies and move sideways into new economic niches. If we know the local market, have motivated employees and
a strong reputation it is not so difficult to seize opportunities outside our comfort zones. For some businesses this can be the difference between life and death, as certain commercial doors close and others open. Hardship often brings its own rewards. Companies which stay in the market over a difficult period often enjoy the dividend when the economy regains momentum. Likewise, businesses in difficult circumstances reduce costs and increase efficiencies - making them more competitive and better able to compete in neighbouring markets. In summary; the difficulty of sticking to a five year plan in a challenging economic environment doesn’t mean that we should abandon strategic planning – this is a recipe for stagnation, unfocused decisions and an invitation to being overtaken by leaner and keener competitors. I personally am not a believer in five year plans, but I believe in clear objectives – short term and long term objectives with inbuilt flexibility that can allow for the unexpected. Rather, we should plan for uncertainty, with a clear-sighted view of the risks and possible scenarios; but also constant vigilance for viable avenues for diversification. When my successful advertising business was devoured by the 1975 Lebanese civil war, I arrived penniless in the GCC and applied all the lessons I had learnt to re-establishing myself in a new business environment. A second bite of success was never inevitable but I am a great believer in the value of imagination; tirelessly seeking new opportunities even when they are scarce; while having a long-term vision which one can adjust when the need arises. All our plans may go up in smoke tomorrow; but if we have the hunger to succeed, we simply dust ourselves off and start drawing up new and better plans.
AKRAM MIKNAS, CEO, Promoseven Holdings
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CORPORATE GOVERNANCE
GROWTH FEARS:
Aligning business growth with employee satisfaction A risk associated with business progress is employees becoming increasingly disengaged in the workplace due to heavier workloads, pressures, and deadlines. According to the Epicor research, 43% of leaders are concerned that as their business grows, workloads may increase to a level that places too much pressure on staff, prompting key personnel to leave the organisation.
W
hen a business experiences sudden growth, it creates a myriad of emotions from joy and excitement to dread and fear. The progressive mind-set that stimulates growth can inadvertently cause us to be less sensitive to the negative emotions that might emerge as a result. Because we are creatures of habit, it is probably not surprising that some of the increased complexity and ambiguity can be quite
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unsettling. Paradoxically, this emergent fear can start to hinder growth, as leaders pick up on it and start taking preventative measures to avoid damaging customer relations, reducing service quality, and minimize the mounting pressure on operations. The reality is that progress is part of doing business, and with some careful planning and forward-thinking, the growth period does not have to be ridden
with pain. The right IT infrastructure can help to facilitate some of these big changes and make the process a lot smoother. Recent research conducted by Epicor has explored the different approaches organisations take to growth. It’s been found that the three priorities tend to be in turnover and sales, profits, and expansion into new industries and product areas. The outlook for 2016 is
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CORPORATE GOVERNANCE
It is vital to have the right infrastructure in place to support employees during growth. If technology can be used to ease the strain of increased workloads, employees can even find themselves empowered by growth.
positive; 70 percent of respondents expect growth in 2016, and 79 percent have made (or are making) investments in integrated IT infrastructure as a key to supporting growth. But what happens if the growth is unforeseen, or experienced as a surge? Leaders can find themselves on their back foot if they have not developed the appropriate skillset to handle the new changes. Rob Morris, Head of Innovation and Thought Leadership at YSC, the premier global leadership development firm, believes that hiring for and developing the right skillset for growth goes a long way in dealing with the excessive demands placed on the workplace. “Although we plan for growth in linear and rational ways, it often looks more like chaos in practice. When growth happens at such an unpredictable pace and scale, you don’t usually hire for that growth. As a result, you will not have the people resources to deliver on the new scale that you have created for yourself. The downside is people end up doing more than they expected, and often outside of the roles they were hired or trained for.” A growing business can hinder employee satisfaction. A risk associated with business progress is employees becoming
increasingly disengaged in the workplace due to heavier workloads, pressures, and deadlines. According to the Epicor research, 43 percent of leaders are concerned that as their business grows, workloads may increase to a level that places too much pressure on staff, prompting key personnel to leave the organisation. Morris believes that a key predictor of job satisfaction is whether employees find ‘meaning’ in their work and warns that an employee’s personal values and missions can become misaligned with the company’s goals once the company starts growing. “If I am asked to do things outside of the boundaries with which I joined the company, suddenly I may be less committed to it. If employees have less of a connection with the tasks involved or when they take on too many new tasks, too fast then it creates job dissatisfaction.” It is vital to have the right infrastructure in place to support employees during growth. If technology can be used to ease the strain of increased workloads, employees can even find themselves empowered by growth. They may, for example, find themselves working on a wider variety of tasks, working closely with leadership to drive growth, and gaining more access to corporate knowledge if their roles are facilitated by the right technology. How can businesses reduce the ‘pain’ of growth and plan ahead? Any big change in a business – especially a surge in growth - can be disruptive and can filter through the organisation. According to Morris, this collective expression of pain typically manifests as resistance or disengagement. But businesses can get ahead of this curve by planning for any potential problems and ensuring they have enough resources to cater to increasing demands by the workforce[1]. The Epicor survey findings revealed that the top two stimulants for growth are ‘technology leadership’ (40 percent) and ‘skilled workforce’ (39 percent). This can be a two-edged sword. Organisations that are stuck with legacy systems might find themselves falling behind, unable
to adapt to new business processes, or meet the demands of employees who expect modern technology in order to do their jobs. On the other hand, the organisations that leap onto new technology, will find themselves ahead of their competitors, ready to embrace new challenges. A key facilitator in managing this process smoothly is to make investments in the right technology as the “demand for quick communication and transaction” increases. Many progressive businesses are already doing this – according to the Epicor research 79 percent of businesses have made or are making investments in integrated IT infrastructure. Increased data visibility, for example through the use of the latest enterprise resource planning (ERP) solutions, can allow businesses to perform in-depth analysis of key KPIs, so that they can manage costings and profitability more confidently. Customer relationships can likewise continue to prosper during the growth period with agile and scalable ERP and manufacturing execution systems (MES) that meet their demands. According to Morris, employees need “emotional support to withstand the pressures of growing.” He also recommends “fostering a robust culture so people can be resilient throughout the growth surge.” It’s clear that this culture can be more robust if people are supported by the technology they need to do their jobs. Although it seems counter-intuitive, e.g., deploying technology in support of an emotional challenge, investment in the right IT infrastructure is therefore essential, and will help maintain the emotional well-being of employees throughout this transitionary period.
Sabby Gill, CEO, Executive Vice President, Epicor International
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IOT
INNOVATION & IOT CAN TRANSFORM OIL-BASED ECONOMIES
The market is ripe for pragmatic real-world implementations of IOT and connected smart solutions that drive tangible outcomes and deliver benefits for residents. We are tired of the hype and what-if scenarios and are ready to move proof of concepts into commercial implementations, says ANTHONY SAYERS. 32
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IOT East Innovation Advisory Council, my key take-away was that it is abundantly clear that the market is ripe for pragmatic real-world implementations of IOT or connected smart solutions that drive tangible outcomes and deliver benefits for citizens, residents and visitors. We are all tired of the hype and what-if scenarios and we are now ready to move the proof of concepts into commercial implementations.
WELCOME TO COMMERCIAL IMPLEMENTATION
MY IMPRESSIONS OF DUBAI One year ago, I moved to Dubai to live and work. So what have been my impressions so far? What is the business environment like? I personally love living in Dubai, experiencing a new culture that is very much driven by local tradition and yet very diverse in terms of the different nationalities who live here. From a business perspective, I am very impressed by the UAE’s desire to create collaboration between the private sector and public sector. This is not just rhetoric – there is a genuine willingness to partner and to use innovative technology as the means to drive real change. Encouragingly, despite or perhaps because of having vast oil reserves, the focus in the UAE seems to be very much on developing a circular economy where economic growth is separated from resource consumption
OFFICE OF THE FUTURE For example, Dubai is now home to the “Office of the Future”, the first 3D-printed office in the world, which will provide valuable insights on the real application of 3D printing technology. It’s amazing to think that a 3D-printer, equipped with an automated robotic arm, and measuring 20 feet high, 120 feet long and 40 feet wide was used to print a 2690 square foot building with the labour cost reduced by more than %50 compared to conventional buildings of similar size. Imagine what this promises for the future!
OPEN STANDARDS SUPPORT THE CIRCULAR ECONOMY So what has a circular economy got to do with Dell? A circular economy goes beyond recycling as it is based on the concept of designing out waste and duplication. In the same way, Dell is committed to driving technology based on open standard architecture, allowing systems from different manufacturers to talk to one another. Apart from fostering collaboration and inter-operability, this is a sustainable approach, driving increased productivity, saving money, and avoiding the whole re-invention of the wheel. All part of what a circular economy is all about.
PARTNERSHIP IS CRITICAL The Internet of Things (IoT) takes this sustainable collaboration one step further by combining the global reach of the Internet with the ability to transform data into intelligent insights. Using the Internet, gateways and sensors, IT can now connect to the operational world of machine-to-machine, allowing us to integrate and connect data that previously resided in separate silos. This brave new world sounds wonderful and is very much achievable but it takes partnership. The reality is that no single company or organization can provide that capability. Therefore, in my view, the silo mentality adopted by some is frankly naive.
FARWELL TO THE HYPE When I attended the recent Middle
Dell OEM’s recent collaboration with ESGI at a large shopping mall in Dubai is a classic case in point. Separate building management systems are now integrated and communicating with one another via the Dell Edge Gateway 5000 series , which aggregates, secures, analyses and relays data from a range of sensors and equipment. So for example, in the event of an emergency, lighting, water sprinklers, cameras, air conditioning, elevators and exit doors would all work in tandem to raise alerts with emergency services and facilitate fast evacuation of the building. Apart from streamlining operations and reducing management overhead, the solution also delivers energy savings. Win-win all-round!
INNOVATION IS CONTAGIOUS Innovation like this is a disruptive force for good, challenging us all to create smarter, sustainable, more innovative ways of providing services, managing assets and developing new products. Experience shows that collaboration and innovation are the real game-changers. A human-centric design – incorporating a human view to all steps of the problemsolving process – is a fundamental building block to creating a sustainable society and economy. I am glad to see that this principle seems to be alive, well and kicking in the UAE.
Anthony Sayers, Strategist and Business Developer for the Internet of Things, Dell OEM Solutions EMEA
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CLOUD COMPUTING
ADAPTIVE TRUST A NEW DEFENSE FOR SECURE ENTERPRISE MOBILITY IN UAE Summary: BYOD, cloud and the Internet of Things are changing enterprise defense plans to guard against points of attack inside the network perimeter. These new ways of connecting to secure resources have changed the way traditional threat radars work – protecting threats from the outside.
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CLOUD COMPUTING
A
n HR director, a salesperson visiting with your engineering team, and a network administrator walk into office at 9am. Each is carrying a coffee in one hand, a smart phone in their pocket and a laptop over the shoulder. Within minutes of entering the building, they all log in to the Wi-Fi network and blend into the mobile workforce. These tech-savvy, and Wi-Fi loving users expect to connect and work from anywhere on any device – and they want connectivity without extraneous layers of security that slow them down. It’s this workforce and expectations across enterprises in UAE that are turning security inside out. What’s happening faster than anyone imagined is the dilution of the fixed perimeter that surrounds the enterprise. Before workforces went mobile, IT invested tons of time and resources into building a crack-free perimeter that
prevented outside threats from coming into the enterprise. They locked down the network with gateway firewalls, intrusion prevention systems, anti-spam, URL filtering and other security solutions to close off possible entry points. But in our more mobile-centric world, the biggest threats now come from inside the network. Infected laptops and smart phones walk right through the front door and connect directly to the network without IT’s knowledge. When you count the attacks initiated from those unsecured user devices, the loss of sensitive data on mobile devices and risky end user behavior, they add up to more than 90 percent of enterprise security breaches. Lost devices alone pose a serious insider threat. In 2014 thieves stole 2.1 million smartphones in the United States and another 3.1 smartphones were lost. The missing devices are often all someone needs to gain access to a
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company’s valuable data and critical business systems. Remember the mobile workers from earlier? The HR director’s laptop could have access to the direct deposit information for the entire company, and the network administrator most likely has the credentials to access 70 percent of the systems in the company. Stats are only beginning to trickle in that highlight the potential threat of the Internet of Things. Clearly, billions of devices will connect to the Internet in the coming years, but how will they impact the enterprise? According to The Internet of Things 2015 report, the largest adopter of IoT ecosystems will be businesses, not consumers. According to Gartner, businesses are projected to have from 11.2 to 20 billion IoT devices installed by 2020. As smart meters, IV pumps, manufacturing robots, farming equipment, and even conference rooms connect, the network must get smarter
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CLOUD COMPUTING and be able to classify and understand the behavior of IoT devices automatically in order to keep the enterprise safe.
WHEN CONTEXT CONTROLS CONNECTIVITY Between the mobile devices already on the network and the IoT devices that are coming, the inside of the network has become a soft underbelly. It demands a different type of security approach—one that starts on the inside and extends beyond the perimeter, and can adapt to the dynamic nature of users—and mobile-oriented threats—those that can originate from anywhere. The hallmarks of this security approach are: shared contextual information and adaptive controls based on mobility needs. By recognizing that no two users are alike, an adaptive trust approach allows IT to define more personal policies that are mapped to individuals or groups that share similar roles and business objectives.
Going back to our initial trio, the visiting salesperson gets guest access allowing them to reach only the Internet—this after meeting sponsor acknowledgement and device compliance. While guest access is a familiar scenario, context-based policies get more interesting when applied to the two employees. Enforcement can now be based on user role, device ownership, MDM/EMM status, and even location. The network administrator has full privileges from his laptop while he is in any company-owned building. At home, his privileges drop somewhat and they are different for his laptop and his smartphone. The HR director has full access to all systems when onsite, and when working from home on her laptop. When traveling she is limited to emails and approvals from her mobile device. For vacation, review, or budget approvals, the HR director also has the necessary multi-factor authentication credentials
In 2014 thieves stole 2.1 million smartphones in the United States & another 3.1 smartphones were lost.
to move the approval into the workflow cycle. This added layer of security ensures that automated processes are only initiated by approved personnel. If the mobile device is stolen, a thief has no access to the company’s systems or private employee data. User role, device type, ownership, status and location are some of the relevant contextual information that
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CLOUD COMPUTING allows IT to create policies that allow or deny access on a case-by-case basis without leaving the enterprise completely exposed to new threats.
A SECURE NETWORK IS A HEALTHY NETWORK Enterprises that have moved to an adaptive trust approach are responding confidently to the demands of BYOD, cloud, and IoT. Consulate Health Care is among the security thought leaders that have moved to an adaptive trust approach that protects against insider threats. The health care center had hundreds of company-issued mobile devices and thousands of guest devices that connected to the network daily, but security wasn’t air tight Consulate wanted to assign policies to the connecting devices based on user role and device that would serve both visitors and employees and protect patient information and other private healthcare data. The new defense
approach provides the center with much better security around its intensely dynamic mobile environment. Prior to establishing a valid connection, corporate-owned and personal devices must meet compliance policies. Devices failing to meet requirements are automatically quarantined and the users are asked to resolve the issues. Once recognized as compliant, patients, residents and family members can complete the self-enrollment process for Internet access that won’t affect the security of the internal network. However, when the center’s health care employees connect to the network, they are granted access to internal resources. Based on user role and device ownership IT can easily define which resources they should have access to – thus reducing the chance of compromising patient information. Consulate is now much more confident that its data and systems are safe from any insider threats.
When enterprises in UAE take an adaptive trust approach, IT can make smarter decisions about how users and devices connect and how their access privileges are enforced. This is required for today’s mobile workforce – which will continue to push the boundaries of network security for years to come. In this fast-paced, upwardly mobile world, the best defense is being able to adapt.
Michael Netterberg, Solution Architect, Networking at Aruba, a Hewlett Packard Enterprise company
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RAK INNOVATION
TRA UAE JOINS HANDS WITH AMERICAN UNIVERSITY OF RAK
TRA has signed an agreement to fund the information and innovation centre for American University of RAK (AURAK).
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OCTOBER 2016 Robust RAK
RAK INNOVATION
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he Telecommunications Regulatory Authority (TRA) has signed an agreement to fund the information and innovation center and build a laboratory for the American University of Ras Al Khaimah (AURAK), on the first day of GITEX 2016. The fund is worth AED 3.4 million.ww The TRA has always believed that the role of youth is critical for a steady growth and development of the country. By funding the innovation and information center, the TRA seeks to promote and support innovation among university students, support higher education among the UAE nationals and attract more engineering students to enroll in bachelors and masters degrees. Establishing the innovation and information center will also provide benefits to other educational entities which can use the center, including the collaboration of the center with the
industry and other higher educational entities. H.E. Hamad Obaid Al Mansoori, TRA Director General, stated that innovation is important in shaping the future of the country. He noted that empowering university students is a major element for modern technology to bring about innovation in the ICT sector and enable them to lead and develop technologies that serve local needs and lifestyle. “Following the directives of the country’s wise leadership, the TRA has placed innovation as one of the top priorities among its programs by providing educational scholarships and harnessing the innovation spirit among students such as the TRA innovation camp. ICT is a major factor in innovation. The TRA considers itself as an essential partner of the education sector in promoting creativity and developing technologies out of their innovations,”
H.E. Al Mansoori added. The agreement is one of the various accords and partnerships signed by the TRA with various educational entities in recent years in bid to enhance the education sector’s infrastructure in universities, including providing scholarships for students to help them qualify for jobs and keep pace with the needs of the business sector.
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Robust RAK OCTOBER 2016
RAK INDUSTRY
THE FLIGHT OF THE BEES
The EgyptAir Cargo lands its first passengers at RAK - 60 million bees.
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n 17th Oct 2016, the Ras Al Khaimah International Airport saw its first EgyptAir Cargo touchdown with around 60 million of delicate honey bees destined for farms across the UAE. With over 1,800 tons of honey being exported from UAE on an annual basis, the honey production
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industry has seen a huge upheaval in the last five years. His Excellency, Engr. Sheikh Salem Bin Sultan Al Qasimi, the Chairman of Ras Al Khaimah International Airport and Department of Civil Aviation was present to welcome the inaugural flight. His Excellency stated, “RAK Airport is ideally
positioned to handle this precious cargo and we are grateful to EgyptAir Cargo and Al Najeh Honey & Bees Trading to give us the opportunity to demonstrate our capabilities in this regard. We also appreciate all the support provided by the Ministry of Environment and Climate Change, RAK Customs and other
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RAK INDUSTRY authorities.” His Excellency expressed his gratitude to His Highness Sheikh Saud Bin Saqr Al Qasimi, Member of the Supreme Council of the UAE and Ruler of Ras Al Khaimah, for his continued support to the RAK Airport. The bees are part of a re-stocking exercise that takes place regularly, and have to be handled with great care. Mohammed Al Najeh, who runs the operation and heads Najeh Honey and Bees Trading, explained that the entire exercise of getting the bees from Egypt and handing them over at Ras Al Khaimah has to run like clockwork to avoid disasters. The flight timing is chosen so that the bees arrive after the fierce midday heat and are met immediately by the 30 customers who pick them up and head back to the farms. Inside the aircraft the temperature is set to 15 degrees Celsius in order to offset the high temperatures created by the mass of bees. In fact, Philip McCabe, President of Apimondia, the world beekeeping federation, was so impressed by Najeh’s cutting edge technology and operations that he flew down to UAE to learn more about the process. McCabe also met with His Excellency Dr. Thani Ahmed Al Zeyoudi, Minister of Climate Change and Environment, who have been supporting the UAE’s honey industry.
RAK Airport Chief Executive Officer, Mr. Mohammed Qazi, commented, “We have been planning this operation for many months and our goal is simply to become the leader in the industry to deliver complete operational excellence for handling live bees. Our infrastructure is best suited for such operations and we will ensure we continue to improve and surpass our already established high standards. We believe what Mr. Al Najeh is doing for the industry is quite revolutionary, and we are pleased to be part of his high ambitions. UAE could become a regional leader in bee farming and organic honey production, and we believe RAK Airport could play a crucial part in that process.”
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INFOGRAPHIC
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INFOGRAPHIC
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S U C C E S S I S A D E S T I N AT I O N
H AV E YO U A R R I V E D ?
CORPORATE
gadgets
WATCHES AUTOMOBILES DESIGNER JEWELLERY BOUTIQUE REAL ESTATE GADGETS EXOTIC DESTINATIONS FINE DINING
OCTOBER 2016 Robust RAK
CORPORATE LIFESTYLE
88 SERIES – MINIMALIST TITANIUM HUMIDOR
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he 88 Series is the most exclusive and prestigious humidor ever to be designed and produced by Solloshi. Surprisingly, this minimalist humidor is composed of more than 40 pieces of CNC machined titanium components. This elegant combination of titanium and tempered glass parts can hold up to 30 cigars at one time. The 88 Series is equipped with a humidifier that can be refilled without opening the lid of the humidor, and humidity sensor to ensure the level of humidity is always set accurately. With only 88 of these exquisite pieces manufactured, the humidor is priced at $15000 and can be shipped to anywhere round the world.
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CORPORATE LIFESTYLE
7TH AVENUE BOUTIQUE
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he 7th Avenue Boutique is the style zone in the heart of UAE. It offers a wide collection of Abayas, luxurious basics and an impressive collection of materials, perfect for every occasion. It is one of the most valued and respected Abaya and Ladies Fashion label stockist. It is a true representation of international and Middle Eastern designers such as Cle Couture, Chrysanta, Fetha Couture, Jeywin Design and continues to offer unique and individual designer pieces. The 7th Avenue Boutique is all about quality, individuality and their concept principles. It is built on the three pillars of superior craftsmanship – the CUT, the CLOTH, the MAKE. The exquisite workmanship and the bespoke blend of vintage couture with modern trends make the boutique a preferred shopping destination for the royal families in the UAE, celebrities and distinct members of the society.
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OCTOBER 2016 Robust RAK
CORPORATE LIFESTYLE
ALTWORK STATION – THE NEW WAY TO WORK
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raditional desks and chairs treat you like an old typewriter. Everything in the modern workspace has evolved except for how you interface with your computer. Desks and chairs are essentially what they’ve always been, you conform to them, instead of them working with you. Redefine how you sit at your desk and access your computer with the Altwork Station, the new way to work. The Altwork Station is an all-in-one solution that moves with you. Press a button to use your computer while sitting, standing, collaborating or in a reclined focus position – including a zero gravity option with the monitor above. For decades, sitting at work was standard; with Altwork any position can be standard. You choose. The goal is to empower high-intensity computer users to be more productive and creative through greater workplace comfort and health. It’s time to move beyond obsolete tables and chairs that constrain your creativity and diminish your health. We believe it’s time computers adapt to us, instead of challenging our bodies to adapt to them.
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CORPORATE LIFESTYLE
THE XILO 5.1 WIRELESS AUDIO SYSTEM – AN ENGINEERING MARVEL
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resenting the XiLO 5.1 Wireless Audio System by iXOOST, the most striking speaker set you’ve ever seen and heard. A unique combination of design, materials and color, the XiLO 5.1 is created as an ode to the engines of Modena. The key element is the interweaving pipes that have been curved and welded by hand and act as a bass reflex conduit for the patented acoustic speakers, providing you with the most unique yet clear and rich sound. The XiLO 5.1 System is equipped with two 4inch 40W mid bass, two 3inch 40W mid-range, a 2inch 40W tweeter, and a powerful subwoofer to totally blow you away with perfectly balanced, deep and natural sounding audio. Available in four color combinations between the wood and the accents, the XiLO 5.1 Wireless Audio System has the power to transform your entire space.
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OCTOBER 2016 Robust RAK
CORPORATE LIFESTYLE
ULO – THE INTERACTIVE OWL, WATCHING OVER YOUR ROOST
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lo, the interactive surveillance camera, is always on watch. With an owl design, this clever device has advanced LCD screens for those alert eyes to focus on the environment and maintain a 24hr watch on your nest. Ulo can communicate a variety of messages through its interactive and expressive eye expressions. Behind its cute demeanor lies a very complicated and advanced form of surveillance technologies. The beak is a two-way mirror, which has a hidden surveillance camera and an integrated motion sensor. Just beneath the beak is a microscopic microphone and the owl’s inside contains a speaker, an orientation sensor, and Wi-Fi connectivity, all topped with a capacitive button. Ulo identifies the presence of your smartphone through Wi-Fi and starts sending GIF updates to your email inbox as soon as your smartphone is outside your home network. You can also tune into the app for a live view. Ulo services are accessible on a webpage, so it is compatible with every device with an Internet connection and a browser.
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CORPORATE LIFESTYLE
SALON DES GRANDES COMPLICATIONS – BRINGING WATCH AFICIONADOS TOGETHER
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he watch connoisseurs of Dubai are ready for the third annual edition of Salon des Grandes Complications (SDGC) – a royal showcase of the world’s most exclusive and expensive watches. SDGC is an exclusive gathering designed to provide the fine watch making sector and independent watchmakers with an unique opportunity to showcase their creations in front of the crème-de-la-crème of the Middle East society. With Dubai touted as the world’s most luxurious destination and an approximately 480,000 high-net-worth-individuals living in the Middle East, with a combined wealth holding of US2.5$ trillion (Source: New World Wealth), it comes as a no surprise that this event is the buzz of the hour. This exquisite and high profile event will see more than 25 high-end brands proudly displaying their most coveted creations; for some of them it’s their first time in the Middle East. The Salon des Grandes Complications 2016 will take place between Nov 7 to Nov 10 at DIFC.
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BUSINESS BANKING
Help beat the heat with A/C vests this summer Given the challenging summer conditions in the UAE, we have helped laborers by distributing 500 A/C cooling vests at the Al Manar mall extension construction site, managed by Sun Engineering & Contracting. The specially made vests are designed to reduce the wearer’s body temperature by 5 to 7 degrees for up to 8 hours. They are made of submersible material which need to be submerged in cold water for 5 to 10 minutes. Once the laborers put them on, they start to feel the cooling effect of the vest within minutes. To learn more, visit our YouTube channel. Together, we can beat the heat. For further information on this initiative, please contact us at BusinessBanking@EmiratesNBD.com
600 54 0009 |
emiratesnbd.com |