Gulf CEO Business Review

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AMIT DATTA CEO, IPTF

CO M PL I M EN TA R Y CO P Y

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RAJEEV DASWANI

© M LINK 2016

MD, MARAMI METAL

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SANDRA BLASKOVIC CEO, LAZAR GROUP

MOHAMMED ALI AL SHORAFA AL HAMMADI CEO AND MANAGING DIRECTOR, UNITED EASTERN MEDICAL SERVICES

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AMITAVA GHOSAL

CEO, AVIVO GROUP

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RAJEEV GUPTA

CEO, LIME SOURCE Issue_03_UEMS_KT_02.indd 1

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Built from the ground up for women and children.

Managed by Parkway Health, one of the leading healthcare operators worldwide, we deliver comprehensive, world-class medical care to women and children.

• Pediatrics & Neonatology • Obstetrics & Gynecology • Intensive Care Unit • Neonatal Intensive Care Unit

• Surgery Center • Women’s Diagnostic & Breast Imaging Center • Outpatient Specialty Clinics • Laboratory & Pharmacy Services

It’s what you want. It’s what women want.

Call us on +971 2 614 9999 danatalemarat.ae Officers City / Abu Dhabi Gate

CONTENTS

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Mohammed Ali Al Shorafa Al Hammadi CEO and Managing Director, United Eastern Medical Services

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Sandra Blaskovic CEO, Lazar Group of Schools

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Alwyn Stephen CEO, Beauty Contact

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Amit Datta CEO, IPTF

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June Manoharan Managing Director, LUKOIL Marine Lubricants

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Jérome Michel President EMEA, Kohler Kitchen & Bath

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Rajeev Gupta Founder and CEO, Lime Source Consultancy

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Rajeev Daswani Managing Director, Marami Metal

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Amitava Ghosal AVIVO Group

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M K Saiyed Chairman, Chemie-Tech

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Altaf Hussain General Manager, GECO

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Dr Vidhya Vinod CEO and President, Study World

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EDITOR IN CHIEF: Humair Siddiqi CONTRIBUTORS: Fatima Abbas, Criselda Diala-McBride PHOTOGRAPHERS: Mansoor Mughal, Noora Saif, Shahbaz Badshah ART DIRECTOR: Hammad Sheikh PUBLISHER: M-LINK Marketing Solutions FZE

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ALWYN STEPHEN

CEO, BEAUTY CONTACT

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ALTAF HUSSAIN

GM, GECO

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In association with

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Gulf CEO Business Review

CONQUERING THE QUEST FOR

Quality Healthcare

United Eastern Medical Services’ CEO and Managing Director, Mohammed Ali Al Shorafa Al Hammadi talks to us about the entity’s world-class healthcare services.

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he distinguished United Eastern Medical Services (UEMedical) is a leading privately-owned Healthcare Development and Investment Company in Abu Dhabi. Initially launched to cater towards maternity, it has since grown wide under the vision of His Highness General Shaikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces. “We started looking at different clinical programmes to develop a much wider healthcare offering. Our Danat al Emarat Hospital focuses on women’s health; including obstetrics and gynaecology, internal medicine, surgery and women’s diagnostics, in addition to paediatrics and neonatology speciality care,” comments CEO Mohammed Ali Al Shorafa Al Hammadi.

What has remained consistent for UEMedical since its inception is providing quality healthcare to patients. “To begin with, the vision has always been to create premium healthcare facilities catering to the mother and child. So we went back to the developing board and created our offerings from

scratch. At the same time, we began developing speciality clinics for outpatients; thus evolving the strategy for UEMedical from an idea of 50-bed maternity hospital to an extensive concept of mother and child hospital plus speciality clinics that serves the whole family. Our focus and vision is to offer speciality care and we are not looking to establish general hospitals at this stage,” he explains.

PREMIER OPTIONS

UEMedical offers patients a range of exclusive healthcare options, prioritising their requirements, “We have launched in 2009 a specialised network, HealthPlus, which is actually a network of centres of excellence dedicated to provide state-of-the-art care services. The network currently encompasses five main sub-units across Abu Dhabi including, the HealthPlus Fertility Centre, the Diabetes and Endocrinology Centre, the Children’s Speciality Centre, the Women’s Health Centre and the Family Health Centre. The HealthPlus network is staffed by top-notch professionals and equipped with the latest technologies offering specialised

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treatments to patients. In addition, we have also formed a partnership with Moorfields Eye Hospital NHS Foundation Trust in London. It is the oldest and one of the largest centres for ophthalmic treatments in the world. Through our partnership, we established Moorfields Eye Hospital Abu Dhabi in 2016,” adds the CEO. In line with their motive of delivering excellence, UEMedical plans to develop more speciality centres in the near future. “The strategy since inception has not changed. It is about developing speciality services at an outpatient setting that would feed into our hospitals.”

COMPREHENSIVE CARE

Providing comprehensive care to women is crucial for the healthcare group and they have diversified offerings to ensure patient satisfaction. “Women are important members of our community and play pivotal role in the sociocultural spheres of society. This was one of the many reasons why we looked at the market to ascertain if proper healthcare services along with appropriate psychological environment around care were being provided to women. There are establishments with high quality care services for women. But it is very important to package it all from high quality care and clinical care perspectives as well as deliver the right psychological environment and the comforting ambience. We looked at it from every angle. Women’s healthcare has always been bundled with other services. A pregnant mother would visit her doctor more than seven times so she needs to get that proper focus for her health and that of her baby’s at the same time. Thus our strong paediatrics and neonatology service line not only at the hospital but across the group. Women’s health does not just stop at her pregnancy as there are other sub-specialties including internal medicine, rheumatology, endocrinology, surgery and more. We looked into other areas that required medical intervention in women’s health, which is why we developed the minimal access surgeries programme and the IVF programme as well,” he states.

SPECIALISATION

The lack of specialised services, such as IVF, prompted the group to bring them to the community, “Back in 2008, we couldn’t find such a facility that was dedicated to provide a broad spectrum of fertility-related services under one umbrella. There weren’t inpatient facilities that catered solely for women except for one or two.

COVER STORY There was a big gap in the market and that is how we found our niche. I also believe being a first entrant was important for us. So if you look at our services – it begins from preconception to delivery and post-delivery, in addition to caring for children from birth and subspecialties including ophthalmology, diabetes, endocrinology and others,” explains Al Hammadi.

ABU DHABI GOVERNMENT SUPPORT

Abu Dhabi has pioneered the compulsory healthcare insurance, changing market dynamics.

“This in turn has also changed the dynamics for patients who now have a choice. Patients are savvier today due to the proliferation of information and new media. The market also strives to enhance the quality of care by attracting strategic global healthcare entities such as Cleveland, Parkway Pantai, Moorfields, Mediclinic; in addition to raising clinical offerings to provide international standards of healthcare services to the people,” adds the CEO. “Our ongoing expansion plan comes in line with the Health Authority – Abu Dhabi strategic priorities to improve healthcare services in the emirate, following the Abu Dhabi 2030 vision. This wouldn’t be possible without the efforts of the Abu Dhabi government and the Health Authority – Abu Dhabi in supporting investors and the private health sector to improve medical services and specialties.”

INTERNATIONAL PARTNERS

UEMedical aims to enrich their entities through reforms instilled within their team. “We have a mix of nationalities within our group. Our physicians are all international board-certified either from North America, Europe or Asia, and our nurses and midwives are equally diverse,” he adds.

“Speaking about our international stakeholders, we have a clinical affiliation agreement at our HealthPlus Diabetes and Endocrinology Centre with the Diabetes Zentrum Mergentheim from Germany, and a management agreement with Singaporean Parkway Pantai for Danat Al Emarat Hospital, besides our partnership with Moorfields Eye Hospital London to establish Moorfields Eye Hospital Abu Dhabi. Through our international partnerships and continuous commitment, we consistently strive to offer the best combination of quality clinical and non-clinical services for the community,” he concludes

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Gulf CEO Business Review

CEO Sandra Blaskovic tells us how The Bloomington Academy is a breath of fresh air with new age view on transforming the education industry.

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ristotle has said “Educating the mind without educating the heart is no education at all”. The importance of this statement is clear with the shifting paradigm of education. The Bloomington Academy in Ajman aims to revolutionise the education scenario by introducing cutting-edge technology right into the campus.

Focused on developing the knowledge of students without restrictions, they have introduced pioneering programmes in their establishments. The Lazar Group manages The Royal Academy and Bloomington Academy with a mission to inculcate life and leadership skills in their students. “Our primary focus is to provide affordable education without compromising quality. Education is a right for every child and our goal is to ensure that we make that possible. Our team consists of educators; therefore our schools are institutions that want to bring a wave of change. No child should miss the opportunity to become a leader, inventor or anything they aspire to be, due to the lack of financial means. We want to make possibilities and dreams real for children all over the region,” says Sandra Blaskovic, CEO of The Bloomington and Royal Academy. It is therefore perhaps the only school in the UAE that offers an annual student scholarship to NASA. It is this clear and explicit vision statement that has helped attract the attention and blessings of the Rulers of this land for the

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Lazar Group. “His Highness Shaikh Humaid bin Rashid Al Nuaimi, Member of Supreme Council and Ruler of Ajman, totally supports our vision. They invest their personal time and energy for a better present and a great future for the community and the education sector. We are incredibly privileged to operate in a land that is led by such visionaries as His Highness Shaikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai. I must make a special mention here of the country’s National Agenda – Vision 2021, the Reading Nation initiative and of course, the Happiness index measures introduced in the nation – with special emphasis on schools.

What is more, apart from setting agendas, schools receive such clear guidelines on the programmes and processes to be adopted to accomplish each one of the targets. On National Day, our students visit the Ajman Ruler’s court and government offices. It has a huge impact on them and on our faculty,” says Blaskovic. “A special mention must be made here of the visit of the Green Sheikh to our school that helped provide a positive reinforcement to one of the most important messages to the present generation of students, which is to live a sustainable lifestyle,” says the CEO. The Bloomington Academy offers more than the average learning experience to students.

“We are actively involved with companies such as Bee’ah, in order to instill in our students the value of recycling and incorporating green initiatives. We encourage students to grow their own vegetables and fruits and celebrate their efforts with ‘Good Food Day’, where parents and guests are invited.

Students go on educational trips such as factories – most recently to a dairy farm, where they saw and experienced first-hand how milk is sourced. We want them to build their learning through such real-life experiences, rather than confine learning to classrooms,” she adds.

The Vision for the Lazar Group is to build schools like no other. “We have strategies and expansion plans in place and we are excited about turning them into reality.”

The incredible passion for education that CEO Sandra Blaskovic possesses is evident in her efforts to guide and motivate her team to aid students in attaining excellence. “One of our students’ invention was the highlight of the AETEX exhibition and it was a joyous moment for us, as we constantly strive to encourage critical and independent thinking. We want to raise tomorrow’s leaders, inventors and game changers. If you invest in children, they give back to the community. Our alumni are a great

FEATURE

example of this statement. They are working with reputable companies and the government and making their mark,” adds the CEO. The Lazar Group of Schools boasts a faculty with over 27 years of regional experience. “We operate as a family, our faculty is our backbone.

We invest in our team members, providing them with training and the right tools to turn them into assets, creating a ripple effect which in turn benefits our students. The sanctions and rewards system we have for our students is present for our staff as well. They are taken on trips to encourage team building between various departments. We aim to transform the traditional schooling system, and for that staff support is imperative. Before every meeting we always tell our teachers to never treat a student like a number,” she states.

“We encourage our teachers to give children, who display deviant behaviour, responsibility instead of detention. This is in order for them to understand the value of respect. It helps them realise the effort and plight of those on whom they are inflicting their actions,” adds the CEO. For the Lazar Group education is a powerful tool that can change the mindset of millions and enrich societies. It has stood the test of time as one of the most valuable requirements of every region, society and human being. “We strongly believe in the importance of encouraging individuality among our students. There are numerous outlets we offer such as creative clubs, international and local opportunities to offer them a wholesome learning experience. The Bloomington and Royal Academy want to be remembered by its students as their family rather than a school. As educators, we constantly strive to improve ourselves, as it is vital to have a vision for the future that is different from the present. We want faculty, students and parents to be happy. Our main aim is to have children understand the value of everything around them, undertake responsibility and seize opportunities,” she concludes.

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Gulf CEO Business Review

Beauty Contact has been synonymous with bringing international products to the region, CEO Alwyn Stephen tells us what the future holds for the prestigious distribution firm.

THE SCENT OF

A

Success

lwyn Stephen forayed into the world of fragrances in 1989, and from that point there was no turning back. ”I began my career with Al Tayer Group, as a sales executive for perfumes and was promoted to the role of brand manager. After seven years with them, I took over the management of Rivoli Perfumes as General Manager for three years. In 1999, I set up an affiliate company for Paris Gallery called Gulf Beauty International, which was a distribution company for fragrances in the UAE. In 2001, I felt the need to have my own enterprise, and thus formed Beauty Contact,” explains the Chief Executive Officer.

Stephen recognised the requirement to bring international brands to the region “We initially started as UAE-based distributors, and then became master distributors

for the MENA region, followed by the subcontinent which included India, Pakistan, Sri Lanka, Nepal and Bangladesh.

We appointed distributors in 22 countries, with our portfolio including the launch of the Paris Hilton fragrance, watches and handbags, HUMMER perfume, Alfred Sung, Cynthia Rowley, Jessica Simpson, Kim Kardashian, One Direction, etc.

We decided to venture into licensing in 2006 with our first ever global licence with General Motors wherein we designed, developed, manufactured and marketed the Cadillac perfume range globally,” he says.

Being a Dubai-based business presented opportunities for Beauty Contact, the company has access to the best ports, buildings, and most importantly, facilities, in Dubai.

“From my office, I could reach any part of the world as a distributor. Our distribution of

Cadillac perfumes has reached South, Central and Latin America, North America, Europe, Asia and Africa. After Cadillac, I took over the existing licence of Madonna Nudes 1979, known as MN79 and ran it until this year. Amidst these ventures we took on another brand called ‘Whatever it takes’, which is a charity initiative where celebrities donate artwork and that is used to make products, ranging from watches to accessories. We signed the license agreement with the 21st Century Leaders for fragrances globally and designed, developed, produced and marketed fragrances with artwork donated by George Clooney, Daniel Craig, Lucy Liu, Kanye West and Pink from 2012 to 2016. I was then approached to launch the famous Indian cricket captain M S Dhoni’s line of fragrances and deodorants in 2013, which was called 7 by M S Dhoni,” states the CEO.

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Bringing popular products to different markets grew the ambition for Stephen to explore other arenas. ”We have delved into cosmetics, skincare and nailcare by introducing Kinetics in 2005-2006 in the region, a brand in nail acrylics and gels. After launching various cosmetic products, the direction we have decided to steer forth is perfumes. The new line of fragrances we are launching, Pierre Precieuse, is a French brand for which we have taken on the rights for global distribution. Every fragrance is a treasure, and has been developed with attention to quality and detail. Our unique selling point is to be exclusive and Pierre Precieuse is a luxury that is to be valued and treasured forever.

There is a bevy of niche products in the market, which are mostly oriental-based, and in contrast we have created something with a global appeal.

After 27 years in the business, we understand aspects of design, notes and concepts, so we could give inputs to the manufacturers. Therefore, our aim was to assist them to develop a line that is not solely catered towards the Middle East market, but with our experience and expertise of opening markets worldwide, we wanted an entire collection of fragrances that would have a global appeal,” he comments.

Pierre Precieuse is a line of unique and luxurious fragrances that has already received a positive response from many countries. “We showcased the collection in October in Cannes, France, where one of the biggest trade fairs in the world takes place. We have been exhibiting at the fair since 2007, and we are proud, as a Dubai-based company to be exhibiting in such a prestigious event. The presentation of this line is vital, even before you reach the bottle, the packaging oozes luxury. The Diamond collection namely Black Diamond, White Diamond and Pure Diamond are the first out of the five collections we will be rolling out by end January 2017. We aim to launch a limited edition of Red and Blue Diamond range in March 2017 that comes encased in luxurious wooden boxes. There will be only 3,000 numbered pieces of each fragrance, and with a

FEATURE retail price of just $298, it stands out among other niche products in the market.”

Stephen has not limited his endeavours to the fragrance industry, but also recently partnered with the reputable Wings Brand to turn his passion for events into a professional prospect. “Wings Brand Activations has been in the industry since 1994, with currently a team strength of 5,500 across India with offices in every major city of the country. Wings has its operational personal across all smaller markets in India and global registered offices in Singapore, Vietnam, USA and Sri Lanka.

They are now expanding to the UAE to cater to their GCC clients. Wings and Beauty Contact are two separate entities, and both forces have joined together to create a momentum that will equal, if

not, surpass what Wings achieved in India, with eight verticals, which include Promotions, Events, Trade Fairs, CRM, Retail, Rural, Audit and Digital.

Other units include Wings Biz Pro (manpower outsourcing and call centre); Wings Infrastructure (finding and building retail stores); Wings Facility Management (taking on the facility management for office and brand stores); and Wings School of Music (training children to play instruments).”

Their focus in Dubai would be promotions, events, exhibitions, digital services and visual merchandising, brand building, and helping brands reach the end customer.

Wings and Beauty Contact envisage a great partnership going forward with the expertise of the Wings India team and our experience in the region. “Going forward all our marketing and advertising budgets for the region will be routed through Wings thus giving us maximum returns for every dollar spent. In fact, our very first major event will be in January. We have signed the American Country Western group, Bellamy Brothers who will perform live in Dubai on January 20 next year at the Emirates Golf Club. This will be their first ever performance in the UAE, and we have partnered with Those Guys Events for this concert,” concludes the CEO For more info: www.beautycontact.com; www.pierreprecieuseparfum.com; www.wings-promos.com

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Gulf CEO Business Review

IPTF:

The only green terminal in Fujairah providing complete tanking solutions.

CEO Amit Datta

CEO Amit Datta and Commercial Director Daan Schutte tell us what makes the terminal the best in the region.

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erfectionism is the inborn quality CEO Amit Datta possesses that can be attributed to the success he has had in the span of his career. A charismatic speaker upon meeting Datta, one is enthralled by the passion he has. Full of vigour, his expressionist eyes lighten up as he speaks about his exciting journey that finally led him to IL&FS. “You can only deliver to the best of your abilities if you are passionate about the work you do,” says the CEO. Amit was led to the oil and gas business by doing what is innate for him, being a gregarious persona who loves communicating and networking. It shows through his team who are more like family. “IPTF is the youngest Terminal in Fujairah that became operational in the fastest possible time. Despite several challenges faced during construction, all those could be mitigated through prompt actions, support from of my team and the trust bestowed on us by the senior management.

They say, as per marine terminology, that a ship’s captain cannot be an expert navigator unless he has been through storms as it tests his skills. I am the kind of person who can solve problems through tumultuous times and do not shy from facing a challenge. I love team support but am not intrusive by nature. I let my team handle the majority of the tasks independently and if they face any challenges, I am hands on in taking charge.”

The CEO’s early beginnings were as a civil engineer, and through related projects he was able to shift gear into the oil and gas sector. “My interest in dealing with people was nurtured over a period of time, which had gradually helped develop a core competency in business development and marketing. I had been involved in various projects all across India and globally,” says Datta.

His projects were widespread and portfolio diverse, which led his management to assign him to the post of Project Marketing Specialist. “One of the assignments of Project Marketing led me towards oil and gas. I was to observe the design and construction of a Liquid Cargo Jetty

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and Tank Terminal in the Western part of India. It was one of the most challenging sites of my career. At the time I was working with a multinational construction company. Upon completion of the project I received an offer to work for the Terminalling Company that also dealt with oil and gas.”

Commercial Director Daan Schutte

Amit believes in constant perseverance in order to deliver the best, hence loves challenge as it broadens the knowledge of the person who undergoes it. “I enjoyed learning the details and different operations of the oil and gas field and after spending 27 years, I think, I know what it needs for the making of a terminal like the back of my hand,” he comments. “In fact, before making the move here, I undertook responsibilities of managing one of the state-of-the-art terminals in India. It was a semi-government undertaking and I was very closely associated with the project since inception, from construction, commissioning and then successful operations,” he adds.

The CEO reflects on how the journey has been for IPTF, the maiden venture of the IL&FS Group in terminalling. “IPTF has become one of the best terminals in Fujairah out of 13 terminals with “zero losses” in product reconciliation and its prompt and efficient services. From December 2015 onwards we have been ranked as one of the top performing Terminals by the Port of Fujairah,” he says. “It is imperative that one of the key drivers for propelling IPTF way ahead in the competition is the proactive support from the Government of Fujairah and the guidance from IL&FS Management,” adds Amit. “Certainly with a new terminal and a new team of people it is an achievement worthwhile to mention and therefore we want to express our appreciation to the IL&FS team and its pro-active contribution to improve the turn-around time of vessels,” quoted

by Port of Fujairah in their Appreciation Letter to IPTF.

“It is crucial to understand how IL&FS operates, the parent company of IPTF, which has the expertise to arrange funds, develop and operate various infrastructure projects in India and overseas. IL&FS has different verticals like road, power plants, both conventional (thermal/gas) and non-conventional (solar/wind), mining, maritime and education under their umbrella. We represent the maritime division of IL&FS which deals with offshore and onshore infrastructures and they fund them. As a natural extension of the marine platform this terminaling business IPTF was conceived. This is the first tank storage terminal IL&FS has diversified into through IPTF,” the CEO comments.

Director for IMIF, which is the International Maritime platform for IL&FS, Daan Schutte has overseen the development of IPTF since its inception. He has been an integral figure in the success of the new Terminal due to his vast global experience in the tank storage business.

“After assisting in setting up the company, I am now focusing more on the commercial part of the business. Our advantage over competition is that the terminal is a new state-of-the-art facility developed from a perfect blueprint. The high-end infrastructure resulted in attracting several Tier 1 customers. We have been operational for over a year and have been 100 per cent full, which shows the customer satisfaction. Safety is paramount for us when it comes to storing the products for our clients. In terms of location, Fujairah is ideal as it is located outside the Strait of Hormuz is the one of the main factors for all leading terminals to be in this location.

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The Middle East is booming and a lot of products are coming out. Fujairah has become the hub location for the region where oil companies and traders store their products in order to predominately blend to specification and distribute in the region or build up large cargos for export to Asia and Europe.

Fujairah also is one of the largest bunkering ports in the world.

All these factors make Fujairah a global storage hub where a marketplace was created for customers to trade amongst each other,“ he comments.

Aligning with the Group’s philosophy, IPTF believes in delivering more than committed.

“The interest and requirements of customers and stakeholders rank top in IPTF’s priority list. IPTF always focuses towards improving key performance parameters set out internally and by the Port of Fujairah, benchmarking these KPIs with global standards. IPTF envisioned propagating safe, sustainable and efficient business model satisfying the needs of the customers, stakeholders and industry at large. “Safety is our value, not just a priority. In IPTF, safety of a person, environment and assets is non negotiable. We undertake operation through efficient use of resources, protect environment by minimising waste generation and believe that all incidents can be prevented and we strive continuously for zero harm,” states the CEO. IPTF have taken commendable steps towards sustainability by regularly monitoring air emission, ground water sampling, hydrocarbon emission and noise emission. Green initiatives by plantation of trees and use of solar power to reduce carbon

FEATURE

Sitting: (from left to right) Rajesh N Menon, Amit Datta and Ufuk Akbulut; Standing: (from left to right) Varun B Mehta, Mini Thomas, Sanjaykumar H Bhatt and Vijaykumar S Ratodi

footprint have been incorporated in the planned development of the Terminal in phased manner. IPTF have a spill response contract with a competent vendor to protect environment impact in case of emergency release and also have safe disposal of hazardous and non-hazardous wastes through an annual contract with an approved waste disposer agency. In addition, they will be migrating from DG power generation to government-supplied power to reduce air emission and optimise operational expenses by minimising periodic checks and maintenance of equipment by the authorised vendors through AMC. Like every new entrant in business, IPTF faced the challenges in the initial period to establish itself. “Moreover with oil industry passing through the most tumultuous phase with the uncertain realignments in the geo political situations, make the business environment tougher. However, we overcame all these challenges through proactive and professional services. Within three months of being operational, the entire installed capacity of IPTF got occupied despite all odds. In the first year of its operation, IPTF contributed around 11 per cent of the total throughput handled in Fujairah with a capacity of only 4 per cent of the total storage capacity available. IPTF got certified for the latest Integrated Management System standards in record time,” reflects Datta.

The Terminal is equipped to handle various grades of finished petroleum products, both black and white oils. These two types of products have got dedicated infrastructure by way of pipelines and tanks which are having positive isolation to prevent any contamination.

What gives IPTF the competitive edge over others are its well laid infrastructure, the operational flexibilities it offers to customers and transparency in doing business. “The qualified and trained staff to provide safe and uninterrupted operation along with commitment of the management are the essential building blocks to make IPTF Numero Uno in Customers’ choice,“ adds the CEO.

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IN THE SPOTLIGHT

LUKOIL LUBRICANTS: The Pioneers of Innovative Technologies in the Oil Industry

Lukoil Marine Lubricants’ Managing Director, June Manoharan, tells us how the company has become one of the most powerful suppliers of groundbreaking products on a regional and global scale.

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ukoil is one of the largest oil and gas companies in the world. Founded in 1991, it became the leader of the Russian oil industry and currently accounts for over 2 per cent of crude production and circa 1 per cent of proven hydrocarbon reserves globally.

The company controls the manufacture of more than 40 per cent of all lubricants produced in Russia, amounting to around one million tonnes, and markets automotive and industrial oils in more than 40 countries across the globe, including the UAE. As one of the largest private oil companies in Russia, Lukoil decided to venture globally in the early 2000s and founded Lukoil Lubricants International.

It was also keen to tap into the marine sector due to the global visibility it entails. “When we decided to enter the marine lubricant industry, all the oil majors had already been in that market for 30-100 years, so we were relatively new. However, it was an advantage as we were interested in exploring new technologies for the current market. Our tech team was in Germany, so they developed innovative and new products to be introduced into the market,”

says Manoharan. In 2011, Lukoil introduced the revolutionary 100 BN Cylinder Oil, making it the leader of innovative technology, she explains.

Initially set up as a branch office in Dubai, Lukoil Marine Lubricants grew tremendously over a short span of time. “The team persevered and after three years, the Dubai office became the head office for Lukoil Marine lubricants. Currently I am overseeing the Lukoil Marine Lubricants division for the eastern part of the world, from Africa to Australia. We have set up offices in the Middle East, Hong Kong, Singapore and have representative offices in South Africa, India, Japan and South Korea. We have recently ventured into Australia; in the Middle East we have a 50 per cent market share and globally 13 per cent, so it has been a great journey of success and achievement for Lukoil,” says the Managing Director.

With offices in Hamburg, St. Petersburg and Baltimore (USA) as well, Manoharan believes it is imperative to understand and respect the culture of each market in order to succeed. “Our team has profound industry experience and we focus on quality, products, services and cost in order to deliver the whole package to our customers,” she adds.

In the conservative marine lubes market, this young company introduced revolutionary solutions for clients. The striking examples of this innovative approach are Lukoil Navigo 100 MCL cylinder oil and iCOlube intelligent lubricating system. Navigo 100 MCL helped the shipping industry to solve the cold corrosion problem and became a base for new standards of modern marine lubricants. iCOlube unit optimises engine performance and efficiency tailoring the oil base number to the prevailing engine load and fuel sulfur content. Both pioneering technologies seriously reduced expenses of marine companies and were highly appraised by the industry community. Last year, Lukoil Maine Lubricants became the winner in the “Technical Innovation” nomination at the annual SeaTrade Maritime Awards ceremony in the field of maritime industry.

“Groundbreaking technologies and the team of true professionals have given us an immense competitive edge. Back in the 2000s Lukoil Marine Lubricants supplied marine lubes to merely three Russian ports. Just in several years, the innovative approach helped the company become a global player supplying lubricants to more than 950 ports in 100 countries. The future is promising for Lukoil Marine Lubricants as they are interested in expanding their reach into new markets. We have recently forayed into Japan, and our focus this year is China,” concludes Manoharan

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Gulf CEO Business Review

For a family business that is more than 140 years old, Kohler Co. is still leading the way in innovation, technology and design, says Kohler Kitchen and Bath EMEA President, Jérôme Michel.

KOHLER’S FORMULA FOR

Gracious Living

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or Kohler Kitchen & Bath, the Middle East is a key market. According to Jérôme Michel, President EMEA, Kohler Kitchen & Bath, “The diversity of the markets in the Middle East and the types of projects offer us an opportunity to tackle some of the world’s most interesting challenges when it comes to creating a customised, luxuriously comfortable bathroom experience that meets the Arabian taste and the desire for sustainable products. Also, the popularity of the Kohler brand is very high among citizens from Europe, Asia and GCC who are investing in this region.”

Having begun life as a general-purpose foundry in 1873, the Wisconsin, US-based Company has grown to become a $6-billion global business.

“Kohler remains a family-driven company; the CEO, David Kohler, is involved daily in the business,” said Michel. Kohler’s philosophy is centred on aesthetics, with five design offices worldwide – in the US, London, Paris, Shanghai and India.

“Through these five offices we incorporate design influences from all over the world,” Michel explained. “Each team works with the marketing team in their region, to innovate and create the best possible products for those territories. And the Chairman of the Kohler Company, Herbert Kohler, himself approves each design.” This approach, adopted in its early years, has enabled Kohler to position itself as a style brand. The company’s all-black Kathryn Suite, which made its debut in 1929, has found a home in New York City’s Metropolitan Museum of Art. “It’s all about product art and gracious living for our consumers,” said Michel. “We probably have the widest portfolio in the industry – about 30,000 products,” Michel added that despite a value-engineering trend in

the Middle East, many investors are still looking for high-end brands, for long-term investments, and Kohler products are “meeting this demand”.

Jérôme Michel, President EMEA, Kohler Kitchen & Bath

“We differentiate on three levels: innovation, design and quality. The richness and completeness of Kohler product lines, whether you’re designing a custom luxury shower, remodelling the kids’ bathroom or simply replacing a showerhead, has positioned Kohler as a solution provider across the region.”

DEFINING THE FUTURE

Form is certainly important to Kohler, but function also takes a leading role. In June this year, at a trade show in Shanghai, the company introduced Kohler Konnect, which embraces the Internet of Things to deliver a smart bathroom system.

Konnect combines a number of Kohler products in an all-in-one solution, which is controlled through a mobile app. From a smartphone or tablet, users can customise the company’s VibrAcoustic® bathtub, Numi® Intelligent toilet, DTV+TM intel-

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ligent constant-temperature shower system, and many others. All of these appliances can be configured to their master’s or mistress’s particular whims; and each member of the household is treated as an individual, able to store their own preferences within the Konnect system. When someone is grooming, the mirror will automatically adjust the ambient music to the appropriate mood. The extractor fan will operate in response to the sound of a flushing toilet. The bath will run to studious perfection – room lighting, temperature and music – all predetermined by the user.

We differentiate on three levels: innovation, design and quality.

THE MIDDLE EAST STORY

Kohler’s Middle East story predates that growth cycle. It began distribution in the region in the early 1980s, appointed its first regional sales executive in Abu Dhabi in 1988, and opened a branch in Dubai in 1994. “Now we employ 10 people in the UAE, covering the entire Middle East region, and our brand has a great reputation with products that are known for their excellent quality and design that meet all tastes,” said Michel. “This is a great marketplace because you have people here from all over the world.” Such diversity has helped Kohler to feed both of its business pillars – retail and project – amply. “In retail, it’s all about the end user and the products they want,” Michel explained. “A project is all about interior designers and specifiers working with developers and contractors to find the best products to meet specified requirements. With our portfolio we can satisfy all styles, from from traditional and modern to what we call transitional.” Kohler’s showrooms demonstrate the breadth of its portfolio. Faucets, for example, come in 13 different finishes – from polished to matte, black to bronze – and all are machined at one of the company’s 60 manufacturing locations, spread across six continents.

FEATURE it for Hilton? Jumeirah Group? Is it four-star? Fivestar?’ Then we will propose two or three different choices for the designer, taken from our portfolio.”

GROWTH AND EXPECTATIONS

From 2011 to 2015 Kohler doubled its sales in the Middle East, according to Michel.

“The two main markets for that growth were Saudi Arabia and the UAE,” he said. “But we also have significant projects in Qatar, Bahrain, Jordan and Oman. Industry-wise, we are seeing most growth in the hospitality space, in four- and fivestar hotels. We won significant hospitals in Kuwait, Qatar and the UAE, and we are working on the medical cities in Saudi. Our recently won projects include the Hilton Salwa Hotel in Qatar, which will be one of the largest resorts in the world, and the three luxurious hotels in Habtoor City in Dubai.”

In addition to hospitality, some of Kohler’s regional growth comes from residential projects and private palaces. The company has also targeted commercial projects and won projects such as the Emirates National Schools and ADNOC’s headquarters in the UAE. Despite the ever-present spectre of an oil crisis, construction projects in the GCC are proceeding apace, and Michel is optimistic about the coming years. “In 2016 and 2017 we expect to see some growth, albeit slower than in previous years, but there is still a huge pipeline of projects in the region. A lot of that is in the UAE, but also in Qatar for the World Cup. Saudi also has the medical cities and the Makkah and Medina extension.”

As a 140-year-old family-business brand, Kohler has much to be confident about and is comfortable in the chaotically competitive Middle East construction industry. As it continues to mop up opportunities, the future of the region and beyond holds no fear

“But it’s not all about the product range, it is also about service,” Michel pointed out. “When you are an interior designer working on mega or exclusive projects, you don’t want to go through a 400page brochure of products. So we have trained our team to handle projects’ specifications and discuss with designers, ‘Okay, who is this for? Is 15

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Gulf CEO Business Review

LIME SOURCE CONSULTANCY Global leader adapts proactive approach to talent sourcing with HQ in Dubai, led by Founder and CEO Rajeev Gupta.

With its exemplary and devoted core team, the Dubai-based talent acquisition specialist has been passionate to pre-empt and surpass their clients’ needs, according to the Founder and CEO. Being able to respond quickly to the changing dynamics of the GCC region’s rapidly evolving job market has been key to the promoter’s two-decade success. Rajeev Gupta, Founder and CEO of the Dubai-based talent sourcing specialist, said this resilience reflects the organisation’s proactive philosophy.

“Since the year 1993, we witnessed how the region’s economy has evolved and with that came the demand for a diverse workforce,” said Gupta, whose company specialises in sourcing skilled, semiskilled and unskilled personnel from across the globe for many of the Gulf’s established organisations.

But in a highly competitive industry, Lime Source has managed to thrive by thinking outside the box. While most talent agencies may

look for overseas employees from traditional sources such as India, Pakistan, Sri Lanka, Philippines and Nepal, Gupta said they have been creative, resourceful and widened their candidate base by exploring untapped yet promising markets.

“Our goal has always been to support our clients’ growth by providing them with the human capital they need. Realising this objective took us to countries as far afield as Ghana, Kenya, Uganda, Sudan, Indonesia, Myanmar and Eastern Europe, to name a few,” he explained.

Today, the company sources talent from 15 countries worldwide.

Despite the diversity of their source markets, Lime Source’s criteria remains stringent, which bodes well in their efforts to match the right skills with the job requirements. Gupta said the company has built a strong partnership with some of the world’s most credible technical schools, giving them access to qualified potential candidates.

A diploma alone, however, is not sufficient to meet Lime Source’s shortlisting standards.

Candidates must also posess at least two years of work experience. In addition, the company conducts trade tests to ensure that the candidates are indeed qualified, as per skill requirements of Lime Source Client. For the successful candidates, training and development programmes are available to better equip them in the workplace.

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“We offer our clients a one-stop solution and we do this by having a strong pipeline of candidates who have diverse skills and qualifications to support their HR requirements,” he said.

COMMITMENT TO EFFICIENCY AND EXCELLENCE

“Our work does not end with bringing the talent on site,” said Neetu Gupta, Director of Lime Source. “We regularly meet with clients to get their feedback and see how we can fill any gaps.”

In a recent project, for example, the client was very pleased with the skills of employees sourced, but the language barrier presented a stumbling block between them and the management.

“To address this, we commissioned the services of a professional from the employees’ country of origin who understands the industry and served as a translator between them. He was brought to Dubai for a week at our expense,” she said.

That “after-sales” service – as well as the commitment to promote efficiency and excellence – have helped cement Lime Source’s reputation in the region over the years, allowing them to attract companies from various industries ranging from construction, retail, hospitality, FM and FMCG, to manufacturing, oil and gas, and healthcare.

Gupta said she and the team also work with clients to create a strategy that would encourage employee engagement, without requiring huge financial investments. Simple and inexpensive tokens such as a two-gramme gold coin for the employee of the month from the client, for example, or occasional group excursion, or inter-sports competitions would go a long way in motivating staff to perform well and forge a better employer-employee relationship.

“We encourage our clients to create a family ambience in the workplace, which is an excellent way to develop camaraderie, increase productivity and nurture employee loyalty,” said Gupta.

PROMOTING TRANSPARENCY

Transparency has been the backbone of Lime Source’s operations, according to Subash Chandra, the company’s General Manager.

“We take a hands-on approach. As GM, one of my key roles is to visit work sites on a regular basis to monitor work conditions of our existing talent.

We also relay that information to the candidates we’re about to source,” he said.

Candidates are properly briefed on the expected working conditions, the work they will do and the employer’s policies and procedures well

FEATURE before they are even hired. “Photos and videos are also shown so they, quite literally, get a clearer picture of their potential workplace,” Chandra added.

The timely deployment of personnel is a challenge in the industry, says DGM Swathi R. who heads a team supported by IT specialist Ryan Alphonso that handles blue-chip corporate clients, said Lime Source is able to overcome this by building a strong relationship with government agencies across the world.

“Doing so helps us overcome bureaucratic obstacles, while remaining above board,” Swathi R. said. “In the past we have received commendations from governments, which have expressed appreciation in our efforts to provide employment to their citizens. That relationship has allowed us to deploy people on time and meet our clients’ deadlines.”

Saniya Shaikh together with Vijyavani, Lime Source’s Business Development Heads, assess the potential of prospective employees to meet the skills requirements of clients in the GCC region.

“As a proactive company, we keep ourselves abreast about the trends that would impact the job market in the medium- to long-term,” said Vijyavani. “We usually run five-year projections, so we can effectively advise our clients on the steps they need to take to fulfil their personnel requirements, as their organisations expand,” said Shaikh.

LOOKING BEYOND BOUNDARIES

In the future, Rajeev Gupta, said they will remain focused on the GCC region, as international events such as the Expo 2020 in Dubai and the World Cup 2022 in Doha, fuel demand for personnel to boost infrastructure growth.

Lime Source is looking to expand in Qatar, where the company has a growing client base.

A general manager has already been hired for their office in Doha. Another promising market for Lime Source is Canada, where Gupta believes they can bridge the gap for skilled and semi-skilled workforce. The company is committed to start operations in North America in 2017.

Amidst the company’s steady success, Gupta said they will continue to explore untapped markets worldwide and serve as brand ambassadors for the clients they represent that in turn provide job opportunities to aspirants globally

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Gulf CEO Business Review

Dubai-based actor, model and entrepreneur Rajeev Daswani shows us that one can truly achieve success when you work with passion and focus.

IN THE PURSUIT OF

HAPPINESS

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ince the appointment of UAE’s first Minister of Happiness, Ohood bint Khalfan Al Roumi, it is official that the emotion which is known to be the core of every individual, is now vocally addressed as the most vital part of our daily existence. Aligned with the Government’s initiative to ensure happiness is the driving force of all organisations, Entrepreneur Rajeev Daswani has developed a first of its kind Happiness Centre, MIND-BODY-SOUL, which aims to transform the lives of individuals, who have forgotten the essence of happiness amidst the hustle of an ever growing fast-paced life.

Rajeev is a man who radiates positive energy.

He is an individual living multiple facets of happiness through various roles, such as being the Managing Director of the renowned metal plating organisation Marami Metal, which has positioned itself as a leading Plating brand in the region. He is also an established Actor and Model, who is working to contribute to the growth of the local film industry. With an impressive portfolio Rajeev has appeared in a bevy of national and international adverts for leading brands like Etihad, Samsung, Standard Chartered, and was

one of the select few from Dubai to feature in Image Nation’s Tobe Hooper directed film Djinn (2013). In addition he has appeared on regional TV channels including MBC4.

Born and raised in Spain, Daswani returned to the City of Gold in 2000, and that very step changed the destiny of Marami. “My family had invested in this company which was bringing in diminutive results. It was bewildering to me that being in an oil and gas region, we did not have an intake in the industry. I realised what we lacked was a business structure in a company which was considered by some noteworthy clients as having the best plating quality in town,” says the Managing Director. Thus, began the journey of rebranding Marami. “I wanted to establish brand association.

If a client would think of plating without any second considerations, Marami would be the first company that would come to mind. Our aim is to be able to provide customised solutions to our clients and give them options to best serve their requirements,” he says.

With core values of respect, love and humility, Marami has successfully established partnerships and trust with leading brands such as National

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Oillwell, Smith, Drydocks, and many more. “What differentiates us from others, is that we have stuck to what we are good at, which is being one of the best at plating. Contrary to most engineering firms in the region, we align to smaller but more specialised centres, where we hire only the best plating engineers to better cater to the individual needs of each customer,” he says. “We have expanded a lot of our products and services based on client needs, by carefully listening to their requests to better serve them. For example, one of the misconceptions around

stainless steel not corroding, always bewildered us, as the fact is that it does, but is not widely spoken about. So, we ran an article about how stainless steel does rust and should be treated which was picked up by some international journals, and from there grew the demand for local passivation of stainless steel, which is also something we now offer.”

Amongst corporate success, Daswani always felt the hunger for the creative arts and hence answered the calling of casting directors and agents who were happy to book him. “For me acting is about being able to contribute to the growth of our film industry. We currently have a project under wraps, with the script already approved by the the Dubai Film Commission, and we are very excited about pursing this venture soon. Being human is to be able to express

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yourself in different ways, and every angle is important. I want to be able to help develop the Emirati film industry by adding a different dimension, through sharing the experiences of expats. I want to assist in creating a platform for international actors to be able to contribute to our growing industry,” he explains.

To add to the many initiatives, the ambitious persona aims to bring focus towards an emotion, which is crucial to our being.

“Through MIND-BODY-SOUL, our new Happiness Centre, our aim is to help individuals reconnect with what is innate to them, being happy. Happiness is the birth right of every person born, which is a saying I have used to emphasise that birth right is something you claim, and it does not stop there. You were born to be happy, so just by being born you make a choice to be happy. The basis of humanity is to be happy, and through different techniques in our programme we can get people to remember how they can be,” he explains.

“I want to bring happiness as a choice to people, and bring it to the place where they need it the most, which is the corporate world. Our concept consists of a wellness and mindful happiness programme, which involves a careful balance of mind, body and soul work through our yoga techniques. Yoga incorporates a vast school of processes and techniques, each encompassing the sensory and physical. The delicate balance of the different techniques enables us to work on the overall emotional state and wellbeing of the attendees while maximising their team bonding experience.”

MIND-BODY-SOUL, is one of the first Happiness Centres that offers the tools for the corporate world to use in everyday real life scenarios, empowering everyone to stabilise their emotions and work with a happy state of mind. I have been very fortunate to have personally known and worked with our Happiness Officers, who are renowned specialists in this field, and hail from Europe, Middle East, the subcontinent, and even as far as South America,” Daswani adds. “Happiness is about choice and we just facilitate it, we want to start where we can make the most difference, which is the corporate world. Our website will be launched soon but we have already started getting mass interest and bookings continue to be very strong, we are truly enthusiastic about being able to make a positive difference,” he concludes

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Gulf CEO Business Review

AVIVO GROUP:

Touching Lives through Quality Healthcare Delivery Amitava Ghosal, CEO of AVIVO Group, explains the makings of the largest regional healthcare services company.

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VIVO Group is a leading regional healthcare delivery service provider in the GCC region. The healthcare verticals of the company primarily comprise hospitals, clinics, diagnostics, pharmacies, speciality medical centres, dental centres, IVF centres, aesthetic centres, homecare services, medical training and certification centres, aesthetic equipment, consumables and skincare products trading and distribution. Currently, AVIVO Group operates its healthcare delivery services through its 46 assets, across seven locations in five countries.

The Group has over 1,200 employees with 220plus physicians and more than 1.3 million patient footfalls in a year.

Established in 2011, AVIVO Group has been focused on creating an infrastructure, which will deliver quality healthcare services across all the economic segments of the society. Over the past five years AVIVO Group’s transformative journey has forged a collaborative legacy of excellence in the GCC healthcare system. The Group has continuously set the agenda and led by example in the blossoming of private healthcare vertical space. One of AVIVO‘s significant contributions has been the adoption of clinical excellence and latest medical technology as an industry standard for better patient care outcomes.

has delivered excellent results for patients all over the region since the last 10 years. Our dental chain under “Dr Michaels Dental Centre” in Dubai offers a range of top-quality dental services under the supervision of internationally trained doctors which includes cosmetic dentistry, endodontics, orthodontics, couture and Hollywood smile. AVIVO Group was one of the first institutions to invest and develop these centres of excellence and expand the geographical reach of the same. We own and operate The German Medical Centre in DHCC which by virtue of its association with Heidelberg University of Germany, brings the best in class in specialities like Orthopaedics and Urology to the patients in the region. Our offering in Orthopaedic includes minimal invasive spine and knee surgeries, cartilage transplantation, joint replacement surgeries; in Urology we offer services such as andrology, prostate treatment, men’s infertility and penile implantation. Our clinical outcomes in Cosmetic treatments provided in our clinics Aesthetica and Dermalase in Jumeirah and DHCC brings back patients year after year.

The clinical outcomes from theses verticals are the indicators of the commitment to better global benchmarks in clinical excellence. This focus on quality has become one of the group’s strongest credentials. It is one of the building blocks in the trust the AVIVO brand name commands.

CLINICAL EXCELLENCE

STRONG VALUE SYSTEM

AVIVO Group’s healthcare ecosystem is built on strong foundation of clinical excellence and continuously driven by expertise, trust and care.

Our centre for IVF under the name of “Conceive”

Along with clinical excellence, the AVIVO Group philosophy places tremendous importance on a warm patient- centric approach and a cuttingedge technology that supports our clinicians and

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technicians in accurate diagnosis to offer timely care to our patients. AVIVO’s spectacular success rests on sustained commitment and investments in each of these pillars.

TECHNOLOGY DRIVEN

AVIVO Group regularly invests in technology and technology supported decision systems for better clinical outcomes. At AVIVO, healthcare systems leverage technology to build strong clinical decision support systems. We have implemented state-of-the-art Hospital Information systems and have proceeded with automation of radiology and laboratory diagnostics for enhanced access to medical care that benefit the patient. Another critical manifestation of widespread technology has been the amazing advancement in medical equipment and AVIVO has always strived to make such technologies available to the patients in the region wherever possible. From leveraging new age mobility to acquiring futuristic equipment AVIVO has always been ahead of the curve. Currently, the group believes in the tremendous potential of new age technology for better radiology and laboratory diagnostics and is evaluating investing into this space, making it a real and robust option for all.

PATIENT-CENTRIC CARE

Every team member at AVIVO strives to provide all patients with consistent, highest standard of care. AVIVO promotes personal wellness among the community and are passionate in the belief that the health of the community and of individuals are inter-related. In addition, our clinical staff constantly monitors health care trends, improves processes to develop new programmes and services to ensure maximum patient-centricity. AVIVO Group is committed to continuous quality improvement while providing the safest environment for patients.

ROAD AHEAD

AVIVO Group has taken the spirit of leadership position well beyond business metrics. AVIVO is one of the leading IVF service providers in the market, have the largest dental centre network in Kuwait, and is one of the top three dental care service providers in the UAE. AVIVO is one of the leading distributors of high-end aesthetic medical equipment and products in the MENASA region, and are the second largest stand-alone premium aesthetic service provider in the UAE. AVIVO Group’s agreement with world-renowned German University Hospital – Heidelberg University

FEATURE Hospital for clinical support, has positioned its German Medical Centre in Dubai Healthcare City as Centre of excellence in high-end Orthopaedics, Urology and Gynaecology. Its initiative under Beverly Hills Homecare has made its elderly and child care services available for resident families in Dubai.

AVIVO has successfully built up a strong, diversified clinical network. “As part of our Phase I strategy. AVIVO Group has grown tremendously in the past five years across multiple locations and diverse specialities. We operate primarily under brands of AVIVO and Primacare, the latter being our clinics which are family neighborhood clinics.

We will be launching our first Primacare Specialty Clinic which will bring a range of specialities to the community in Bur Dubai, including Audiology for children, Internal Medicine with focus on Diabetes, Gastroenterology, and Cosmetic Laser therapy.

The unified AVIVO brand ensures consistency in operating procedures, best practices and corporate values across all operations in current and future markets,” he explains.

AVIVO Group intends to expand its key specialty verticals across the region and other markets. In addition, as part of Phase II, growth will be in brownfield expansion of our clinical network and also gradually in the hospital segment of the healthcare delivery that will make AVIVO one of the largest integrated healthcare providers in the region. We intend to leverage our strengths in key specialities such as In Vitro Fertilisation, high-end dentistry services, Aesthetics services, Orthopaedics, Urology and high-end internal medicine services such as diabetes management, hyper tension management, hormonal balance management and hyperlipidemia management and homecare services providing expert in-home care, support and medical services,” he adds.

The future holds ambitious expansion plans for the successful group, “Over the next few years, we plan to position AVIVO Group among the top five leading integrated players in the MENA region.

Our focus will be on acquiring mid-sized hospitals in the region to complement clinical network, and thus, position AVIVO as a fully integrated healthcare network. We intend to have a welldeveloped footprint across the UAE, Kuwait, Oman, Saudi Arabia and expand beyond the GCC region by exploring more opportunities in North Africa, South East Asia and Turkey,” concludes CEO Amitava Ghosal

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Gulf CEO Business Review

Chairman of the renowned ChemieTech, M K Saiyed divulges how their passion and dedication has placed them on a global map.

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hemie-Tech is a global EPC contractor in the oil and gas sector, specialising in delivering turnkey projects, handling all aspects of Engineering, Procurement, Construction of Bulk Storage Terminals, Marine Jetties, Topside Facilities and Refinery Process plants. “Five years since the inception of Chemie-Tech in 1997 in India, we entered the global market to serve our clients and opened our office in UAE; which is now the global headquarter of our Group. We have 16 offices worldwide, and operate globally with a comprehensive engineering infrastructure office in Vadodara, India. Our Team is approximately 2,000 skilled craftsmen and technicians working worldwide, on various projects, with more than 500 engineers, and managers operating from UAE, India, and on global

Chemie-Tech ESTABLISHING A GLOBAL PRESENCE IN THE WORLD OF ENGINEERING, PROCUREMENT AND CONSTRUCTION.

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front in all continents, except South America.

Being an EPC contractor, our core strength is inhouse Engineering and Global Construction capability,” explains Chairman M K Saiyed.

Chemie-Tech’s in-house divisions give them an upper hand in maintaining seamless operations.

“Our global assets, in terms of people and equipment, are present in various countries around the world, providing clients with access to a comprehensive suite of services under one umbrella.

Therefore, making projects easier to manage from concept to commissioning,” he explains. “As we continue to grow, we will remain committed to meeting the needs of owners and operators by delivering end-to-end EPC solutions for projects safely, efficiently, and cost-effectively.”

The industries Chemie-Tech serve are majorly oil and gas, “We have been working with various government companies in the region and globally. We are also focused on catering to the private sector, and our client base includes Inland and Marine Terminal Operators, Oil Traders or Investors, who want to construct new Greenfield facilities, or Brownfield expansion of their facilities around the world. Some of our noteworthy clients are VTTI, SKA, Morgan Stanley, Port of Fujairah, Chemoil, Gunvor, Oman Oil, Dangote, Dodsal, Petrofac, and many more. Presently, we are executing projects in Romania, Nigeria, Ghana, South Africa, Saudi Arabia, UAE and India,” he says.

FEATURE Safety is an inherent component of Chemie – Tech’s culture. “Safety by Choice not by Chance, is our company motto, and has been embedded in our culture since initiation. We take pride in our operational safety, and since 19 years of delivering more than 17 million man hours, we have had no fatalities, property damage, collateral damage or casualties,” elaborates M K Saiyed.

“We call ourselves the Chemie-Tech family, so the name gives the whole idea of what we think of our employees. We are a multicultural and multinational company with over 14 nationalities. We have been blessed as most of our management has been with us over a span of 10 years, most of our engineers have been a part of Chemie-Tech for more than six to seven years. It is a seamless coordination between all units, so that gives us and the clients a great professional experience,” he comments.

With 2017 around the corner, Chemie-Tech is already paving their pathway into a promising future. “Our vision is to expand our sustainability measures. Chemie-Tech aims to be the foremost EPC contractor for a sustainable society. In addition, we have our own set of CSR activities. We are a part of various philanthropy organisations as well and encourage our team to look beyond to enrich our society. Another business vertical that is a part of the Chemie-Tech Group is the production of Green Oil. As a step towards sustainable measures, we have developed an innovation for recycling used engine oil to return it to it’s original form. We continuously contribute towards society by regenerating fresh lube oil out of waste, which in turn is conserving valuable mineral resources for the future. We have taken considerable steps to use local materials in our projects to avoid depleting our environment’s resources and reducing long term adverse effects,” states the Chairman. “In addition, we foresee a definite boost to our market, due to Expo 2020. Numerous industries will grow and in turn drive our expansion plans in the UAE,” he concludes

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IN THE SPOTLIGHT Vital Unit of the prestigious Albatha Engineering Group, GECO is synonymous with providing innovative products and services to their clients.

GECO

MECHANICAL AND ELECTRICAL LIMITED:

Providing 360° Solutions for all Construction Requirements

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lbatha Holdings believes that business and values are inseparable, which has made them one of the largest private business holdings in the UAE. Founded in the early 1969 by Shaikh Mohammed Sultan Al Qassimi, whose vision has led towards the formation of a widely diversified group, GECO Mechanical and Electrical LTD is a Sharjah-based company delivering a full range of MEP services.

General Manager Altaf Hussain has seen a steady growth of GECO. “Since the announcement of Expo 2020, we have a lot of projects in the pipeline. Sharjah has become more active in infrastructure development, especially in university areas.

There are residential units, apartments, villas and construction of new age shopping malls in Al Zahia underway. As a Sharjah-based company we want to cease this opportunity and immerse ourselves in these developments. That is where GECO has witnessed a lot of growth and expanded as a company in the last three to four years.”

GECO functions through four divisions “Although all operations are all related to construction, these are distinct divisions, first is MEP (Mechanical, Electrical and Plumbing), which was founded in 1969 and is the bloodline for any type of construction. The second is the power division, which undertakes substations, streetlights, transmission lines and all supply and distribution of power. The third is fire division/fire protection, where we have agencies for products like Bosch, Wagner, Redpanther, Phirex, Audoli, Bertola, Everlux and RZB. One of our unique products is the OxyReduct system, this system ensures the

level of oxygen in the room is at defined threshold enough for a person to breathe but not to start a fire and if the per centage of oxygen goes below the defined level then the unit will start inducing nitrogen to maintain the desired level. It has been successfully installed in Abu Dhabi and Al Ain police data centres; it is also currently being installed in His Highness’s archaeology building and some warehouses. This system guarantees the protection of data for our clients as smoke and water sprinklers can damage them, which in worst scenario is not retrievable. We are the sole agent for this system,” he adds.

“Our fourth division is the service division/ facilities management, which has been operational since 1980 in maintaining buildings. Our projects have included Ruler palaces, police sites, 186 buildings for department of public works in Sharjah and all government buildings. In Dubai we are maintaining the new extension of Dragon Mart and Golden Mile. Our Abu Dhabi portfolio includes the Department of Presidential Affairs and numerous banks. All our divisions are supported by the back office, which includes Finance, IT, QHSE, Administrative, Purchasing, Human Resources and centralised stores. In total our manpower is of 2,100 employees,” explains Hussain.

Innovation is key for GECO. “We are testing new technologies that are economical and sustainable in order to improve the quality of life for our consumers. GECO has partnered with SEWA and have successfully installed smart metres in certain areas with the intention to expand. One of our noteworthy projects is in Sajja, where we have undertaken full infrastructural development and incorporated sustainable technology. GECO has done many sub stations for SEWA this year and are looking forward to expand, into new business lines. We are already working on Telal City and its substation. Another exciting venture is tapping into solar technologies; six of our engineers are certified by DEWA to work on solar projects,” comments the General Manager.

Employee wellness and training is crucial for Albatha Holdings and all their units. “Our manpower support has made us successful and we find it imperative to invest in them; they are the hands that build our future,” he concludes

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IN THE SPOTLIGHT

Gulf CEO Business Review

Study World Education Holding Group:

A LESSON IN SUCCESS Dr Vidhya Vinod, CEO and President, talks about the impact of education in a nation’s economic development.

A

s an educator-turned-entrepreneur, Dr Vidhya Vinod, CEO and President of Study World Education Holding Group, has seen how investment in education – by both public and private sectors – can increase a nation’s global competitiveness. She firmly believes that education is a key contributor to economic development and a critical component of any country’s human capital.

“For prosperity to happen in any country, a good education system must first be in place,” Vinod said, echoing a World Economic Forum report, which noted that “education concerns not only the quantity of schooling – the per centage of the population that completed primary, secondary, or tertiary education – but also, critically, its quality.”

The UAE experience is a good case in point. In 2004, the Dubai government created education free zones like the Dubai Academic City and Knowledge Village, allowing foreign private educational institutions to offer their services to the country’s dynamic and multicultural population. This paved the way for building a knowledge economy.

In 2005, Vinod saw the opportunity to add value to this growing industry by partnering with Heriot-Watt University which is by far the largest private higher education provider in the UAE.

COMPLETE SOLUTION

Over the past 11 years, Study World has steadily grown. Apart from the UAE, where it has invested in infrastructure and co-manages the Dubai campus of Heriot-Watt University and has invested in Dovecote Green Primary School, the company also has presence in Qatar, Malta, India, Sri Lanka and Malaysia.

Serving the needs of students from the primary to the tertiary levels, Study World offers its own taught degrees, and a wide range of services to its education partners, from administration, marketing and student admission to facilities management, student transport and housing, and job placement.

“We now have a combined student population of more than 5,000 in all our campuses worldwide,” Vinod said. “By 2020, our vision is to serve at least 20,000 students globally.”

But while quantity may be important to the Group and its clients’ top-line, Vinod said they do not compromise on the quality of education.

“Both these components matter in our business. You cannot achieve success, without synergy between quantity and quality,” she said.

“The main responsibility of any university or educational institution is to make their graduates employable and that is something that we are committed to, together with our partners,” she added.

GROWTH PROSPECTS

“While expanding further in the UAE, we have also set our eyes on Africa and the CIS [Commonwealth of Independent States] nations in the next five years,” she explained.

Another sector that has opened up opportunities for Study World is healthcare, in particular health education, a promising segment especially since the GCC’s healthcare industry is expected to be a $71-billion industry by 2020.

“GCC governments are dedicated to the continued development of the education sector, as they shift their economies from oil to knowledge.

Credible educational institutions, good investors, and high-quality service providers will all play a critical role in developing this industry,” Vinod concluded

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