Gulf CEO Business Review 2017

G U L F

CEO BUSIN ESS R EV IEW 2017

© M LINK 2017

Building bridges between clients and community Engr. Nur Alam Choudhury – Page 18 12

Anil Verma, Group CEO, Emirates Intl Group

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Basil El-Baz, Chairman & CEO, Carbon Holdings

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Dr. Jumana El Khoury, CEO, Wonderland

CEO

CONTENTS

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NOVEMBER 2017

BUSIN ESS R EV IEW 2017 SHAIKHA NOOR BINT RASHID AL KHALIFA President, Noor Enterprises

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FAZAL IBRAHIM CEO, Apple Group of Clinics

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M. SALAHUDDIN CEO, Al Hathboor Group

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YADUPATI SINGHANIA MD & CEO, JK Cement Ltd

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SALEH TABAKH CEO, Delta Real Estate

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ANIL VERMA Group CEO, Emirates International Group

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MUSTAFA FAIZANI CEO – UAE IMETA, Mercer

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KISHORE KUMAR JAIN Chairman & Managing Director Khazana Jewellery

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FOR M LINK Managing Director: Humair Siddiqi Contributor: Fatima Abbas Photographers: Mansoor Mughal Noora Saif Shahbaz Badshah Art Director: Hammad Sheikh FOR KHALEEJ TIMES Editor: Vaman Vassudev Kamat Supplements Editor: Suchitra Steven Samuel Editorial Team: Farhana Chowdhury Deepa Narwani

Ishtiaq Ali Mehkri Photographers: Shihab Dhes Handumon Neeraj Murali Advertising Director: Mukhtar Qureshi Asst. Ad Manager (Supplements): Bilal Saeed

24 KHALID AL MANSOORI CEO, Emirates Driving Company

16 SAEED GHUMRAN AL REMITHI CEO, Emirates Steel

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BENOIT HONNART International Director, Legendre Group

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ALI SHAIKH Commercial Director – MEA, General Mills

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JULIAN FRANKUM CEO – MEA/Founder, RP International

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DR. JUMANA EL KHOURY CEO, Wonderland

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MAHESH DALAMAL STEVE MAYNE Managing Directors, Creative Zone

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18 ENGR. NUR ALAM CHOUDHURY CEO, Prestige Constructions LLC BASIL EL-BAZ CEO, Carbon Holdings

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PAOLO GAGLIARDI CEO, Trriple Payments LLC

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GULF CEO Business Review 2017

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FEATURE

NOOR ENTERPRISES HOLDING SPC INDULGES IN MULTIFACETED BUSINESS ACTIVITIES WITH A NOTION OF ENDLESS POSSIBILITIES

Paving the pathway for innovative business concepts SHAIKHA NOOR BINT RASHID AL KHALIFA, PRESIDENT OF NOOR ENTERPRISES HOLDING SPC, TELLS US HOW THEY AIM TO CREATE UNIQUE BUSINESS VENTURES FOR THE EVOLVING BAHRAINI MARKET. EXCERPTS FROM THE INTERVIEW: WHAT WAS THE VISION BEHIND ESTABLISHING NOOR ENTERPRISES HOLDING? The Bahraini market is fertile ground for innovative businesses, offering a plethora of goods and services to a very diverse demographic. In a world where starting a business is as fast as creating an account on social media, the challenge is to pave the way for brands that are here to stay. The formula entails having a strong brand identity and offering a product with a qualitative edge. The concept supporting Noor Enterprises’ vision has always been clear cut: a marriage of innovation and luxury. The mission is to transcend boundaries of time and space to deliver experiences of excellence.

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Before establishing Noor Enterprises, I arrived at a business crossroad to be confronted with a very important question: do I want to acquire franchises or do I want to build brands?

While I believe in diversifying a business portfolio, I relish in the thrill of building something from scratch. I am a designer at heart; innovation is my vehicle and creativity my fuel.

I come from a background in design, and so I am trained to scan and appreciate my surroundings, down to the most minute of details. Drawing on volumes of experiences from extensive travel and exposure to service, I am keen on observing and implementing international standards, which have served as the prelude to our business aspirations.

I am also a hostess by nature; I have always entertained my guests with the goal of surpassing their expectations. I do so with meticulousness towards their needs and interests. So, when the time came to standardise service in relation to our businesses, a service culture had to be created that was going to be both comprehensive and trainable. This has been the

platform from which our businesses have served the market.

The service culture we envision does not only touch upon client experiences. Hospitality starts within the home. It is crucial for all our employees to uphold principles of pride, integrity and commitment during their daily work interactions with one another, before even attempting to export these values to an audience. It is of paramount importance for a team to feel that its objectives are aligned with that of its company.

A shared dream propels a business forward and increases the probability of success.

But the road to success is paved with challenges. Raising standards is an endless pursuit, and the real challenge is having to reinvent yourself at every opportunity. Keeping your eye on the ball coupled with careful planning will always be key. At Noor Enterprises, we always start from the drawing board. There are never enough focus groups nor brainstorming sessions during the pre-opening or operational stage of a project. Everyone’s voice is important and must be heard, even if it means that we have to keep going back to square one.

The exchange of knowledge, thoughts and ideas are the premise for innovation; the more dialogue we create, the more fruitful the exchange. For Noor Enterprises, this exercise has even extended beyond Bahrain’s borders. Our businesses have created opportunities for our clientele to meet with renowned international experts to engage in a meaningful dialogue on topics of fashion, beauty, art and luxury.

HOW HAVE EACH OF YOUR BUSINESSES ALIGNED WITH YOUR VISION? I established Noor Enterprises Holding as a gateway to identify business opportunities, create unique business ventures and provide financial and logistical support to its subsidiaries.

Noon By Noor, the first business venture, had made its mark years prior to the formation of Noor Enterprises. The premise for this luxury clothing line was to export a Bahraini brand to the West, merging our careful attention to detail with Western design’s innovative practicality. The goal was to place Bahrain on the international fashion map, which was realised with Noon By Noor’s prestigious invitation to New York Fashion Week for five consecutive years. Our clientele has extended from East to West, with the number of international stockists increasing by the season.

The creation of Black Box Concierge, a world-class fashion concierge service, further attested to our goal of transcending geographic limitations, by sourcing bespoke luxury items from across the globe for a predominantly Middle Eastern clientele.

The commitment to world-class service continued with the opening of Sash, our award-winning spa, which houses sevenstar services and amenities in a setting of extravagance and luxury. Adjacent to the spa sits the popular Sash Café, which

The Papertruck; Noor Enterprises' bespoke mobile giftwrapping services

offers culinary excellence in a charming fine dining ambiance.

The novelty behind Sash is the harmonious merging of Eastern hospitality and Western innovation.

Although the mission to build brands has been the driving force behind our companies, the goal of diversification has led to the consideration of a new business venture. Maison Des Fleurs, a signature floral design franchise, presented Noor Enterprises with an opportunity to deliver a uniquely luxurious brand to the Bahraini market that is in line with its business culture and standards.

The Paper Truck, our most recent innovation, made its debut in March of 2017, offering an unprecedented gift wrapping experience. The first of its kind concept transports a lavish fullfledged store, aboard a spectacular truck, which clients enter upon its arrival at the doorsteps of their homes. This mobile gift wrapping venture has turned heads on the road and has taken the word “service” to unparalleled heights.

Our team is currently immersed in perhaps the most riveting project to date, The District, which has added a new dimension to our multifaceted business activities. The District is a state-of-the-art urban development project that is destined to redefine Bahrain’s northern shoreline. By utilising innovative technologies and granting its tenants access to luxurious amenities, this project is designed to rival renowned developments in major capitals across the world. The District will offer a much sought after lifestyle of balance between productivity and leisure.

Every business under the Noor Enterprises umbrella tells a story. The premise for the stories may differ in plot, but the message remains the same: speak to your audience in their language, address their needs, but do so with an identity that is nothing less than extraordinary. Let your brand deliver the principles you value most, and your sound strategic planning will do the rest. Every milestone we have crossed has served as an opportunity for new possibilities, and I am a true believer that possibilities are endless

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GULF CEO Business Review 2017

FEATURE

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Affordable healthcare at your fingertips ‘CLINIC ON PALM’ IS THE NEXT-GENERATION MEDICATION MODULE WITH A WIN-WIN APPROACH

Apple Group of Clinics’ CEO Fazal Ibrahim is an enterprising person, and his innovative skills are par excellence.

He has a vision when it comes to accessible healthcare for all. He believes in cost-cutting and letting the common man benefit from affordable healthcare plans. Apple Clinic, his brainchild concept, is thus gearing up for one of the most innovative packages in the healthcare industry, as it launches its ‘Clinic on Palm’. Though a banker in the past, Ibrahim has deep-rooted knowledge in medicine management, and visualises a format wherein healthcare is available on your fingertips without any hassle. He enthrals you with his logic and aptly makes a convincing case.

Ibrahim stepped into the healthcare business in 2008 as he set up his first clinic at International City, Dubai.

His wife, Dr. Ulfath Abdul Rahim, who is a practising dental surgeon, was instrumental in kick-starting the project, and acted as the driving force in making it a success. Nonetheless, Ibrahim had his own ideas, as he looked beyond ceremonial clinical affairs of diagnosis and treatment.

His concept was ‘health for all’, and that too, in affordable limits. He made use of technology as a cost-cutting weapon, and successfully chalked out a blueprint wherein clinical appointments to diagnosis, laboratory testing and pharmacy are all on the palm of a patient.

While elucidating his struggle, an articulate Ibrahim says till 2011, his clinic worked with a single general physician and a dentist. In 2013, he

access to innovative and competitive healthcare services.

In 2014, another branch clinic was opened in International City, Dubai, and then in 2017 with Sharjah and Ajman. “Our pace of expansion is very slow, but we have a roadmap to follow,” says Ibrahim, pointing out that in International City, Apple Clinic has a roaring business of around 40 per cent market share, compared to its biggest and well-settled competitor.

“Our business module is focused, and stresses on cost reduction, rather than minting money,” he remarked, adding that Jebel Ali and DIP are the next destinations for Apple Clinic.

Outlining his strategy, the Apple Clinic CEO says, “We don’t get into red oceans, rather we go in blue waters.” He believes in drastically cutting the consultation fee for patients, in order to provide them with due relief in an era of cutthroat competition. “It is Dh70 to Dh100 usually everywhere, but we plan to bring it down to Dh25 to 30.” Technology is the tool for digital healthcare, and Apple Clinic has a foolproof plan for all in the future.

Ibrahim says the Dubai Health

WE DON’T GET INTO RED OCEANS, RATHER WE GO IN BLUE WATERS

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says Apple Clinic took off in a formal way, and added new doctors to its inventory. This humble beginning and the slow pace of up-gradation makes Apple Clinic unique in essence.

Ibrahim says the idea is to offer simple healthcare solutions and affordable medicines, which is why through the help of technology and an associate arrangement with several health providers, it aims to become the leading patient-focused healthcare unit in the UAE, offering convenient

Authority and various other stakeholders, including insurance companies, are on board as authorities concerned are vetting the format of ‘Clinic on Palm’. “It will be a revolution of sorts in the healthcare sector, as doctors and paramedical staff speaking your own language will be available over the phone to diagnose with prescriptions, and subsequent laboratory tests and pharmacy,” he said.

Apple Clinic will soon offer teleconsulting services, as well as access to a patient helpline. The Tele/Video consultation with Apple Clinic doctors will be a one-step effort without the hassle of going all the way to the clinic physically. For signing up for the programme, it is mandatory for the user to undergo once an in-person check-up, and then rely on tele-consultation for all his/her ailments.

A foolproof mechanism for payments, specimen collection and

pharmacy delivery is on the anvil, making it an extraordinarily cheap and hassle-free healthcare app. Similarly, the CEO pointed out that depending on medical opinion of Apple Clinics Doctors, users can avail ‘Home or In-Clinic services’, as well as Home Rehab and Home Care programmes.

Ibrahim said, “The programmes are comprehensive, highly structured and follow a precise timetable wherein each and every aspect of patient care and chronic management is tracked to the last detail.” He elaborates by saying that Apple Clinic wants to disrupt the monopoly of those who have put an expensive tag on healthcare.

“For specialised consultation, the prevailing market bill is to the tune of around Dh600 to Dh800, but we plan to bring it down to Dh200.” He said the theme behind the initiative is “not to compromise on care, and at the same time retain high quality as well as cost affordability. Technology will be our

associate in attaining that objective”.

He called upon the health regulators to seriously study the ‘Preventive and Affordable Healthcare’ module that Apple Clinic has visualised, and added that it is in relevance with UAE Government’s Vision 2021. Similarly, universal vaccination is an innovative idea, which will not only bring down hospitalisation rate, but also help nurture a healthy community.

Ibrahim said the ‘Clinic on Palm’ is in the testing phase, and is likely to be launched in the next couple of months. It will be the first app-led medical service in the UAE. “We are an emerging alternative to the present healthcare system and by virtue of technology we plan to club the costs and make it more reliable and affordable.” The humble and passionate CEO said, “It is all about minimising risks and at the same time maximising returns,” adding that “it is business in the service of humanity”

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GULF CEO Business Review 2017

FEATURE

M LINK

Moving ahead with times M. SALAHUDDIN, CEO OF AL HATHBOOR GROUP, HAS SPEARHEADED OPERATIONS FOR RENOWNED MULTINATIONAL COMPANIES OVER A SPAN OF 20 YEARS. HE SHARES HIS INSIGHT INTO HOW TO BUILD A PROLIFIC CAREER THROUGH SHEER DETERMINATION AND HARD WORK. Al Hathboor conglomerate is one of the largest organisations in the region with over 60 years of diversified business growth across trading, manufacturing and service sectors in the Middle East. CEO M. Salahuddin’s role within the corporation surpasses the traditional expectations of a head of the company, as Al Hathboor is an extension of family for him. Over a course of 20 years, his contributions towards diversification, and developing a work culture that encourages excellence and commitment to service has cemented their status as one of the key players in the market.

As an engineer, his career has included working in related industries; however, his hunger to grow as a professional led him to Dubai. “I was invited by the Bablani Brothers who were keen to establish an electrical trading division in Dubai.

They felt that I was the right fit for their endeavour. Through extensive travelling to international markets over a span of five years, I was able to amass impressive product profiles and knowledge. In 1981, Al Hathboor acquired the company, and rebranded it as Al Hathboor Electricals. By 1982, there were about five smaller divisions, which were put under one umbrella of Al Hathboor Group of Companies by the CEO at that time, R.V. Raghavan,” says Salahuddin.

Al Hathboor Group has a longstanding history in the region, guided by the visionary outlook of its founder the late Saif Obaid Al Hathboor. The organisation was initiated with a focus on recognising the gaps in the market, and creating new benchmarks by introducing more niche concepts into the region. The late Saif Obaid Al Hathboor was always envisioning to venture into new industries, which would be fruitful for the organisation, and in turn enrich the economy of the region. He commenced Al Hathboor initiative with an exclusive textile business followed with the aim of tapping into other lucrative avenues.

Al Hathboor’s first business expansion was into the airconditioning and refrigeration business. “During my role as a General Manager for the Electrical division, I was approached to take over the operations for Gulf Mechanical Engineers and

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Supplies. The challenge I had to undertake was transforming the division by restructuring. The results were immediate with rising profits, and in five years, it became one of the leading entities in the group. I integrated leading brands under our belt and recruited professionals to drive the sales. In January 1997, our Chairman, Abdulla Al Hathboor gave me a bigger challenge by appointing me as the CEO of the Group,” he explains.

PRIORITISING VALUES Al Hathboor began with only five divisions, which expanded to 18 entities. The minor units subsequently merged, forming 12 dominant divisions, which became a permanent part of the group. “We are one of the largest suppliers of supermarket equipment and shelving, as well as laundry and dry-cleaning equipment in the region. We specialise in trading activities, wholesale and retail, in product lines ranging from FMCG, stationery, industrial maintenance, electrical installation, cosmetics, and car care to oilfield supply items,” says Salahuddin.

The group manages a wide range of reputed branded product portfolios, such as SKF, WD40, Gojo, Loctite, Bison, Henkel, Crosby, Legrand, ABB, 3M, Barton, Syska LED, Arneg, Avon, Jensen, and many more. “In addition to trading, we have a well-established assembly unit for electrical panel boards in collaboration with Legrand. Al Hathboor is aligned with the region’s vision of growth and development. We are actively involved in various industries, such as real estate sector, which promotes diversification, a core value of the organisation. The group also operates in all neighbouring GCC countries. We pride ourselves in maintaining our close relationships with almost all our major principals for over 35 to 40 years,” he adds.

“Although I am involved in many other business ventures, Al Hathboor Group has always been my top priority. The group has a team strength of over 700 employees belonging to 18 different nationalities. We believe in providing a professional

WE ARE GEARED TO REAP THE BENEFITS OF THE EXPOSITION.

environment where employees are happy to be a part of the organisational growth. We have several employee welfare schemes such as ‘CEOs’ Employee Welfare Fund’, provision of paternity leave, etc. In addition, our CSR initiatives include supporting the humanitarian activities of the local Red Crescent, in and around the region. We actively participate in various healthcare awareness initiatives, which includes raising awareness about breast cancer,” says the CEO.

PAVING THE PATHWAY TO SUCCESS Al Hathboor strives to excel through maintaining an outlook where opportunity is sought. “To modify our business approach, and to keep abreast with the changes as demanded by the market, we are constantly broadening our horizons. Preparing to be part of the country’s future thrust we are setting up a huge central logistic hub in JAFZA, Dubai.

We are in parallel developing business lines with focus on technology orientation. This includes energy management

systems, advanced ELV systems, digital solutions, energy efficient LED and solar power installations,” he says.

According to Salahuddin, with Expo 2020 around the corner, the market morale in the country, especially Dubai is all time high. “We are geared to reap the benefits of the exposition. The UAE, especially Dubai, is a place of opportunities for entrepreneurs from all over the world. I have utmost respect and regard for the visionary rulers of the country. The significant progress the country has made during a relatively short period has greatly benefited business houses, including Al Hathboor’s. I am quite confident that the pace of development will continue unabated for years to come.

“When I reflect on my career, I feel extremely content and proud for being associated with the Group for such a long period and led it to the enviable position it has reached today. I am also thankful to Al Hathboor family for the trust, confidence, freedom and support given to me in managing the affairs of the Group for all these years,” he concludes

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GULF CEO Business Review 2017

IN THE SPOTLIGHT

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IN THE SPOTLIGHT

YADUPATI SINGHANIA – MD & CEO, OF JK CEMENT LTD TELLS US WHY THEY ARE REGARDED AS ONE OF THE MOST TRUST-WORTHY BRANDS IN THE MARKET

JK Cement: Redefining the industry through sustainable measures IN FY 2016-2017, JK CEMENT HIT THE US$1-BILLION MARKET CAP, WHICH WAS A HISTORIC EVENT IN ITS MORE THAN FOUR DECADES OF EXISTENCE. COULD YOU TELL US WHAT CONTRIBUTED TO JK CEMENT’S IMPRESSIVE PERFORMANCE? It’s been a remarkable year for JK Cement, we registered higher sales of FY 2016-17 vis-à-vis Rs4327.84 Crore in FY 2015-16. Our net profit peaked at Rs259.58 Crore and our earning per share reached Rs37.12.

Our growth is a testament to our persistent efforts in cost reduction, brownfield expansions and other efficiency initiatives. We have also initiated other pan-organisational improvement processes, with projects such as Nirmaan, which focuses on business and technology transformation.

JK CEMENT’S GREY CEMENT BUSINESS UNDERWENT A RE-BRANDING INITIATIVE RECENTLY, WHICH EMPHASISES YOUR COMMITMENT TO SAFETY. WHAT IS THE RATIONALE BEHIND THE CONCEPT AND WHY DID YOU CHOOSE TO ADOPT IT? To assess stakeholder's needs and expectations, we conducted an extensive market research and brand study that included in-depth interactions with our dealer community, business organisers and employees. One of the key insights that emerged was that the need for safety is crucial. Also, critical to the Indian context is the importance of leaving behind a lasting legacy for future generations. It is an investment where the consumer has high financial and emotional stakes. Using these key insights, ‘Build Safe’ was established as JK Super Cement’s new positioning.

A STUDY BY COLUMBIA UNIVERSITY HIGHLIGHTED THAT THE CEMENT INDUSTRY ALONE ACCOUNTS FOR 5% OF GLOBAL CARBON EMISSIONS. WHAT MEASURES HAVE YOU PUT IN PLACE TO LIMIT YOUR ORGANISATION’S CARBON FOOTPRINT?

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Articulation is my pride DEVELOPING A REAL ESTATE PROJECT IS MORE THAN ARCHITECTURE. IT IS ALL ABOUT SERVICES. We were among the first Cement companies in India to install a Waste Heat Recovery plant in our Nimbahera production unit. We have taken various initiatives to minimise the environmental impact of carbon emissions and conserve energy and natural resources. In this journey, we are taking various measures, such as investment in Green Power Generation Systems, alternate Fuels and Raw Material, manufacturing of blended cement, renewable power and supply Chain Integration. We are also promoting R&D on Green Cement like Composite Cement and Limestone Calcined Clay Cement in India to conserve natural resources and fossil fuels by reducing carbon emissions.

HOW IMPORTANT IS THE GCC REGION FOR JK CEMENT’S OPERATIONS? ASIDE FROM THE GCC, WHICH REGIONAL MARKETS HAS THE STRONGEST GROWTH POTENTIAL FOR YOUR COMPANY? Our state-of-the-art White Cement plant in Fujairah, UAE, commenced operations in 2014 with a focus on meeting growing demand of Middle East, Africa and APAC countries.

GCC region in Middle East has the highest per capita White Cement consumption in the world and demand for aesthetics and high end architectural applications will ensure robust white cement consumption. There are many projects such as Dubai World Expo 2020, FIFA World Cup 2022, Etihad Rail Project and Saudi housing projects which are in the pipeline, in line with the vision of overall growth and prosperity in the region. JK White Cement is positioned as one of the top selling brands in this region and we are the preferred White Cement solution provider for Consultants and Architects owing to our solution based selling strategy.

During the last three years, we have rapidly expanded our distribution network in over 40 countries around the globe with major inroads in Africa and APAC countries. Africa has shown strong growth with CAGR of 4.1% between 20082016 and is expected to grow at CAGR of 5% between 201720. White Cement demand in South East Asian markets are also increasing due to boosting in dry-mix applications.

We are further expanding our geographical coverage to penetrate and meet end customers’ requirement of high quality products

Saleh Tabakh, CEO Delta Real Estate, is a doer. His vision is his passion, and he believes in churning wonders and that too in real time. The articulate developer-consultant, and founder of Delta Real Estate from Syria, has a mission, and that is to overcome impossibility when it comes to business.

While Saleh deals with property, real estate, investments, finances and development-related issues, his humane side has no ends.

Saleh’s success story is a telling tale. He is humble and deeply understands human psyche when it comes to moneymaking choices in life. He says he started from scratch and founded his own company in 2014. He avidly remembers his origins in Dubai as a young lad who never knew what to do to the billions he now deals with in confidence.

Elucidating his role, he says he is not a property broker, per se. “I’m a developer and have a roadmap for complete end-to-end services for my clients”. Saleh says dealing with real estate, in his view, is not just about brokerage and the commission involved, but a broader role wherein the developer-cum-consultant is at the beck and call of the investor/client.

He says it is part of his passion to take care of client as a holistic solution provider. “From property management to civic services provision and pricing to regulatory issues and from interior decoration of a property to bank affairs, and from planning to execution of a project, I believe I have a role to play to make the customer feel secure and homely.”

He says Delta Real Estate deals as a complete property management organ, and is involved minutely from brokerage to handover of property. “We also offer services that helps client manage his/her property and ensure safe returns in the best possible way.”

Saleh says he believes in bridging the gap between the developer and the end-user, and this is where the trust and credibility is involved. “We fix problems at any stage of the deal and our intention is to do away with conflict of interest between various stakeholders in the project. It’s taking care of an issue from A-to-Z. This is where our managerial skills and leadership is evident,” Saleh proudly boasts with a broad smile on his face.

The state-of-the-art service that Delta believes in delivering

is to customise it in the way the client wants to have it. It means taking care of any necessary up-gradation and decoration, as well as special interiors, and initiating new inputs such as leasing and managing the property as per requirement.

“Services are my product. That is my pride. These tailor-made services make us the people’s people,” the CEO remarked.

The Delta chief calls it “full control management”, and terms it as his pride service and specialty.

Delta is currently seized with projects to the tune of Dh7 billion, and its flagship venture consists of 500 villas, 12 buildings, a mall, a hotel, and a golf course. The project called ‘Living Legends’ is, indeed, legendary in essence and is one of the most outstanding and promising development mega-real estate piece of work in Dubai. “Our projects are relaxing and live-able, and offer a perfect aura of privacy.”

Saleh has a deep insight when it comes to advice on property, and says that any real estate offering of more than Dh3 million is not doing well. He said the investor today is more interested in services that any piece of property brings with it, rather than the price tag. “This is why developers and consultants who cannot deliver to what the client expects would be left way behind.”

Forecasting an uphill trend, Saleh said sustainability and higher standards, as well as maturity is the buzzword for success, and Dubai has a boom period in times to come.

Dubai is expected to be even more attractive in the near future due to its social sustainability and safety aspects, which in the past year have been the most attractive features

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IN THE SPOTLIGHT

GULF CEO Business Review 2017

IN THE SPOTLIGHT

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ANIL VERMA, GROUP CHIEF EXECUTIVE OFFICER OF THE EMIRATES INTERNATIONAL GROUP, DISCUSSES THEIR NEW HIGH-END ROSEBERRY SUPERMARKET AND PORTFOLIO OF F&B OUTLETS

MUSTAFA FAIZANI, CEO — UAE AND IMETA REGION, TELLS US WHY IN AN EVOLVING SOCIETY DRIVEN BY DIGITAL AGE IT IS IMPERATIVE TO INVEST IN SERVICES THAT ADDRESS THE NEEDS OF A MULTI-GENERATIONAL WORKFORCE.

Carving a niche in retail

Mercer: Making a difference in people’s lives

Any new entrant to the UAE’s bustling retail sector may struggle to differentiate itself in an already crowded market.

But Anil Verma, Group Chief Executive Officer at Emirates International Group (EIG), is facing this challenge head-on with a strategy that he describes as “clear and simple”.

“Whatever you do, it should make business sense. Your business model has to work, which is why we select our locations very carefully,” he said. “We work with more than 200 reliable suppliers for our supermarket business, we hire and retain top talent, and more importantly, we deliver what consumers want: convenience, freshness and competitive pricing,” he said.

Verma took the helm of the retail division of EIG – a company with a 20-year history and is a subsidiary of UAE conglomerate Emirates Business Group (EBG) – two years ago to explore the potential of creating a high-end supermarket brand from scratch, Roseberry, and a host of international food and beverage (F&B) outlets to the country.

With more than 30 years of retail management experience in a leading role with several multinational companies managing high profile brands, he appears well suited to extract value and explore opportunities in a packed industry.

GROWING PORTFOLIO Over the past one year, EIG was able to launch three premium Roseberry supermarkets in key locations, namely: Uptown Mirdif, The Mall on Jumeirah Beach Road, and Khalidiya in Abu Dhabi. More are in the pipeline, as the company aims to open a total of 25 outlets over the next five years.

Home to a growing expatriate population with high disposable income, the UAE has its fair share of homegrown and international upscale supermarkets. Verma, however, believes that Roseberry’s unique selling point lies in EIG’s cross-departmental synergy.

“We have our own farms in the UAE where we grow fruits and vegetables, and produce meat such as mutton, chicken, eggs and quail. Apart from this our in-house Lebanon Flower Bakery supports the supermarket business very well. This means that we’re able to offer our customers fresh food that are competitively priced,” he explained.

Verma said EIG is also taking the “exclusivity” route in developing Roseberry, as our strategic plan is to set up branches in gated communities apart from the open market areas that are less saturated. The market response to the Roseberry

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supermarket has so far been positive, with the three outlets attracting more than 275,000 customers since their opening.

EIG is also nurturing a diversified portfolio of F&B brands, featuring an astounding variety of cuisine. Among these restaurants include Sushi Day (Japanese), Al Qamariah (Syrian), Mezbaan (Indian), and Kabab Al Bustan (Iranian).

The company also manages an Arabic sweet shop called 'Al Samadi Sweets'.

EIG aims to soon open the first UAE franchise outlets of popular Indian restaurant Copper Chimney, as well as the U.S.based 'The Great Harvest Bread Company' that specialises in healthy bread. In the next three years, the country will see Copper Chimney expand to five restaurants across the UAE. TAPPING INTO E-COMMERCE Verma said EIG is also keen to explore the potential of online retail, especially in its Roseberry supermarket business.

“Our goal is to achieve the 70:30 ratio – 70 per cent of the business should come from walk-in customers, while 30 per cent from online shopping,” he said.

Verma believes no business can afford to ignore e-commerce, especially in a country like the UAE where Internet penetration stands at more than 90 per cent and mobile penetration exceeds 200 per cent.

“The UAE also has a young, dynamic population who are accustomed to using their mobiles for everything, including making online purchases. We have invested in developing our e-commerce capability because we understand that customers are after convenience, they may be too busy to drive to supermarkets to do their grocery, so we want to bring the grocery right to their doorstep,” he said.

Roseberry’s online delivery service is gaining traction, Verma noted, adding that: “In today’s scenario, you cannot avoid online shopping.” www.eigretail.com

For more than 70 years, Mercer has been in the business of creating more rewarding futures for their clients and their employees by designing affordable health plans and improving quality of care, managing and advising on assets for investors for enhancing financial wellness and applying digital innovation to match employers with the right talent.

Founded in 1945, Mercer spearheaded operations from Canada as an actuarial and benefits consulting firm. In 1959, Mercer was acquired by Marsh & McLennan Companies. The firm has since expanded through growth and acquisition to become a global leader in Health, Wealth, and Career.

Expansion into the U.S. and across North America and Europe ensued throughout the ‘70s and ‘80s. The ‘90s marked Mercer’s global expansion into Latin American, Asia, Australia, and Eastern European markets. By 2000, Mercer entered the Middle East, Africa and India. With 21,000+ colleagues, 26,000+ clients and offices in 140 countries, Mercer is a dominant brand across the world, and is rapidly growing throughout growth economies including the UAE and Saudi Arabia.

PLACING PEOPLE AT THE CORE As a global leader in Health, Wealth, and Career, Mercer is driven to solve complex problems and find new ways to make a positive impact. “Creating better outcomes for the clients we serve is our guiding principle. Our clients’ success is the true measure of our success. We have touched 110 million lives globally and offer regional and hyperlocal support to all of our markets. Especially within the Middle East, we have taken global intellectual capital and localised it to help our clients. Health, wealth, and career challenges, including but not limited to managing rising labour costs, developing the skills of local national employees and matching employer demand with talent supply – are influencing how organisations operate and manage their people throughout the Middle East,” said Mustafa Faizani.

“Our expertise and ability to apply data-driven research, analysis and insights, allows us to bring greater value to our clients. We are especially recognised for our Human Resources solutions in the region [IMETA], as we help our

clients with talent strategy, workforce rewards and planning, workforce analytics and productivity, employee engagement and compensation benchmarking. One of our leading research initiatives, in collaboration with the World Economic Forum, details that 50 per cent of the skill sets individuals possess today will not be applicable in the next four years. Adopting digital skillsets will be critical to remaining competitive.”

DRIVING DIGITAL TRANSFORMATION “In response to the ongoing digital transformation taking place across international markets, we launched Mercer Digital. This unifying brand provides our clients digital solutions to automate HR processes, helps our clients engage with their talent, meets changing workforce needs, and supports their people in achieving better health and financial well-being. For example, one of our data-driven apps, Mercer Match, applies psychometric analytics to accurately identify the right candidate based on client specifications. Already proven successful in North America, we are deploying it in Saudi Arabia and with some of our clients here in the UAE,” explains Faizani.

In addition to the various solutions within Mercer’s wealth domain, their private client investment consulting team specialises in the formation and implementation of financial strategies developed to meet the unique objectives of each family. “We work with clients to establish family offices, investment plans and processes to effectively manage intergenerational family wealth. Our analytical rigour, insights and global expertise allow us to create comprehensive, tailor-made solutions for our clients’ needs.

“With a firm-wide focus on innovation, Mercer is dedicated to and specialises in planning effectively for change in health, wealth, career platforms where policy changes and shifting workforce demographics abound. Lastly, our global reach ensures we can deliver the right solutions, anytime, anywhere,” Faizani adds

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A treasure trove of exquisite designs KHAZANA JEWELLERY PROVES THAT ITS TIMELESS PIECES ARE MORE THAN JUST AN ADORNMENT Khazana Jewellery have been pioneers in designing unique collections of superior quality, for their clientele since decades. Kishore Kumar Jain, the Chairman and Managing Director of the exceptional brand says that quality, design and customer satisfaction are vital ingredients to their success.

The significance of jewellery surpasses the preconceived notion of being just an adornment. For decades, it has symbolised power and status. The Mughal dynasty adorned themselves in preciously crafted jewels, with both men and women decked in luxury to indicate rank; and the welldocumented saga of the Kohinoor diamond is a testament to the fact that jewels and jewellery are a valuable asset.

Khazana Jewellery follows suit in maintaining the legacy of magnificent jewellery through their exquisite collections, which appeal to a range of clients.

Jain, founder of the exclusive brand, believes in constantly reinventing the aesthetics of precious ornamental jewellery.

“Khazana Jewellery’s success is the result of perseverance, hard work and the ability to seize opportunities, combined with a deep understanding of the market. Currently, we manage 55 stores in India and abroad with finesse, and are continually expanding our vision and reach,” he says.

When his father passed away in 1978, Jain became the successor of the gold business and transformed it into a grand jewellery establishment. Thirty-nine years later, he attributes his huge success story to the principles instilled in him by his father Bhoormal Jain’s exemplary life that was directed by hard work. “I used to spend my time with him after school, closely watching him run his business,” he says, reminiscing about those first business lessons.

BUILDING A DYNASTY With an empire that generates a turnover of Rs5,000 crore, Khazana has five showrooms in the UAE that caters towards a great demand. He established his first showroom in 1989 at Sowcarpet, Chennai. With the help of expert goldsmiths, he created beautiful ornaments, which promoted customer demand for his wide range of designs. Their collections

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encompass femininity and diversity, resonating with every client. Currently, Khazana’s collections include fusion jewellery, which is an eclectic mix of transcendent designs; bridal, antique, classic, kundan, a traditional form of Indian gemstone jewellery involving a gem set with gold foil between the stones, and temple jewellery, which signifies luxury and is commonly worn for traditional occasions.

Jain opened his second showroom in Cathedral Road in 1993. Khazana then opened a showroom in South Usman Road in 1998, his third in the south, which was a pivotal location for gold businesses in the country. His successful streak continued with an expanding customer base, especially from Andhra Pradesh. Jain ventured out of Tamil Nadu to open his fourth showroom in Somajiguda, Hyderabad, in 2003. “The response for our Hyderabad branch was outstanding. Khazana, ever true to its brand name, has today become a first choice for gold, silver, diamond and other precious jewellery, offering exactly what a customer needs,” says Jain, attributing it all to strict adherence to quality and superior workmanship.

“We buy our bullion from the bank to ensure superior quality and use special alloy while chiseling intricate works.

Our gold ornaments never change colour and our USP is our design,” he says.

QUALITY IS KEY Building a vast empire, especially in Chennai, which already had its fair share of Jewellery brands, was not an easy task for Jain. He owes his success prioritising customer satisfaction.

Khazana’s speciality is its extravagant bangles. “Khazana is a name to reckon with when it comes to bangles, and our bangles always find a special mention among our customers,” says Jain.

Their annual wedding collection is hugely popular among jewellery enthusiasts around the world. Jain attributes it all to their merchandising department, which toils endlessly to design beautiful, exotic, exclusive and elegant jewellery

that meet the expectations of customers year after year. “At Khazana, various departments such as the merchandising, procurement, administration and the HR wings work hand-inhand to ensure quality of products and overall development of the company. In our company, all my 3,000 employees have a say,” Jain says with pride.

“In addition, only the best quality imported alloys are used to craft 24K pure gold into 22K jewellery, which ensure not only the best quality gold but that their jewellery retains its original lustre for life. Each piece of gold jewellery at Khazana is BIS Hallmarked and Diamond jewellery comes with a certificate of authenticity from IGI or GIA. All our jewellery goes SECRET BEHIND THE SUCCESS through multilevel stringent quality “At Khazana, the customer always checks to ensure correct purity and gets more in the form of exclusive the perfect finish. Khazana offers free designs, superior quality, best value and repair and polishing for its jewellery at excellent service,” he says. any of our 55 showrooms across India Design and innovation are at the core and UAE if you ever need it,” says Jain. of their philosophy. “Our expert team As trends change, customers can of designers create intricate designs exchange their previously purchased of gold and diamond jewellery, which gold jewellery at Khazana for the latest ensures that the latest designs reach our customers first. We designs. “While exchanging the jewellery at any of Khazana do not procure from wholesalers or vendors, and design and showrooms across India and UAE, one will not lose a single manufacture our own jewellery,” he adds. rupee on the value of gold. All Khazana stores are designed They have their own manufacturing hubs spread across by international standards and offer a global shopping India with skilled artisans from Mumbai, Kolkata, Chennai, experience. From imported marble flooring to brilliant crystal Hyderabad and Coimbatore, which ensure that the design and chandeliers, antique brass trimming and mother-of-pearl finish are original and authentic. detailing, Khazana showrooms leave no detail unattended.

Due to in-house manufacturing facilities, Khazana offers Although Khazana is a renowned brand, and have earned the best price in the market. “We have total control, from their coveted place in the industry, Kishore Kumar Jain is raw material to the final jewellery stage. This eliminates dedicated to gain extensive recognition by expanding their unnecessary third party costs, which benefit our customers. reach. “We presently have a presence in Middle East, and aim At Khazana Jewellery, one will never pay the rate of gold for to make Khazana a globally-recognised name, synonymous stones. Our artisans know the exact weight of the stones in with high quality gold and precious jewellery.” each unique piece of jewellery they create and this is reduced With his dedication, this too should become a reality in https://mail.google.com/mail/u/0/#inbox/15f9b6067c51b5c6?projector=1 from the overall weight of the jewellery. time

KHAZANA IS A NAME TO RECKON WITH WHEN IT COMES TO BANGLES

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GULF CEO Business Review 2017

IN THE SPOTLIGHT

SAEED GHUMRAN AL REMITHI, CEO, REFLECTS ON THE COMPANY’S DEDICATION TOWARD PROMOTING ENVIRONMENT AND RESOURCE CONSERVATION AS THEY LEAD THE MARKET TOWARDS THE FUTURE.

Emirates Steel: The largest integrated producers of steel in the UAE Emirates Steel was established to facilitate infrastructure developments and industrial growth where steel plays an essential role. Eventually, this would support the growth of the country’s non-oil GDP in line with the Abu Dhabi Economic Vision 2030. In 1998, Senaat, the UAE’s largest industrial conglomerate, acquired the Musaffah-based Emirates Iron and Steel Factory and inaugurated its plan to develop a significant and durable upstream steel business to complement downstream private sector investments. The initial success of the project led the company to undertake a large-scale modernisation and phased expansion programme, which resulted in a huge boost of capacity and production.

“Emirates Steel has firstly committed to a capital investment of approximately Dh11 billion in its Phase 1 and Phase 2 expansion programmes. In August 2010, the Company finalised its long-term funding and secured US$2 billion to finance its expansion plans and working capital needs from local, regional and international banks, reflecting a real vote of confidence in its business,” says Saeed Ghumran Al Remithi.

Phase 1 transformed the Company from a simple steel re-roller to the first fully integrated steel manufacturer in the UAE, “It significantly increased the Company’s rolling capacity to around 2.5 MTPA. The construction and installation of the Phase 1 Expansion programme was completed in June 2009. Afterwards, Phase 2 Expansion Project was completed, this involved the construction of Heavy and Jumbo Sections Rolling Mill, and resulted in increasing the output capacity to nearly 3.5 MTPA, positioning Emirates Steel as the only producer of jumbo and heavy sections in the Middle East,” he adds.

Since the beginning, Emirates steel adopted a vision for economic heavy industry development. “Simultaneously, our focus was the environment, whereby we instigated ecofriendly initiatives to minimise the effects of our operations.

Additionally, an emphasis was centered on human resources

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IN THE SPOTLIGHT

Fuelling growth through innovation OBS AND LEGENDRE GROUP’S JOINT VENTURE MAKES THE COMPANY A GLOBAL PLAYER IN THE TRANSPORT AND LOGISTICS SECTOR. investment to match the technological upgrade of the plants, and this was done through continuous training programmes for our workforce. Currently, Emirates Steel is implementing an ambitious strategic business development plan to increase its production capacity and diversify its product range, driven by the main objective to serve the local and regional requirements for high quality steel products,” states the dynamic CEO. The UAE is leading the way in the region in developing a blueprint for how to incubate and establish a low-carbon, newenergy industry. “The government is adopting an approach to utilise clean technologies, renewable energy and low-carbon solutions that have economic and environmental returns. “In alignment with this vision, Emirates Steel strives to fulfil its objectives by producing steel in a safe and sustainable way,” he says.

Emirates Steel is an integral part of Masdar and ADNOC’s first CO2 capture, usage and storage initiative in the region (CCUS), which is the first in the Middle East. “Accordingly, it is part of the government’s continued efforts to create a low-carbon steel industry and enhance CO2 management in UAE. The CCUS project consists of three steps — beginning with captured the CO2 from the Emirates Steel plants, and secondly, compressing the CO2 and transporting it along the 50 km pipeline by Masdar to oil fields operated by ADNOC. Finally, the third and last step is when ADNOC will inject the CO2 into their oil fields to enhance oil recovery, while storing the injected CO2 underground. This pioneering initiative will not only allow industrial capture of CO2 from Emirates Steel’s facilities, but it will also allow for it to be utilised enhancing oil recovery. This project will also liberate natural methane gas, traditionally used to pressurise oil wells and oil recovery, to use it for other traditional power generation and water desalination,” adds the CEO. “Furthermore, Emirates Steel has a goal of implementing a strategic business development plan to further increase its production capacity and diversify its product range. Our main objective is to be the first integrated steel manufacturer in the region, in line with the country’s economic vision 2030,” concludes Al Remithi

The UAE has become a phenomenal logistics hub, and today it is difficult to bypass Dubai, as it is a big trading, logistics and financial destination. Keeping this in mind, the UAE-based OBS Group teamed up with Legendre Group of France, a renowned global player in the transport and logistics sector, last year for a joint venture headquartered in Dubai. From the hub, which operates across the UAE, the Group also handles projects in Saudi Arabia and Oman, as well as in Egypt and Lebanon.

Benoit Honnart, International Director at Legendre Group, tells Khaleej Times: “Both OBS and Legendre Group are family businesses and that was one of the primary reasons we’ve decided to enter partnership.

“The Legendre Group have been operating in the region for nine years through various partnerships, but last year, decided it was the right time to invest and proceed with this joint venture.

“We wanted to have a proper set-up in the region and develop our activities, not only in the GCC, but also in some other countries in the Middle East. Wherever we are outside of France and Europe — be it in China, Africa, or Vietnam — we tie up with a local partner and combine our expertise to make it a success. We have had a good start with significant projects in water treatment, green energy sector, street furniture, etc.”

One of the Group’s main activities is water treatment, and over the past couple of years the GCC has seen an increase in such projects, Honnart highlights.

“We have been working with our partners, for example, in one of the water treatment plants in Fujairah. We are currently working on several new projects including Liwa, Oman and Ras Tanura, Saudi Arabia. We have our logistics warehouse in Jebel Ali where we consolidate all our clients’ equipment coming from Europe and Asia and distribute it to

the entire region. It could be heavy or small equipment that is prepared here and shipped to different countries. We also provide equipment for the oil and gas sector,” he adds.

Logistics is a competitive field and Honnart explains that the company aims to be better than the rest through constant innovation. In France, for instance, the Legendre Group has a dedicated team of 10 people that specialise in IT systems and create new methods of treating the products.

“We want to fight competition through innovation. We are a diversified group that offers services that range from industry to art. We have developed state-of-the-art tracking system and specific systems to optimise warehouse. All these are ways to improve efficiency as well as quality,” he says.

FINDING THE NICHE The Group also provides services to the niche sector of fine arts and events logistics.

“We feel this niche activity has great potential with big projects such as the Louvre and Guggenheim coming to Abu Dhabi, the Expo 2020 coming, and with Al Serkal Avenue under development, we have increasing demand in this sector,” says Honnart. “We have worked with Design Days last year and we hope to work on the event this year as well on a bigger scale. We have our own teams, who have been trained in handling such material, and we have our own trucks and warehouses, so we are ready to provide a variety of solutions to the market.”

The company offers something known as the nail-to-nail where they take paintings, sculptures, etc., and pack, unpack, install it at exhibitions and ship them back to wherever it has to go

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GULF CEO Business Review 2017

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PRESTIGE CONSTRUCTIONS LLC LEADS WITH A PERFORMANCE-DRIVEN CULTURE AND VALUE-ADDED SERVICES

“Prestige Constructions LLC addresses and resolves promptly and proactively all anticipated and unexpected issues with the help of their dedicated and professional team of Engineers which sets a high standard in addition to delivering excellence in quality.

I take this opportunity to appreciate again Engr. Nur Alam Choudhury who I know personally for his hard work, commitment and dedication. The effort and professionalism demonstrated by him is truly commendable.”

Building bridges between clients and community Anyone who meets Engr. Nur Alam

by Ajman Municipality, 2015 Choudhury will soon come to realise • Quality Achievement Award by that he’s neither a man of limited European Society Quality Research, ambition nor is he easily contented. As 2015, London the Chief Executive Officer of Prestige • European Quality Award by Institute Constructions LLC, he has forged a Of Directors, 2015, London career by ignoring others when they • Inspirational Company Award by tell him that something cannot be done.

World Conference Of Business, 2015, He is a proactive and visionary leader U.S. with utmost dedication to his work.

• Excellence and Quality Award by Engr. Choudhury has taken the civil Tatweej Academy, Middle East, 2015, and building construction company to greater heights.

Prestige Constructions LLC is an ISO-Certified Organisation that maintains CONSTRUCTIONS L L an Integrated Management System complying with: • ISO 9001:2015 Quality Management System • QRS 14001:2015 Environmental Dubai Management System • International Star for Quality Award • OHSAS 18001:2007 Occupational

by Business Initiative Directions, 2016, Health and Safety Management System Geneva • QC 100:2014 Total Quality • World Business Assembly Certificate Management

by World Business Assembly, 2016, Italy Prestige Construction LLC’s growth • Appreciation Memento by Sheikh has been a sustained one and its Majid bin Rashid Al Nuaimi and endeavours have been recognised with Thumbay Moideen, 2016, Dubai many awards and accolades locally • Golden European Award for Quality and globally for its commitment and and Business by World Business excellence, to name a few: Assembly, 2016, Spain • Delivery Excellency Award by Sheikh • International Arch Of Europe by Sultan bin Saqr Al Nuaimi, 2013, UAE Business Initiative Directions, 2017, • International Star for Leadership in Frankfurt, Germany Quality Award by Europe Business • Entrepreneurial Excellence Award Assembly, 2014, Paris

by Indywood Interior and Architecture • Best Enterprise and Best Manager of Excellence Award, 2017, UAE the Year Award by Europe Business Apart from these, Engr. Choudhury Assembly, 2014, Vienna has also been felicitated in his home • Best Construction Company in Ajman country by being awarded Pravasi

Bharathi Award in the year 2016.

These recognitions not only motivated, but also empowered its staff to deliver quality service to its clients.

Prestige Constructions has been strengthening its stance in the region and making a global impact in the construction market over a span of 11 years. With an impressive portfolio of diverse projects, which have become landmarks in Ajman, Sharjah and Dubai, Prestige has tapped into Residential, Commercial and Retail, Educational, Healthcare and Industrial arenas. The major role of C Prestige Constructions LLC is in creating, constructing and maintaining physical assets for the society.

Engr. Choudhury is the charismatic CEO and founder of the successful entity, who came to the UAE 21 years ago with a dream that he turned into a reality. Excerpts from the interview:

PRES IGE

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TELL US WHAT DREW YOU TO THIS INDUSTRY AND YOUR EARLY BEGINNINGS, TRIUMPHS AND CHALLENGES. I am a Civil Engineer by profession and established Prestige Constructions 11 years ago. Engineering has always been my passion. With innovativeness coupled with analysing the market in the UAE and identifying growth prospects in the construction sector, I set forth to establish Prestige Constructions LLC. In my opinion, the UAE Government has the most supportive system and encourages businesses to surpass set benchmarks. The opportunities here are

COVER STORY

H.H. Sheikh Sultan Bin Saqr Al Nuaimi, Director of Ministry of Economy And Planning

endless and innovation is incorporated into various streams. For Prestige, the UAE is the perfect headquarters in every sensibility, and we have been able to mark our global footprint by being a homegrown organisation.

HOW HAS PRESTIGE CONSTRUCTIONS GROWN SINCE ITS INCEPTION. WHAT STRATEGIES HAVE MADE IT SUCCESSFUL? COMMENT ON THE DEVELOPMENT AND STANDOUT PROJECTS. Having spent 20-plus years working in the Middle East, we have our sights set firmly on further growing and diversifying the business, and to build a relationship with our clients. Apart from our commitment to quality, we are dedicated to delivering on time. Most of our clients are repeat clients as they are satisfied with our service and it is expected that this proportion will increase.

We invest in the most qualified, best-in-class talent to manage operations and project delivery. Our strength lies in the dedicated team of engineers and a fleet of machinery, which is the most superior of its kind.

Some of our ongoing standout projects are three educational buildings for PACE Group, 300-bed hospital for Gulf Medical University, City University College of Ajman (CUCA), and Amity School, and several residential and commercial towers for the Government of Ajman.

Over the years, Prestige Constructions has successfully delivered multiple projects in the vertical. Amalgamation of technology, personnel and expertise is the secret behind our success. “Under commit, over deliver” has always been our vision. At Prestige, we strive to live up to the credo. Living by a philosophy is no miracle. No matter how demanding the circumstances may be, we deliver not just on time, but unbelievably far ahead. For us, if time flies, it’s still trailing behind.

ARE THERE ANY PLANS TO EXPLORE OTHER ARENAS? WILL PRESTIGE CONSTRUCTIONS BE EXPANDING INTO OTHER INDUSTRIES? Personally, I believe in continuously striving to attain more than what has been accomplished. It is a thirst towards excellence and perfection that can never be quenched. We are looking to tap into other industries as well,

“We have been closely associating and collaborating with Engr. Nur Alam Choudhury, CEO of Prestige Constructions for over five years. With nearly two decades of experience in the construction field, we can proudly say he is one of the most dynamic market leaders we have come across in the UAE's construction sector.

Having worked on multiple projects with Prestige Constructions, we are delighted by the high quality; time bound delivery of their work.

Engr. Alam's growth over the last few years has been phenomenal as he has undertaken both private and governmental jobs, delivering worldclass projects.

We look forward to working more closely on new Thumbay projects in the near future.”

Thumbay Moideen, Founder & President, Thumbay Group "We have identified Prestige Construction led by Engr. Alam Choudhury as a specialist in construction of high end purpose built educational institutions. The track record of Prestige and the professionalism of Engr. Alam impressed us enough to award a prestigious school project. We look forward to working with him on many more projects across the UAE" Dr. Vajahat Hussain, CEO of Amity Education Group in Middle East

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GULF CEO Business Review 2017

“Mr. Nur Alam Choudhury of Prestige Constructions LLC is a new rising and dominant star in the field of construction, concentrating on Dubai, Sharjah and Ajman emirates. He has an amazing ability to complete projects on time and at times even earlier than scheduled. While he is busy in meeting rooms evaluating his existing contracts or negotiating new ones his dedicated team of Senior Managers and Engineers are delegated to sites for detailed supervision and scrutiny.

We the PACE Group are highly satisfied with his performance as a Contractor for their prompt, responsive and professional approach to many of our projects undertaken by his Prestige Constructions LLC.” Haji Dr. P. A. Ibrahim, Chairman Pace Group & Co-Founder, Malabar Gold “Prestige was entrusted with the construction of the City School campus and CUCA new campus, both being part of the READ Development.

It was a pleasure working with Engr. Nur Alam Choudhury, whose commitment to high quality construction, while maintaining time and budget constraints, made the project successful on several levels. Engr.

Choudhury’s high level of professionalism, attention to detail and expert management provides a sound leadership to his team of dedicated professionals.”

Imran Khan, CEO, R Education and Academic Development/ President, City University College of Ajman & City School “We have worked closely with Prestige on various construction projects and found them to be very proficient. They delivered projects within budget and on time, with excellent quality. The CEO, Nur Alam Choudhury is a man of great skill, high knowledge and profound expertise. With his business acumen and leadership quality, he has created a well-reputed name in the construction sector. In the UAE, Prestige Constructions will always be our preferred choice.”

Abdulaziz Al Jasmi, General Manager, R Holding “Timely execution of projects of any scale. Completely committed and flexible attitude. Working with Prestige Constructions is a pleasure.”

Architect Anees Moideen, Consultant, Proarc Architects & Engineering Consultants “I have known Mr. Nur Alam Choudhury since quite some time, and found him to be a thorough professional who has always kept his clients’ interests in mind before his own.

I personally thank him and his team for the recent works completed for our facility in Emirates Industrial City. What started out to be a relatively straight-forward project soon became problematic with its daily challenges. However, regular contact and communications with him and his team ensured that the job was well under way for its successful completion.

I have nothing, but respect and admiration for Mr. Nur.” Shiraz Jamaji, CEO, Al Huzaifa Furniture

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COVER STORY

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IN THE SPOTLIGHT

CHAIRMAN AND CEO OF CARBON HOLDINGS, BASIL EL-BAZ TELLS US WHY THE POWERHOUSE COMPANY IS HAILED AS THE DEFINITION OF RESILIENCE including the real estate sector as Expo 2020 has already impacted the market and has paved the way for numerous opportunities for the construction industry.

Finally, from a humble beginning to one of the most trusted and reputed construction companies in the UAE and the Middle East, it has been a tremendous journey. Currently, it boasts of approximately 4,000 manpower.

In this tumultuous journey, my family has always stood like a strong pillar of support. Undeniably, the commitment and dedication with which my team, headed by Satnam Singh, is working towards target goals is a matter of appreciation.

At Prestige, there is a commitment to study, understand, research, achieve, and surpass international benchmarks, and it accomplishes this by building a performance-driven culture that continues to provide value-added construction services to our customers, by improving job-site productivity, maintaining a safe workplace, utilising the latest technologies and by creating an environment that fosters the growth and development of our people. We provide the desired support to our associates so that they can constantly enhance quality of their own work, and in turn, achieve corporate objectives.

The endeavour of Prestige is always to become the benchmark through consistent delivery of globally standardised quality of construction.

This has been made possible because of a ‘can do’ mindset, being sensitive to changing market dynamics, being proactive to economic, political, social changes, a strong leadership and teamwork.

“A vision is a dream with a plan,” Prestige Constructions accomplishes its plans by building a performancedriven culture that continues to provide value-added construction services to its customers

Transforming the petrochemical industry To say that El-Baz is a prominent figure in the industrial sector of Egypt is an understatement. The petrochemical tycoon’s organisation, Carbon Holdings, is leading the industry with the launch of its new project, Tahrir Petrochemicals Corporation (TPC), being highly anticipated.

“Tahrir was the project I wanted to begin with, however, it was too large as an initial endeavour back then, with the total project’s cost today being $10.8 billion. We are currently finalising the financing, and are expected to begin construction within the second quarter of 2018. This is an ambitious project, which will produce a slate of basic commodities, including 114 different grades of polymer that are crucial to the further industrialisation of Egypt,” he says.

The project is expected to help double Egypt's exports within one year of coming online after a five-year construction period.

For El-Baz, industrialisation was a natural calling and he began to conceptualise his ideas while an undergraduate. “I was in the U.S. at a time when the entrepreneurial fever was at its height between 1993 and 1997. I was studying government and economics with a focus on industrial economics. The consequence of my extensive research on various economies and industrial policies of countries was a realisation that the developing world needs intermediate petrochemical products.

You cannot industrialise without a manufacturing sector and you cannot have a manufacturing sector if you are not producing raw materials,” he adds.

According to the entrepreneur, it was imperative to reflect upon these factors at a time when innovative thinking was encouraged. “My view is that if the model is sound and based on producing products that the country needs, it will have longevity. Being an Egyptian and having had the opportunity to study at Harvard, my opinion was, if I don't go back, what's the point? It took me eight years to reach financial closure for the first project, Egypt Basic Industries Corporation (EBIC), an ammonia plant. Following the successful start-up of EBIC, it was acquired by a company owned by one of the shareholders.

That's really the genesis of Carbon Holdings, after which I spearheaded a project called Egypt Hydrocarbon Corporation (EHC) which uses the raw material I was making at the

THE KEY IS TO HAVE A LOW COST OF DELIVERY first facility and makes another product called low-density ammonium nitrate that is used by the mining sector and will increase exports from Egypt.

“We had been working extremely hard on closing the financing for EHC by January 31, 2011, but on January 25, Egypt went through a revolution. Given the uncertainty, you would have thought this project would have been shut down, but the project was fundamentally sound and so I was able to convince the banks and shareholders to commit to it. In July 2011, we closed and started construction of the facility, becoming the first project to close post-revolution and the largest investor in Egypt post-revolution.”

Whilst construction of EHC was underway, a neighbouring facility, Oriental Petrochemicals Company (OPC), was going through a challenging period. “When the revolution happened, OPC shut down and it was clear that it needed to adapt to the new environment, but with 147 shareholders this proved impossible to achieve. I saw this as an outstanding opportunity for Carbon Holdings and so we acquired OPC. “The key in the petrochemicals business is to have a low cost of delivery. You can have the lowest cost of production globally yet not sell your product, as by the time freight is included in the price it can become too expensive and uncompetitive. Through optimising feedstock supply and the geographical location of Carbon Holdings’ projects in Egypt, we are consistently able to compete with Arabian Gulf petrochemical producers because we have a lower cost of delivery to our customers,” says Basil.

“One of the things I always say is nobody, globally, has crisis management experience like us,” he concludes

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GULF CEO Business Review 2017

Go Cashless with Trriple mWallet UAE START-UP ENABLES INDIVIDUALS TO MAKE PAYMENTS FROM THEIR MOBILE PHONE At a time of rapid digitisation, Trriple aims to empower individuals to go wallet free. The solution is an easy to use mobile wallet which allows accessibility to your money for every payment you need to make.

Trriple enables financial transactions to be done right from your smartphone without the hassle of browsing websites for new deals, or queuing in lines for remittances and transfers.

The pioneering UAE FinTech start-up introduces the first-of-its-kind mobile wallet for both the unbanked using cash, and the banked using cards and bank accounts. It introduces a new way for individuals to manage their finances with a variety of customised plans and provides for on the go payments, at his or her own convenience.

Paolo Gagliardi, Chief Executive Officer, Trriple Payments LLC, who brings with him more than two decades of professional experience in network services and revenue generation, talks about the unique vision of the digital wallet.

“The concept that Trriple promotes is innovative in essence and there were not many takers of the idea even a few years ago. But today digital finance and transactions via app have become a corner stone of marketing, and Trriple wants to bridge that gap,”

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Paolo remarked. “The solution is the result of extensive research and market evaluation conducted to gauge the pulse of the consumer and the vendor.”

He said while banks have invested a lot in digital mediums, the real issue is adoption of services for end users.

“People are comfortable using their smartphones for everything but asking them to put their money on their phone has been a challenge. We are gradually overcoming this resistance and people are now increasingly starting to trust in the format of accessible e-transactions through their mobile wallet.”

He says technology has significantly contributed to the increase in customer convenience and confidence. “With the introduction of customised innovations and value propositions, customer adoption is bound to increase with time.”

The mWallet allows you to instantly send money across borders, pay for your utility bills, even laundry and grocery orders, as well as shop for all that you want to in a hassle-free way. It provides the framework for a powerful ecosystem that is being built to enhance the experience of the consumer and the merchandiser. Moreover, cash transactions can now be made between two parties in the safest way possible.

Paolo observes that while more than

70 per cent of transactions in the UAE are cash-based, it is at times difficult to instantly move or retain cash, as and when needed. “Trriple can make life easy! While managing cash is a risky business, Trriple can address this issue in real time with transfer services available on the mobile application.”

Presently, several money exchanges charge exorbitantly for financial transactions. This is where Trriple can make the difference with cost effective solutions, especially in the case of international remittances. The exchange rate used by the solution is as per the public rates available which is displayed to both the customer and the merchant prior to the transaction, allowing for an informed decision.

In the case of other payment options such as credit cards, debit cards, prepaid cards and such, consumers end up paying heavy surcharges, retention fees, and other hidden charges on transactions, as well as fluctuating interest on finances used. These do not solve the ‘cash’ issue in the long run.

The advantage of converting cash into digital currency is that you now have full control over its usage, and moreover it is manageable, safe and acceptable across the board with firms and individuals linked to the system.

In other words, Trriple simply merges credit and cash in a sophisticated way.

Trriple is simply the next generation digital payments platform, and Paolo takes pride in saying that the UAE will soon be the first to experience it.

The vision is to build a global digital payments ecosystem for anytime, anywhere payments, and for everyone in a trustworthy manner. The way to begin is to download the Trriple mWallet mobile application from the Google Play Store and Apple App Store.

Apart from linking a bank account or credit card, Trriple users can load their mobile money wallet by cashing in at any Trriple agent. Merchants can also

load consumer’s mobile wallet using the cash in at agent functionality. Once done, you can directly transact all monthly expenses such as international remittances, mobile credit top-up, and department store purchases.

It is all about an “enhanced e-wallet”.

From secure encryption to digital financial deals, Trriple will soon be an indispensable option.

Starting from the registration process, the three-layered security covers data, communication and application in a seamless and safe method. It is fully compliant with the UAE’s regulations, ensuring that the customer’s personal details, his finances and security are well taken care of. The data bank located in Dubai is compliant with the highest physical and digital security international standards. The solution is ISO 27001 certified to protect customer and partner data.

The Trriple chief says around 40 per cent of people in the UAE are in the age group of 17 to 35, known as the Millennials, while an additional 40 per cent are blue collar workers. This

indicates that three-fourth of the total population of the UAE are all unbanked or just under-banked.

Millennials are known to be early adopters of new technologies who spend majority of their time using the Internet through their different devices on a daily basis. The second segment of blue collar workers is typically more

The purpose is to enable financial inclusion and the way to achieve this is to offer a solution, which is connecting the financial ecosystem.

According to Paolo, Trriple will play a pivotal role in the UAE with regards to the Smart Government goals. As the UAE strives to become a cashless society by 2020, an inclusive and digital payments ecosystem is a must which Trriple contributes significantly to as a technology enabler.

Trriple has already secured many key agreements with strategic and global market leaders within financial and technology. It is an ongoing process with new propositions and deals continually being added to provide the customer with the best.

Trriple mWallet is available to customers today and can be rightly described as ‘first of its kind’ and ‘all in one’. It ultimately works towards transforming the quality of life, which will result in increased happiness, productivity and economic growth.

“It’s all your cash, and at your disposal.” he adds

TRRIPLE IS SIMPLY THE NEXT GENERATION DIGITAL PAYMENTS PLATFORM apprehensive of new technologies and sends 60 to 80 per cent of their salaries to their home countries.

The Trriple mWallet app captures both these audiences by providing the convenience of peer-to-peer transfers, top up their mobile credit on du or Etisalat networks, paying for goods at merchants, and much more. In addition to this, Trriple eliminates the need to stand in a long queue by offering crossborder remittance at fair prices with the highest security level.

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GULF CEO Business Review 2017

The driving force behind innovative road safety learning ONE OF THE TOP 100 CEOS IN THE GCC, KHALID AL MANSOORI HAS EARNED HIS COVETED TITLE THROUGH HIS VISION OF IMPLEMENTING TOP OF THE RANGE EDUCATION METHODS IN THE DRIVING DOMAIN

Emirates Driving Company is synonymous with excellence in the region, with various accolades to their title, exemplifying their efforts in expanding the notion of driver’s education.

Integrating international methods into their curriculum, they have officially collaborated with Swedish Road Authority, known as SWEROAD to surpass benchmarks in the region.

“The process of developing a course or curriculum for Emirates Driving Company involves delving into the global market and reviewing the highest standards. We are passionate about working with specialists with international expertise who are committed towards developing material, which will create high assessment criteria. Sweden has set standards with the lowest accidents in the world, therefore their approach to road safety is ideal, and they have a superior training program making them the fitting partners in developing our courses,” says the CEO. Awarded the Sheikh Khalifa Excellency Award for their contributions towards creating benchmarks on an international level, the revered driving school believes that road safety is paramount.

“Emirates Driving Company’s approach has always been to create a safe environment by delivering superior training. Since the induction of our programmes, there has been reportage of decreased accidents in the UAE. We believe that in a multicultural region it is imperative to create a program with a universal appeal. Our goal is to align our learners at any level, with the standards of the UAE. To ensure that our learners are adapting to the curriculum, we offer training in five different

languages and are diversifying our offerings constantly. Our strategy of integrating digitalisation as a force of innovation in EDC is prevalent. We are currently developing a concept for e learning, which will incorporate a range of languages to cater towards numerous nationalities. E-learning will also enable users to take a class where the online interface will offer them language options, so they can understand the lesson.”

ENGAGING LEARNERS “In addition, we have partnerships underway with various international hubs for innovation. Currently we are discussing possibilities of a collaboration with an Austrian company, which has developed a virtual reality application focused on distraction. We are aware that speeding and distraction are the two main causes for accidents in the UAE and worldwide. Through simulating an accident caused by distraction in the virtual reality, we can ignite emotions in individuals of the sensation that occurs during an accident. This will make them comprehend and feel the severity of accidents. Furthermore, we recently tested an Australian application catered towards bus driving in virtual reality. Currently in a research phase, the application will be a remarkable endeavour in training heavy vehicle operators.

We are very keen on implementing this over the course of next year,” adds Al Mansoori.

After graduating with a financial services and banking degree at the Higher Colleges of Technology, CEO Khalid

IT IS CRUCIAL FOR OUR INITIATIVES TO BE INNOVATIVE

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Al Mansoori held various positions in the Abu Dhabi Government, including at the Department of Finance and the Department of Economic Development. He was EDC’s business development director in 2012, followed by his appointment as the Vice Chief Executive, and then promoted to CEO. Under his direction, EDC went through favourable shifts, which has prompted tremendous financial success and growth.

PRIORITISING SAFETY “When you step into a vehicle, you are potentially operating a lethal weapon if handled inadequately. Therefore, we take students through a process of learning the importance of road safety, so they are fully aware of the repercussions of poor judgement on the road. It is crucial for our initiatives to be innovative to deliver training on the most advanced level and we have invested our efforts in studying our sectors in depth to leverage our experience,” states the CEO. Emirates Driving Company’s mission and values have remained constant, to implement safety reforms and address solutions towards fatalities on the road through unparalleled training programmes. In their pursuit to engage learners, EDC sources the crème de le crème of specialists to assess and educate students. “We look for specific qualifications in our instructors which includes excellent communication and language skills. They also undergo internal training programmes, which is a requirement to ensure that they resonate with our value system. Our continuous review process is where our esteemed supervisors observe classroom and driving sessions with students, and offer the trainers duly feedback on ways to improve their delivery. There is a six-month cycle, which helps us to set the necessary goals to monitor their improvement and introduce more

methods to enrich their training style.

Recently, a German organisation trained our educators on maintenance and fuel management. This programme was beneficial in educating the instructors on how an individual’s driving style creates an impact on the longevity and the quality of a vehicle, which is a crucial factor for multinational companies that have maintenance costs and fleet management tasks,” relays Al Mansoori.

CREATING AWARENESS There is a sense of entitlement among young learners who are eager to obtain their licence without weighing in the ramifications of having minimal regard towards the value of learning. “Our key instigator while training students is safety, we want to instil the values of keeping themselves, their passengers and pedestrians safe by engaging them in programmes which make safety measures innate for them. Therefore, we have the ‘Safety Hall Program’, which emphasises the importance of passengers, ensuring the safety of children and other dependants in the vehicle. In addition, our post licensing

courses, or advanced driving courses, offer additional training to students who wish to gain more confidence in their abilities. Our defensive driving course is one of the most sought after by corporations with bigger fleets and we have three levels of desert driving training programmes, ranging from intermediate to advanced, which teach students to operate appropriate vehicles with special equipment,” he adds.

“At EDC, our role is to go beyond helping students obtain their licence; we aim to build a culture by instilling principles that prioritise safety. We initiated a deep analysis into our company in the year 2016 and analysed all the growth prospects, and untapped potential. The year 2017 was a time of reflection for our team, where we planned our growth strategy projects by observing the needs of the market.

For EDC, 2018 will be about executing these growth projects, and increasing our work force. We will continue to use innovation in all training aspects, through partnerships, and invest in the development of people and diversify as a company,” concludes the CEO

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ALI SHAIKH, COMMERCIAL DIRECTOR, MIDDLE EAST AND AFRICA AT GENERAL MILLS, DISCUSSES HOW A BACKLASH AGAINST ARTIFICIAL INGREDIENTS HAS BEEN GOOD FOR BUSINESS

Mills to promote their healthy eating cause. The event, which was held on September 22, 2017, at Al Andalus Mall in Jeddah in partnership with Panda Retail Company, also commemorated Betty Crocker’s 50 years in business.

The highlight of the celebration was the creation of a 12.53 feet by 12.56 feet marble cake, which was officially recognised by the Guinness Book of World Records as the world’s largest of its kind, weighing 732 kilogrammes.

With the Middle East’s young population, relatively stable economy and high household disposable income, it makes good business sense for General Mills to tap this fast-growing market.

According to a study by global intelligence firm Nielsen, the snack food sector in the Middle East and Africa is a $7 billion industry, with a steady growth projection.

General Mills feeds consumers’ appetite for snacks General Mills has been an important pillar of the evergrowing global snack food industry, which is estimated to be worth $620 billion by 2021. As one of the world’s largest snack food companies, General Mills is guided by the philosophy: “Serving food people love”.

As it expands its global footprint, the company brought its well-known brands, such as Häagen-Dazs ice cream, Betty Crocker cake mixes, Bugles corn snack, Yoplait yoghurt, Nature Valley granola bars, Green Giant frozen vegetables, Old El Paso Tex-Mex food, Pillsbury baking products, Jus-Rol frozen pastry, and Cheerios cereal, to countless consumers across the Middle East, Africa and the Indian subcontinent.

Speaking from the company’s regional head office in Dubai, Ali Shaikh, Commercial Director, Middle East and Africa at General Mills, said the appeal of their products, which already have a strong following in Europe and the U.S., has extended to the MENA region, especially the GCC. The company has been present in the region for 50 years in the form of its brands. Although the bulk of its production still come from European and American factories, Shaikh said that General Mills has partnered with local manufacturers to bring its brands closer to regional consumers.

products. This principle bodes well for the company since much of the growth in the snack foods category in the GCC region comes from a shift among consumers toward fresher and cleaner alternatives that use natural ingredients.

“Most of our products are snack foods, specifically in the ready-to-eat and to-be-prepared categories. Over the years, we have innovated our offerings to reflect consumers’ demand for great-tasting and healthier options,” said Shaikh, who has an extensive experience in the fast-moving consumer goods (FMCG) industry, having worked for some of the sector’s largest international companies.

The Betty Crocker brand, for instance, launched its Supermoist Milk and Honey flavour cake mix in the Middle East, which has become an instant favourite.

He said, “Häagen-Dazs vanilla ice cream, for example, uses a maximum of five ingredients, whereas a similar ice cream flavour by competing companies may have 10-12 ingredients, which are often made with vegetable fats, preservatives and artificial stabilisers.

“We believe in making delicious, high-quality ‘better-foryou’ snacks. That is also the reason why we have a relatively smaller product base compared with other companies. But we have remained true to our values of putting only the ‘right’ ingredients into our products.”

General Mills is one of the first companies in the region to introduce a front-of-package-labelling initiative, which is designed to help consumers see at a glance the nutritional

WE HAVE REMAINED TRUE TO OUR VALUES OF PUTTING ONLY THE ‘RIGHT’ INGREDIENTS INTO OUR PRODUCTS

USING ONLY THE BEST INGREDIENTS If there’s one thing that General Mills is proud of, it is their commitment to using only the best ingredients in their

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content of packaged foods. The label clearly shows how much fat, sugar, sodium and calories is in a food product.

“In many of our public awareness campaigns, we also emphasise to our consumers the importance of preparing fresh food at home. This is because

many of the ready-to-eat meals are laden with preservatives and additives that are not necessarily good for them and their family,” Shaikh explained.

Public occasions, such as Saudi Arabia’s 87th National Day, have been an excellent platform for General

THRIVING ON INNOVATION With more than a century and a half of history behind it, General Mills is a company built on innovation. Outside of the food industry, the company has dabbled in life-changing inventions, such as the aircraft black box, and developed the Hazard Analysis Critical Control Point (HACCP) system, which is the highest standard of food safety worldwide.

Today, it focuses not only in producing high-quality foods, but also in observing sustainable business practices by vowing to lower its carbon footprint and maintaining a sustainably sourced supply chain.

Shaikh confirmed that General Mills remains committed to the India, Middle East and Africa region and will continue to engage with its expanding customer base.

“We are growing and recruiting more people at a time when many companies are shying away from investing into this region,” he concluded

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Recruitment organisation driving regional change and transformation JULIAN FRANKUM, CEO, MEA AND A FOUNDER OF RP INTERNATIONAL, RELAYS THE ANECDOTE OF HOW THEY HAVE BECOME THE MOST RELIABLE PARTNER FOR RENOWNED REGIONAL CORPORATIONS Established in 1997, with core values of integrity, honesty and loyalty, RP International’s initial goal was to address recruitment in the deregulating telecoms industry. Recognising the potential of rapid growth within Dubai, RP decided to expand its international footprint into the emirate in 2001.

Julian Frankum, CEO, MEA and a founder of RP, quickly realised that there were many parallels between RP and the evolving emirate, as its various industries were evolving when RP Dubai was in its start-up phase.

“It took a while to find our feet. Over 50 per cent of our revenue worldwide was supplying freelance experts to start up telecoms operators. However, in those days systems and legislation were in the process of being set up, therefore it was a clunky process for independent consultants to come to the region. There was a reliance on using resources, which were easily attainable and economic. Therefore, our challenge was to not only sell the concept of interim resource, but also educate the market on the value of sourcing international experts from around the world where new technological solutions and strategies were being used to great effect,” says the dynamic CEO. RP considers itself privileged being embraced by the UAE’s client base. “We feel very proud to consider ourselves their agents of change, as they have evolved and their recruitment needs have likewise. As the UAE continues in its mammoth strides to create a global hub of industry and commerce, those of us who are committed to the region and empathetic to its changing needs will have a great future,” Frankum explained.

SOURCING THE CRÈME DE LA CRÈME OF EXPERTS RP has always been unique in its services, head hunting senior directors, contingent recruitment for middle to senior management, plus the supply of interim executives and subject matter experts.

Frankum says, “We have been working with a very talented psychometric profiler for 12 years who can assess new candidates and give me insightful comparisons to others we have employed. It is a complex, holistic process, but more

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often than not it boils down to whether you can work with someone. If you can, and they have the essential skills and experience you require, then you have a great foundation on which to groom and shape the employee to your needs and harness their qualities and strengths.

“In addition to executive search, we recruit freelance experts and interim senior management on our agency’s visa and payroll. This is highly beneficial for many companies who enter the UAE market and initially do not have the access to sufficient visa and payroll solutions compliant with GCC requirements. This can also make a positive contribution to the Emiratisation process, as clients can now employ talented Emiratis from one profession and discipline to another, then bringing in interim experts who can shadow the emerging Emirati CEOs of the future. Therefore, our manpower labour leasing licence gives us a unique competitive edge by offering our clients agile and flexible recruitment strategies,” he adds.

TRICKS OF THE TRADE According to Frankum, one of the main challenges for most businesses within the UAE is keeping up with the dramatic transformation of the region. “In response to social and economic dynamics, the UAE has become one of the fastest evolving places on the planet. The region’s market is one of the most receptive, where new strategies and technologies are rapidly assimilated unencumbered by legacy platforms, systems and processes. RP has been successful by maintaining our brand identification, and ensuring that our recruitment specialisms remain focused on the right markets and the correct international communities of expertise. Recruitment companies often falter because they are either not committed to the region, or fail to realise that they need to invest time, energy and resources into their brand. Often agencies are distracted by new markets, and try and tap into them without having the requisite expertise, which is a recipe for disaster.

“You need to play your strengths; in our case our traditional clients, telecoms operators, can no longer make money from just voice and data. Skype and other mediums mean we can talk for free. Therefore, telecoms operators and their vendors and integrators have now been using their excellent expertise in Networks and IT to diverge into Digital Transformation and Enterprise. This has meant offering digital and IT transformation solutions and strategies to Banks, Healthcare,

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Government, Transport and Logistics, Defence and FMCG. As the telecoms market has progressed into these other sectors dependent on critical ‘high availability’ secure IT, my role at RP has been to steer our recruitment expertise and technology DNA likewise,” he highlights.

LONGSTANDING RELATIONSHIPS WITH INDUSTRY LEADERS RP International’s first major project defined their status as power players within the regional recruitment industry.

“We played a significant role in the launch of du placing 375 critical hires and were retained to work on site to help develop the organisation charts and write job descriptions, as well as do the recruitment. This included significant placements such as their reputable CFO Mark Shuttleworth, who remained with the du family from 2006-2014. Similarly, we did large recruitment programmes for Etisalat as they embarked on setting up and acquiring new telecoms operators in other countries. As our organisation developed, we continued to win new clients around the region,” explains the CEO. As RP diversified into other areas of technology transformation, the company developed a substantial recruitment relationship with Emirates airline resulting in the placement of over 300 experts, over a span of six years.

“We are seen as the go-to recruitment organisation for the senior and specialist expertise, due to our ability to look worldwide and bring best-of-breed aviation technology experts to the region. Uniquely, Emirates strives to offer a bespoke range of products and services across travel, tourism and cargo. Rather than simply buy other vendor’s software and architectures, Emirates embraced IT and digital transformation by developing their own strategic solutions and IT platforms.

To keep pace with Emirates' ambitions and growth and the increasing demand for cargo and passenger connections, we were asked to source the very best specialists. Recognising the opportunity to work with one of the world’s leading and most successful brands, I took the decision to divert as much resource as possible to their needs,” relays the CEO. CATALYSTS FOR TRANSFORMATION RP has continued to use its expertise and depth of regional knowledge to help other sectors go through digital transformation.

He explains, “Healthcare, FMCG, Banking, Government

and Transport are all striving to adopt the new technologies and architectures like Blockchain, SAP Hybris, Big data, Artificial Intelligence and Cyber Security in order to create new, efficient and disruptive technology platforms. By incorporating these platforms they win increased market share, increase customer loyalty and upsell to the existing customer base. Our Aviation clients, for example, have traditionally looked within their industry for expertise. Now they acknowledge that other sectors like FMCG and supermarket industries can be superior in their disruptive use of IOT for customer acquisition, upselling to existing customers and customer retention, therefore we need to be recruiting from that sector now.”

For Frankum, RP International’s success is born from the longevity of their placements. “Our placements are sticky because we do our background research. We pick our fights wisely. We avoid entering any commercial relationships with clients that are untenable or unsustainable. We have a policy of being honest with our clients. Honesty can be a rare commodity in my industry but it is far better to tell a client if we are not suited to their needs or if we think for one reason or another a recruitment assignment would not be successful. Why risk failure and leave a bad taste thereby souring a relationship one has worked so hard for. We also pay great attention to the recruiters and researchers we employ.

An organisation can have all the USPs, products; services and brand in the world, but all these factors are worthless without the right employees to augment them. Above all our clients in the Middle East acknowledge our loyalty and commitment to the region through the good times and indeed the not so good plus our unwavering faith and dedication to the values of our brand,” says the sagacious CEO

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GULF CEO Business Review 2017

Amusement personified JUMANA EL KHOURY’S PASSION WILL SOON SEE A STATE-OF-THE-ART WONDERLAND THEME AND WATER PARK IN DUBAI

As Dubai gears up for a state-of-theart Wonderland Theme and Water Park, Dr Jumana El Khoury is the brain behind its inception. The dashing and articulate Lebanese lady is full of ideas when it comes to buoying the entertainment industry. She says it is her passion and wants to see a majestic entertainment city right in the heart of Dubai.

The new Wonderland spread over an area of 260,000 square metres will be a unique and first-of-its-kind castle of fun and multi-purpose destination.

It will comprise of a theme and water park, four-star hotels, retail outlets, commercial village, marina and waterfront commercial and a sprawling free parking zone. The entertainment

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village will also house an amphitheatre, which will be open from winter to summer.

What makes the concept special is that Jumana calls it ‘Islamic Tourist’, wherein the hotels will be alcohol-free and an aura of family friendliness will be all around. The intention is to attract tourists from Muslim and Arab countries, and all over the countries and make them feel at home while relaxing at the Wonderland parks in Dubai. Moreover, the strategic location where the park is located makes it an apple of the eye, as it is centrally located in Dubai and is easily accessible from airport and Metro for tourists and residents, alike. It is in the vicinity of Creek Park at Al Riyadh Street.

Jumana brings with her more than two decades of management experience in the field of entertainment industry, as she has been working as general manager for Wonderland Theme Parks. She came to Dubai in 1997, and started her career. In 2003, she joined the Wonderland management and was instrumental in giving it a new look.

She is also the author of two books in Arabic and English on marketing, and her views on recreation development are sought after. Jumana is now the Chief Executive Officer of Wonderland, and is busy in contemplating a blueprint for a gigantic and worthy Wonderland that is second to none in the world of amusement.

The infrastructure of the existing Wonderland was demolished in 2017, and Jumana is in talks with the Government of Dubai and the Dubai Municipality for vetting her master plan for a theme and water park with all the exclusive luxuries of entertainment. She says the facility will be open in a couple of years, and will house all that a family can expect for healthy entertainment, fun and multi-destination. A number of stakeholders are involved in the process of formalising the layout for constructing the megaentertainment project, which will boast some of the greatest rides and water sport facilities for the first time in the UAE. Jumana says entertainment is a trend and is a fashion industry in itself. “Every year the trend undergoes a change, and those associated with the amusement parks and entertainment industry should keep pace with those new realities,” she observed, pointing out the New Wonderland will house some of the new trend and water park facilities. “People want value for their time and money, and we will come up to

their highest standards of expectations.”

The Wonderland CEO says approvals from the UAE competent authorities are in the final stages, and construction is likely to begin early next year, and Jumana expects around two million tourists at her destination per annum. “It will be a multi-purpose water park with the latest rides in the world and that too with a new design format for people from every age group to relax,” she remarked.

It will be a ‘pay as you go’ amusement park, and Jumana says its specific design module and architecture will be a wonder in itself. The CEO, however, has kept the minute details of cost and investment close to her chest, and says that world’s reputed architects, investors and who’s who in the amusement industry are involved in her ambitious project. She says the Dubai Municipality is one of the major stakeholders and is working on the massive project day and night. The theme park will also boast a Marina on the footsteps of the hotels, and it will surely add new colours to the project.

Jumana, who calls this upcoming amusement park as her ‘baby project’, says that it will be a cobweb of entertainment, and will give the hospitality industry a shot in the arm.

“Dubai Wonderland Water Park will be a perfect place for tourists and adventurers, and it will soon attain the status of a must-visit sight-seeing place,” the CEO enthralled, saying latest solar technology panels will give a boost to ecological standards. She says the premises will also house a cinema and an iconic amphitheatre, with an audience capacity of more than 6,000. She proudly pointed out that Engineer Adnan Saffarini is the architect for the upcoming Dubai Wonderland. It will be a perfect family entertainment centre (FEC) with concert halls and a lot more to relax and cherish.

Jumana, the youngest CEO in the entertainment industry, says it is her passion to keep on studying new trends in the amusement arena, and has duly been recognised by the American-based IAAPA for her leadership and visionary skills. “We plan to have a summer accustomed theme park in Dubai very soon, and it will be in line with the standards of Disneyland.”

“With Dubai being the best, we also plan to be the best in the entertainment and hospitality industries,” a resolute Wonderland CEO remarked

THE NEW WONDERLAND SPREAD OVER AN AREA OF 260,000 SQUARE METRES WILL BE A UNIQUE AND FIRST-OFITS-KIND CASTLE OF FUN AND MULTI-PURPOSE DESTINATION

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IN THE SPOTLIGHT

MAHESH DALAMAL AND STEVE MAYNE, MANAGING DIRECTORS OF CREATIVE ZONE, TELL US WHY THEIR UNWAVERING SUPPORT LASTS A LIFETIME FOR THEIR CLIENTS. EXCERPTS FROM THE INTERVIEW:

Facilitating entrepreneurship in the UAE through personalised solutions TELL US ABOUT THE CONCEPT BEHIND CREATIVE ZONE. STEVE: We established Creative Zone in 2010 to bridge the gap between quality service and customer focus. Our approach was to provide relatively aggressive pricing, personalised service and a bevy of in-house support to execute our client’s professional journey. We aspired to be more than just a company that sets up your trade licence and facilitates the visa for you, by offering important additional services required to initiate a business.

MAHESH: We wanted to surpass the industry standard of service, and accommodate everyone’s needs, including offering a ‘business starter pack’ of branding essentials.

Additionally, our range of workshops and events provides a platform to network with professionals, and further develop and grow their business. Our job is to undertake all the procedures, such as paperwork, which gives the client the opportunity to position himself or herself in the market and generate income. Therefore, we have a high retention rate with over 75 per cent of our clients renewing their annual contract.

CREATIVE ZONE IS KNOWN AS DUBAI’S LARGEST AND MOST TRUSTED BUSINESS SET UP ADVISORY FIRM, HOW DID IT GAIN ITS COVETED TITLE? STEVE: We have set up thousands of companies across a multitude of industries. From trade, real estate and recruitment, to consultancies and freelancers. Many of these clients have changed their licences with us as their business has grown and client base expanded. It is a real joy to be part of this journey with our clients, and forge relationships that carry on. Our team has also grown substantially, while we have retained a high number of our original staff. So, our

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customer service levels remain high, and subsequently the trust clients have in our team. In fact, our greatest source of new business comes from client referrals. We have also amassed a list of reputable suppliers, which we proactively share with our clients. Creative Zone is seen as the largest business set up company, simply because we cover a broad spectrum including multiple Free Zones, Dubai Mainland and Offshore.

MAHESH: For Creative Zone, growing with our clients is imperative to address and cater towards their needs. We listen to our clients and are committed to improving our service offering to suit them. In this regard, we have recently launched several new client-orientated services. We have set-up an inhouse Tax and Accounting service for our clients to help them register and meet the filing requirements for their quarterly VAT returns. In addition, we have recently launched Creative Zone Business Hub in Downtown Dubai, which offers serviced offices, meeting rooms, co-working and event space. We will continue to expand on these specialised service offerings in coming months.

HOW DOES CREATIVE ZONE PROVIDE SUPPORT TO ENTREPRENEURS WHO ARE STARTING THEIR JOURNEY? MAHESH: Creative Zone is passionate about encouraging entrepreneurs from all schools of life. We are actively involved in various elements of education including lectures and seminars at various schools and universities. To encourage a range of talent to partake, we are continually developing our in-house business management workshop series for our existing clients for them to both present and attend. This also serves as a networking platform, creating greater networking opportunities for all.

STEVE: Setting up a company is a complex, emotional process. We listen to our clients and provide transparent advice to suit their specific needs. We have the advantage of being well versed across multiple jurisdictions so our advice is geared towards the client's specific needs. Our relationship with our clients is based on trust, and we believe by providing diversified, in-house entities we can support them in their journey as a company. In addition, we proactively embrace the platform created by UAE government which promotes and encourages innovation and entrepreneurship, accelerating development and enriching the economy

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