Gulf Business LEADERS DEC 2023 by Motivate Media Group

012 2023

CEO SPEAK:

DUBAI AIRPORTS, ROLLS-ROYCE AND THALES TALK AVIATION, TECH AND SUSTAINABILITY

IGNITING GROWTH BOEHRINGER INGELHEIM IMETA’S MOHAMMED TAWIL ON THE POWER OF PURPOSE, PEOPLE, AND PASSION IN SHAPING THE COMPANY’S JOURNEY

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EMBRACE YOUR POWER: Step into the spotlight, claim your space

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LEADING THE GREEN BRIGADE: Women play a pivotal role in driving sustainability

CONGRATULATIONS TO THE WINNERS

GULF BUSINESS BUSINESS LEADER OF THE YEAR

LIFETIME ACHIEVEMENT AWARD

Sir Tim Clark

Chairman and founder, DAMAC Group

Hussain Sajwani

President, Emirates

BANKING, FINANCE & INVESTMENT BUSINESS LEADER OF THE YEAR Shayne Nelson Group CEO, Emirates NBD

GULF BUSINESS COMPANY OF THE YEAR ACCOR

CLOUD COMPANY OF THE YEAR Huawei

ONLINE TRADING COMPANY OF THE YEAR EFG Hermes ONE

TECHNOLOGY COMPANY OF THE YEAR Microsoft

REAL ESTATE AND CONSTRUCTION BUSINESS LEADER OF THE YEAR Atif Rahman Chairman and Founder of ORO24 Developments

INVESTMENT COMPANY OF THE YEAR AIX Investment Group

ENERGY COMPANY OF THE YEAR Aramco

BANKING COMPANY OF THE YEAR Abu Dhabi Commercial Bank

SME OF THE YEAR Tarabut Gateway

TOURISM BUSINESS LEADER OF THE YEAR Raki Phillips CEO of Ras Al Khaimah Tourism Development Authority

FINANCE ADVISORY COMPANY OF THE YEAR EFG Hermes

SUSTAINABILITY COMPANY OF THE YEAR Masdar

LIFESTYLE PROJECT OF THE YEAR Kyoto by Oro24

DISRUPTIVE COMPANY OF THE YEAR Kitopi

REAL ESTATE AGENCY OF THE YEAR Driven Properties

YOUNG ACHIEVER OF THE YEAR Abdallah Abu Sheikh Co-founder and CEO of Astra Tech

HOSPITALITY BUSINESS LEADER OF THE YEAR Satya Anand President Marriott EMEA

DEVELOPER OF THE YEAR Aldar Properties

RETAIL BUSINESS LEADER OF THE YEAR Ahmed Galal Ismail CEO of Majid Al Futtaim Holding

REAL ESTATE AND CONSTRUCTION INNOVATIVE PROJECT OF THE YEAR Keturah Reserve by MAG Properties

TRANSPORT & LOGISTICS BUSINESS LEADER OF THE YEAR Sir Tim Clark President of Emirates

PROPTECH COMPANY OF THE YEAR Property Finder

HEALTHCARE BUSINESS LEADER OF THE YEAR Alisha Moopen Deputy Managing Director of Aster DM Healthcare

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TECHNOLOGY BUSINESS LEADER OF THE YEAR Prateek Suri Founder and CEO of Maser

ENERGY BUSINESS LEADER OF THE YEAR Dr Sultan Ahmed Al Jaber MD and Group CEO of ADNOC, and Chairman of Masdar

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TOURISM COMPANY OF THE YEAR Saudi Tourism Authority

SOCIAL INNOVATION EXCELLENCE AWARD Butterfly Social Technologies Ltd

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RETAIL COMPANY OF THE YEAR Dubai Duty Free

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CONTENTS

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THE CHANGING FACE OF LEADERSHIP

There is no ‘one size fits all’ approach as the size, type and mission of the organisation can impact leadership styles

GETTING IT RIGHT

Deliberate practice is a strong overall predictor of success in many performance domains

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COVER STORY: DRIVEN BY A PURPOSE

Boehringer Ingelheim’s regional managing director Mohammed Tawil believes that true leadership comes from prioritising the wellbeing of communities and employees

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Pic: Ahmed Abdelwahab

OUR INFRASTRUCTURE DEVELOPMENT HAS ALWAYS STAYED AHEAD OF DEMAND AND UNLIKE OTHER AIRPORTS, WE HAVE NEVER ALLOWED CAPACITY SHORTAGE TO DAMPEN THE EXPANSION PLANS OF THE ENTIRE AIRPORT ECOSYSTEM.” PAUL GRIFFITHS, CEO of Dubai Airports

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Editor-in-chief Obaid Humaid Al Tayer

WOMEN IN CHARGE

Managing partner and group editor Ian Fairservice Getty Images

It is key to harness the potential of women to power climate action in the region

A POWERFUL VOICE

EDITORIAL Group editor Gareth van Zyl

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Gareth.Vanzyl@motivate.ae

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PIONEERING SUSTAINABILITY IN AVIATION

Aviation tech giant Rolls-Royce’s John Kelly shares how the move to decarbonisation is picking up pace across the aviation sector

Editor Neesha Salian neesha@motivate.ae

Digital editor Marisha Singh marisha.singh@motivate.ae

Senior feature writer Kudakwashe Muzoriwa Kudakwashe.Muzoriwa@motivate.ae

Senior art director Freddie N. Colinares freddie@motivate.ae

PRODUCTION General manager – production S Sunil Kumar HEAD OFFICE: Media One Tower, Dubai Media City, PO Box 2331, Dubai, UAE, Tel: +971 4 427 3000, Fax: +971 4 428 2260, motivate@motivate.ae

Production manager Binu Purandaran

DUBAI MEDIA CITY: SD 2-94, 2nd Floor, Building 2, Dubai, UAE, Tel: +971 4 390 3550, Fax: +971 4 390 4845

Production supervisor Venita Pinto

ABU DHABI: PO Box 43072, UAE, Tel: +971 2 677 2005, Fax: +971 2 677 0124, motivate-adh@motivate.ae LONDON: Acre House, 11/15 William Road, London NW1 3ER, UK, motivateuk@motivate.ae

Cover: Freddie N Colinares

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anthony@motivate.ae

Publisher Manish Chopra manish.chopra@motivate.ae

Womena is creating inspiring and compelling women-focused content, amplifying the voices of trailblazing women in the Arab community

Chief commercial officer Anthony Milne

SALES & MARKETING Senior sales manager Sangeetha J S Sangeetha.js@motivate.ae

Follow us on social media: Linkedin: Gulf Business/GBTechTalk Facebook: GulfBusiness/ GBTechTalk; Twitter: @GulfBusiness; Instagram: @GulfBusiness

A GULF BUSINESS INITIATIVE

Group marketing manager Joelle AlBeaino joelle.albeaino@motivate.ae

LEADERSHIP STYLES

BY PROFESSOR FIONA ROBSON

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FEATURE

THE CHANGING FACE OF LEADERSHIP GB LEADERS

LEADERSHIP CAN TAKE MANY DIFFERENT FORMS AND BE PERFORMED BY A VARIETY OF STAKEHOLDERS

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here are lots of leadership theories that have emerged over the years, moving from transactional and autocratic towards styles such as authentic, participative, servant and transformational. There is no ‘one size fits all’ approach as there are many factors including the size, type, and mission of the organisation. There is also a personal element when considering leadership styles because of individual

leaders’ characteristics, experience, and motivations. Historically, when thinking about leadership, the focus has been on the most senior leader or leadership team. It is now acknowledged that leadership can take many different forms and be

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SUCCESSION PLANNING IS NOW MUCH HIGHER UP ON ORGANISATIONAL AGENDAS, PARTICULARLY WHERE LEADERSHIP IS DISTRIBUTED THROUGHOUT THE ORGANISATION.” performed by a variety of stakeholders. The key implication of this is that leaders at all levels need learning and development support to enable them to carry out their roles successfully and support their future careers.

AN EVOLVING LANDSCAPE Sustainability and net zero have come to the forefront in the last few years. A further development for leadership is the expectation of transparency in wider decision-making. It is no longer sufficient for organisations to include a couple of paragraphs on their commitment. Their key stakeholders seek regular

THE IMPORTANCE OF CULTURAL AND EMOTIONAL INTELLIGENCE IS ALSO MORE PROMINENT INITIALLY DRIVEN BY THE ANTICIPATED LINKS WITH PRODUCTIVITY AND PERFORMANCE

THE IMPACT OF THE PANDEMIC ON LEADERSHIP Transformational leadership, which involves leaders inspiring people and taking them on the journey, became particularly pertinent during the pandemic. Leaders had to deal with a whole series of challenges in an effort to pivot their organisation’s operations to take place in a different way in an unprecedented environment. Whilst leaders may strive to demonstrate a

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DEVELOPING LEADERS In recent years, prospective leaders have now become more likely to have attained a university degree, and for many, holding an MBA is a real kitemark of success. This is a shift from times when many leaders were promoted due to being good at their current role and, in some cultures, by age and years of service. In many instances, this means that leadership roles are recruited externally, which brings opportunities for new ideas. Where leaders have completed formal qualifications, it is anticipated that there will be direct benefits for the organisation from the execution of their enhanced skills and knowledge. The importance of cultural and emotional intelligence is also more prominent and initially driven by the anticipated links with productivity and performance. There is compelling evidence about the importance of these areas, particularly within organisations with diverse workforces and with an increased focus on wellbeing. As organisations continue to develop their international or global standing, they should ensure that appropriate resources are made available and role-modelling strong cultural and emotional intelligence. Succession planning is now much higher up on organisational agendas, particularly where leadership is distributed throughout the organisation. There is a greater expectation that the leadership team will be diverse with all of the advantages that this brings. This requires senior leaders to collaborate with the HR team to identify suitable people and opportunities. Organisations are now much more likely to adopt coaching and mentoring approaches rather than traditional corporate training courses.

and accurate updates on progress towards targets. In some industries, the importance of these issues is reflected in the job titles and expertise of the senior leadership team. Whilst, using data to aid decisionmaking is nothing new to leaders, it is fair to say that it has been promoted to centre stage as the range and capabilities of technology continue to grow. Generation Z students will become the first generation with prolonged opportunities through their university programmes to develop data analysis skills. A further variable is shown through recent research about what different generations of employees are looking for and expecting. Leadership teams need to carefully consider whether they differentiate between different groups. At the same time, they need to be cognisant of the fact that most employees will no longer seek to work in one organisation or area for life and that portfolio careers are becoming more popular. It can be argued that in the current period, where social and professional networking sites are so influential, leaders need to be particularly thoughtful of their messaging and actions as they can be very easily shared outside the organisation.

LEADERSHIP STYLES

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FEATURE

transformational style, it would be naïve to suggest that elements of an autocratic style were not needed where decisions had to be made quickly or for strategic reasons. The pandemic illustrated to many leaders that roles could be performed in a different way and with increased flexibility. This could aid employee retention if flexible work practices have been implemented postpandemic. Geographical boundaries shrank and gave leaders the opportunity to consider different ways in which they could work globally. The unexpected nature of the pandemic had an impact on everyone in organisations, whether having to deal with related health issues, or carrying out their work in a different way. Leaders were responsible for trying to keep the business up and running whilst also balancing this with consideration for the wellbeing of their staff. Perhaps one of the biggest challenges was the level of uncertainty and change, many of which were externally controlled. Perhaps a positive outcome of the pandemic was leaders accelerating their plans to make better use of digital tools. On a personal level, this required leaders to up-skill themselves to set a good example for everyone else in the organisation. Leading teams virtually is a different type of skill not least when it wasn’t expected. As well as working with their senior teams virtually, technology had to be used for meetings with wider stakeholders.

Some things don’t change: lead by example, be transparent herever possible and involve employees in decision-making. To conclude, the popularity of different leadership styles and approaches has changed during the last few years. However, it would be naïve to suggest that leaders only have one style and/or one that is suitable for every type of activity and relationship in the organisation. Effective leaders will adjust their style depending on specific situations. Regardless of their role in the organisation, the one thing that is common is the ability to always look forward to pre-empting changes and new trends. It will be interesting to see how leaders cope with continued digital transformations such as artificial intelligence. L

The writer is the head of Edinburgh Business School and School of Social Sciences Heriot-Watt University, Dubai.

FEATURE

PERSONAL POWER

BY DR JEFFREY PFEFFER AND DR M MUNEER

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DOES POWER MAKE YOU UNCOMFORTABLE?

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THOSE WHO BELIEVE MODESTY IS A VIRTUE OFTEN SELFDEPRECATE, FAIL TO PROMOTE THEIR ACCOMPLISHMENTS THE RIGHT WAY AND ACT IN WAYS THAT GIVE AWAY THEIR POWER

PERSONAL POWER

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eople always make statements about aspirations to usher in meaningful changes to the trajectory of their careers, their lives, their organisations, or the world, and they almost always converge on one topic: Power. Power is a fundamental cornerstone of organisational and social life. Yet as Professor Rosabeth Moss Kanter of Harvard Business School described years ago, power is a topic that makes people uncomfortable – a topic that they sometimes shy away from. Perhaps this is the reason why so many qualified and promising careers get derailed by political setbacks. Not just in business but in politics as well. Take note that power is one of the most important social forces. Regardless of any momentary discomfort, it is essential for accomplishing any change – socially, politically or otherwise. Learning, after all, often involves challenging assumptions and taking people out of their comfort zones. Why should power make us uncomfortable? It’s foundational to success at work for CEOs, political leaders, managers and new recruits, alike.

Having worked with a multitude of individuals from around the globe, and industries, we can tell you that the people themselves are often their own biggest barrier to achieving the power and the positions that they seek. We believe power is very important to the success of individuals at work, politics or personal lives. What should you do to unleash your power and become the more powerful person living inside you? Here are four proven methods: Think hard and deep Before you define yourself. We know of a gold medalist from India’s premier tech institute, IIT, who came to Stanford to do his masters in AI and landed a

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Just reject other-imposed constraints. We know closely at least three female leaders who broke the glass ceiling to head their respective global conglomerates at

a relatively young age. Their common quality is their absolute unwillingness to conform to gender-norm expectations – or to let others impose constraints on who they are and what they can (and should) do. As one of them described it in a recent email: “I don’t choose to be relegated to a lower status role. I have no problem challenging folks or making them rethink their stereotypical assumptions. There are many examples – you are a woman or you are a surgeon. I don’t feel like I have to ‘stay in my lane’. The head honcho who hired me asked me, ‘Do you not see the boundaries between disciplines?’ I replied, ‘No, why should I?’” Two years ago, this leader was running an adaptive drug design study for Covid-19 although she was a breast cancer surgeon. If you have something you think you can contribute to a decision, refuse to let others define you out of it.

POWER IS VERY IMPORTANT TO THE SUCCESS OF INDIVIDUALS AT WORK AND IN THEIR PERSONAL LIVES

Throw out worries about being liked. More people than you imagine worry too much about being liked. Look at most leaders you see around you today. If you want to be liked, get a pet. A pet will love you unconditionally. Some elected leaders such as Donald Trump and Narendra Modi are not worried about alienating some sets of folks for their power. On the other hand, in business, you are not hired to win a popularity contest. Your responsibility is to get things done and make the enterprise successful. Many CEOs of startups including those of Zomato and Tesla never feared making hard decisions

THOSE WHO BELIEVE MODESTY IS A VIRTUE OFTEN SELF-DEPRECATE, FAIL TO PROMOTE THEIR ACCOMPLISHMENTS THE RIGHT WAY AND ACT IN WAYS THAT GIVE AWAY THEIR POWER.”

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plum job. However, his LinkedIn profile and resume were very matter of fact and didn’t project any of his outstanding capabilities prominently. He felt he could have done more courses at Stanford and that he was not much of an expert in his chosen field despite the fact that he was chosen as a research assistant in his first term by one of the university’s top professors for a coveted project. He also had two patents under his belt before taking up a cushy job at the global blue chip company. When we probed why he didn’t feel the need to talk boldly about his achievements. We realised he was under the misplaced notion of modesty, given his Indian middle-class background. Modesty is fine once your accomplishments are well-recognised but not early in your career. He has since then redone his profile and started exhibiting a more confident, powerful-appearing persona that influenced how others see him. Those who believe modesty is a virtue often selfdeprecate, fail to promote their accomplishments the right way and act in ways that give away their power. Don’t make this blunder. If you don’t think you are up to the task or qualified for a role, others will pick it up without even a blink on conscience. Don’t selfhandicap yourself by being unwilling to lean into your many specific and relevant skills. Two years ago, we asked the spokesperson of India’s Congress Party how its leader Rahul Gandhi was defining himself as. We could not figure out given his reluctant entry to politics, the way he articulated his views and the lack of overall consistent stance on political strategy. There was no response from the party, arguably because the spokesperson was as clueless as most Indians were. We had spoken at length to many of them about the real powerful persona that hides inside him – For instance, he is one of the most voracious readers in Indian politics, is born into a powerful family and has no burden of corruption personally. It is heartening to see that he has emerged as a much more powerful a leader today.

FEATURE

PERSONAL POWER

WE HAVE SEEN IN A STUDY THAT WHEN PEOPLE’S OUTCOMES – THEIR REWARDS, THEIR SUCCESS – DEPENDED ON THE OVERALL SUCCESS OF THE GROUP, THEY WERE WILLING TO PRIORITISE COMPETENCE OVER SOCIABILITY (NICENESS) IN CHOOSING FOLKS TO WORK WITH.”

Don’t allow unfairness to become an excuse. There are at least two ways to respond to any unjustness – for instance, gender/race discrimination – that remains all too pervasive. One is to use being unfairly treated as an excuse. Instead, reframe things in ways that tell you what to do. If being an “only” makes you stand out, use that uniqueness to your advantage. It may be comfortable to self-handicap and to make excuses – but it diminishes the likelihood of achieving power. Power is leverage – including leverage to change things for the better. Power accelerates careers, permits the accomplishment of great, bold things and increases life satisfaction. It’s crucial to understand that one of the biggest barriers to building and using power is our feelings – and our reluctance to build and use influence. Remember, the first rule of power is to get out of your own way. The most powerful people describe themselves as fearless, shameless, bold, and brave. They have gotten out of their own way by losing the scripts that hold them back. You must too, if you want to transform your career. L

Dr Pfeffer is chair professor of organisational behaviour at Stanford Graduate School of Business, and Dr M Muneer is a Fortune-500 advisor, startup investor and co-founder of the non-profit Medici Institute for Innovation.

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and had been publicly vocal about not being worried about being disliked by many. The late Jack Welch certainly was not a popular one. We have seen in a study that when people’s outcomes – their rewards, their success – depended on the overall success of the group, they were willing to prioritise competence over sociability (niceness) in choosing folks to work with. Fundamentally, people love to be part of a winning set. Your first responsibility as a leader is to produce success, not to be loved – or loveable.

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FEATURE

PERFORMANCE |

BY REHAN KHAN

PRACTICE MAKES PERFECT DELIBERATELY PRACTICING NEW BEHAVIOUR OR SKILLS INCREASES THE ODDS THAT YOU WILL BE SUCCESSFUL AT IT WHEN IT MATTERS

s someone who was born and grew up in Wimbledon about a mile from the All England Lawn Tennis & Croquet Club, there was an expectation from an early age that I would play tennis. And I did. I was an average club player, occupying the third team and sometimes being called up to the second team. Despite not being in the elite category of club tennis, the one shot I really prided myself on was my running cross-court double-handed backhand. I could whip a cross court backhand on the run, at full stretch, just like my tennis hero from the 80s, Mats Wilander, and boy did it feel good when it went past my opponent. That dumbfounded expression it left on their faces was priceless. But in recent years I have been having trouble with my once favourite shot, resorting more often than not to a more defensive backhand slice. Any skill we learn, such as playing tennis, is formulated by a chain of nerve fibres, which carry an electrical impulse. Myelin is the white matter in the brain that forms insulation around these nerves, much like rubber insulates copper wire, preventing the signal from leaking. When we practice a skill, such as the aforementioned running crosscourt double-handed backhand, myelin wraps further layers of insulation around the neural circuit associated with that particular skill (i.e. the backhand). The thicker the myelin becomes, the more it helps to improve the signal strength along the nerve fibre, and in turn improves the skill itself and the movements and thoughts that are

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associated with it. When a tennis player hits that crosscourt backhand, an electrical signal runs down the nerve fibre, much like a voltage through a power line, but it also triggers other nerve fibres that are associated with the movement. In unison, these nerve fibres then control the movement of the body in a tennis match, the preparation for the shot, the backhand, the recovery, the balance, and the ready position for the next shot. When the signal running along the nerve fibre is leaky and slow, as a result of a lack of myelin insulation, then the performance of the tennis action will also be listless and slow. When the nerve fibre is well insulated, and the signal fast, then the subsequent movement performed by the tennis player will also be sleek and synchronised. As we become better at a particular skill, the less we become aware that we are actually using it. You can see this in

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those who are well-heeled public speakers, they have practiced so often, that it becomes natural. When in fact, very few people are born with the ability to speak well on a public stage. They learn it, through hard work, mistakes, reflecting on those mistakes, then pushing themselves further. CIRCUITS RULE, SKILLS DEVELOP

Dr George Bartzokis was a UCLA neurologist and myelin researcher who said: “All skills, all language, all music, all movements, are made of living circuits, and all circuits grow according to certain rules.” In other words, the more we practice a skill, the stronger the myelin insulates and the better we become at performing that skill. Of course, the reverse is true as well, which is probably the reason my cross-court backhand has failed so miserably in the past few years, I am simply not playing enough tennis. When we practice a skill with depth, we push our abilities further. At this performance edge, we inevitably make mistakes, as we are operating at the peak of our abilities, but if we choose to examine these mistakes, we then learn to slow down the skill breaking it into small parts, this allows us to observe the errors we are making, fix those errors, and then keep pushing our performance edge further. That’s when, as in the case of tennis, our movements became graceful like Roger Federer. These small incremental adjustments over time, allow us to make huge strides in our performance. Often, we won’t see the improvements in ourselves, but someone who we’ve not met for a while, will take note and say: “You have changed”, and hopefully it’s for the better. The best changes, the most lasting ones are the small incremental ones, where we find ourselves consistently working hard. These are the ones that last, unlike immediate success, which can quickly lead to immediate failure. The best way to keep pushing that performance edge is to select a task just at the edge of your abilities. This might be a major presentation to a key client that you have not delivered before or designing an investment case model for a major transaction that you have not structured before. Whatever it is, choose something that requires you to dig in and that goes just beyond your current abilities. MISTAKES MATTER - POSITIVELY AS WELL

Of course, you must be willing to accept, that the only way to get better is to learn from the mistakes you will

AS WE BECOME BETTER AT A PARTICULAR SKILL, THE LESS WE BECOME AWARE THAT WE ARE ACTUALLY USING IT

make, which you will. Having done so address them, try again, get better, then push yourself once more to the point where you might make mistakes, address them and keep on going. The other essential ingredient to be able to practice any skill deeply in life is to have a craving for it and to be tenacious. I have written seven novels, three in the fantasy genre and four which are historical fiction. I can tell you that every time I sit down to write a book, I think I will never be able to achieve what I did with the previous book, but every time I manage to push that performance edge a little further (hopefully the readers of my novels will agree) as I would have addressed the mistakes I made in the past, then practiced more, strengthened the myelin around the nerve connections and further strengthened the signal and the performance of writing. One way to improve a particular skill is to be exposed to an environment where others are also practicing that skill. This might be sharpening your consulting skills, or sales closing abilities. In a classic experiment from the 1980s that laid the foundations for what is today called brain plasticity, Bill Greenough and his research team at the University of Illinois experimented with three groups of rats. The first set of rats was raised in isolation, each one was placed in a large plastic shoebox. The second set of rats was raised with other rats but also in shoe boxes. The third set of rats was raised with other rats but in an enriched environment where toys were placed that they instinctively played with. For example, the rats figured out how to work the lever on a toy dump truck. Later, when Greenough and his team autopsied the rodents’ brains, they found that the number of synapses and white matter

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THE BEST WAY TO KEEP PUSHING THAT PERFORMANCE EDGE IS TO SELECT A TASK JUST AT THE EDGE OF YOUR ABILITIES.”

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PERFORMANCE

(myelin) in the third set of rats who grew up in the enriched environment had increased by 25 per cent compared to the other two groups. Exploring brain plasticity further, Fredrik Ullén, an associate professor at the Stockholm Brain Institute in Sweden and his team scanned the brains of concert pianists and found a direct relationship between the number of hours they practiced and white matter. The team found that the white matter regions of professional pianists’ brains are more developed than non-musicians. They also concluded that the more hours a concert pianist practiced per day, the more heavily myelinated were these sheaths. Similar experiments were undertaken by Torkel Klingberg which linked reading skills with white matter increases and by Jesus Pujol which linked vocabulary development with white matter increases. In essence, the more a tennis player can practice that backhand, the more they – to use a telecoms analogy – insulate their broadband connection, and so prevent leaky signals. The wrapping of the myelin sheaths, strengthens this connection, improves the skill level, and makes it much more natural. The strength of the signal though, is dependent on struggle, the tennis player must hit the backhand, learn how to improve it, and hit that backhand again and again, each time paying attention to the mistakes they previously made. This deliberate practice trains the circuit in the brain. When for long periods you stop firing that circuit, as I did for many years by taking a break in playing competitive tennis, then myelin like any living tissue starts to break down and not function properly, weakening the connection and in turn the skill level. In his book The Talent Code, Daniel Coyle, reports on a trip he made to the Spartak Tennis Club in Moscow, which he describes as “…a freezing dilapidated venue that has produced consider[able] talent: Anna Kournikova, Marat Safin, Anastasia Myskina, Elena Dementieva, Dinara Safina, Mikhail Youzhny, and Dmitry Tursunov. The club produced more top-twentyranked women than the United States did from 2005 to 2007, as well as half of the men’s team that won the 2006 Davis Cup, and it did it with one indoor court”. He recounts how tennis players are coached (always in groups, never by themselves) to play in slow motion, with an imaginary ball, this could be young children or a professional player. When they eventually move to hitting a real tennis ball, the coach painstakingly stops the players, asks them to examine their movements, and then slowly, very slowly goes through the motion, again and again. The tennis players are being coached with slow precise movements where the focus is on technique. “Technique is everything,” the late tennis coach of Spartak Tennis Club, Larisa Preobrazhenskaya said on the record. “If you begin playing without technique, it is a big mistake. Big, big mistake!” This approach means that the tennis players, are paying close attention to the

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TENNIS PLAYERS ARE BEING COACHED WITH SLOW PRECISE MOVEMENTS WHERE THE FOCUS IS ON TECHNIQUE

errors they are making, then with a high degree of precision correcting those errors, which in turn strengthens the myelin, so improves the strength and speed of the skill between the nerve cells, which in turn makes the muscle movements flow and look natural. Practicing any skill, whether it’s a sales presentation, an ability to undertake an analytical analysis of an investment case, negotiate with a client, or any of the arts, creative or sports skills that come to mind requires deep practice, especially as we get older. The virtuoso pianist Vladimir Horowitz, who performed at concerts into his eighties said: “If I skip practice for one day, I notice. If I skip practice for two days, my wife notices. If I skip for three days, the world notices.” Sharpening any skill requires repetition and practice, but to achieve that performance edge, also requires slowing down, learning from mistakes, and then practicing some more, making mistakes, slowing down, and then practicing some more. For me, I guess, there is no other choice, but to try and play more tennis, to be able to retrieve that running crosscourt double-handed backhand, which at one time dazzled my opponents. L

The writer is the founder and CEO of Improve Executive Focus, and as well as a writer of fiction and non-fiction books.

BY TAREK MOUNIR | FITNESS

FEATURE

ARE YOU FIT TO LEAD? WHY PERSONAL WELLNESS CAN MAKE YOU A MORE EFFECTIVE LEADER

t’s no secret that the life of a CEO or company founder – or any management position where people are relying on you to make the tough decisions – is not for the faint hearted. Leadership requires mental, physical, and emotional stamina if you want to survive and hopefully thrive. Unfortunately, recent global data by Deloitte indicated that 41 per cent of senior leaders are stressed and 36 per cent are exhausted. Nearly 70 per cent of senior leaders said burnout was affecting their ability to make decisions and 69 per cent of executives are thinking about quitting because of their wellbeing. With so much ongoing uncertainty in the world, many of these pressures – and their negative consequences – look set to continue. But leaders are far from powerless. I have seen firsthand the incredible effects that committing to a fitness programme with a professional trainer can have – and it doesn’t matter what shape you’re currently in. Regular training over the long term can lead to increased energy levels, better cardiovascular health, and improved stamina – which in turn contribute to a leader’s ability to navigate the demands of a dynamic and often stressful work environment. It’s simple. A physically fit leader is more likely to handle the challenges of long work

hours and demanding schedules with composure and vitality, setting an example for their team. Indeed, I’m seeing a global trend of more organisations recognising the holistic benefits of a healthy lifestyle and integrating health and fitness into their leadership development programmes – let’s hope it continues to gain prominence. I’m sure some senior executives reading this might say they simply don’t have the time to train, and I’d challenge that notion. What is required is a change in mindset – getting in good shape physically, and therefore mentally is like investing in your business. It’s as valuable as any Zoom meeting or tradeshow or client pitch. Why? Because you’re optimising your performance and setting an amazing example.

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FEATURE

FITNESS

Unfortunately, recent global data by Deloitte indicated that

We prefer steps in the right direction, incremental changes and ‘SMALL WINS’ that can become gradually life-changing

41 PER CENT OF SENIOR LEADERS are stressed and 36 per cent are exhausted

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In the past couple of years, leadership has required massive resilience in the face of sudden setbacks and challenges and regular exercise has been shown to enhance this by promoting adaptive responses to stress – and leaders who are physically fit are better equipped to bounce back from a crisis and maintain a forwardthinking perspective. For those at the top of their industry, it’s also worth knowing that according to scientists one of the most significant benefits of exercise is that it promotes neurogenesis, or the birth of new brain cells. This is essential to improving cognitive function. In other words, you can think better. Exercise can also improve the health and function of the synapses between neurons in the hippocampus, a part of the brain devoted to memory formation and storage. Put simply – imagine your brain as a muscle: the more workout you put into it, the stronger and bigger it gets. If all this sounds like I’m saying everyone in management must suddenly hit the gym hard five times a week and go on a super strict healthy diet today, I’m not.

It’s important to emphasise the long-term nature of this proposition. I’m not talking about ‘three-month transformations’ which in my opinion can put too much strain on a person’s psyche. To do them you have to essentially destroy the mental state of the person; you are transforming what makes them a human being and can create irrational and morbid fears (of eating carbs as an example). Our programmes encourage people to think holistically and focus on making the entire process the goal. As a business we don’t really promote ‘before and after’ programmes, although obviously they’re great for social media likes. We prefer steps in the right direction, incremental changes and ‘small wins’ that can become gradually life-changing. Here’s a good quote from ‘Atomic Habits’ by James Clear that sums it up nicely: “Making a choice that is 1 per cent better or 1 per cent worse seems insignificant in the moment, but over the span of moments that make up a lifetime these choices determine the difference between who you are and who you could be. Success is the product of daily habits – not once-ina-lifetime transformations.” L

The writer is the founder and CEO of Enhance Fitness.

WHAT IS REQUIRED IS A CHANGE IN MINDSET – GETTING IN GOOD SHAPE PHYSICALLY, AND THEREFORE MENTALLY IS LIKE INVESTING IN YOUR BUSINESS. IT’S AS VALUABLE AS ANY ZOOM MEETING OR TRADESHOW OR CLIENT PITCH. WHY? BECAUSE YOU’RE OPTIMISING YOUR PERFORMANCE AND SETTING AN AMAZING EXAMPLE.”

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AI |

BY ALBERTO ROSSI

FEATURE

AI AT THE WORKPLACE: WHAT DOES IT MEAN FOR US?

he transformative power of artificial intelligence (AI) and automation in shaping the future of work is undeniable. These aren’t just tales of a distant future, they are very much shaping our present. From the intricacies of autonomous vehicles to the depths of sophisticated customer support software, AI’s footprint is far-reaching and deep. At its core, AI operates as a super-charged assistant, but it is much more than that. AI has the uncanny ability to sift through enormous data sets, identify intricate patterns, and make decisions that were once thought to be exclusively human territory. Be it safely guiding a self-driving car through unpredictable traffic or accurately predicting a consumer’s next purchase, AI is proving its mettle. With technological advancements accelerating, the potential of AI seems boundless. IMPACT ON JOB OPPORTUNITIES The World Economic Forum’s Future of Jobs Report 2023 sheds light on some vital aspects of our evolving job landscape. A majority of technologies promise a net positive impact on job opportunities in the next half-decade. Leaders in this positive shift include big data analytics, efforts countering climate change, and innovations in encryption and cybersecurity. Yet, not all sectors reap these benefits evenly. Agriculture technologies, digital platforms, e-commerce, and even certain applications of AI signal potential job disruptions. Several businesses voice concerns about imminent job displacements triggered by these technologies. However, this upheaval is counterbalanced by job growth in alternative sectors, emphasising the dynamic nature of our economy. The lone outliers in this trend appear to be humanoid and non-humanoid robots, where the promise of net job creation seems bleak. Modern businesses are swiftly integrating AI to handle tasks once deemed monotonous or repetitive. In manufacturing hubs, robots are taking center stage, assembling intricate parts with precision. In the financial world, automated chat systems efficiently manage an array of customer inquiries, offering swift solutions. This paradigm shift means that today’s workforce must be agile, embracing new skills and continuously learning. Beyond mere task execution, AI plays a pivotal role in enhancing our cognitive abilities. Medical professionals leverage AI to diagnose complex diseases, tapping into vast databases of medical knowledge. Marketers harness its power to foresee product trends, aligning with ever-evolving consumer preferences. By automating routine tasks, AI liberates us to pursue innovation and creativity. CHALLENGE OR OPPORTUNITY? However, widespread anxiety looms about AI usurping human roles. True, certain jobs may vanish in the AI age, but history teaches us that

technological evolution spawns new professions. The computer revolution of the 20th century serves as a testament. As we tread this path, the jobs of tomorrow will place a premium on human attributes such as problem-solving, empathic communication, and dynamic collaboration. Artificial intelligence isn’t just about reshaping existing jobs, it is a launch pad for entirely new careers. The virtual gaming industry, with its rich, immersive experiences, is just one such example. Equally promising is the realm of sustainable energy solutions, where AI-driven innovations promise a greener future. Embracing change is more than survival, it is a doorway to unprecedented professional prospects. The narrative shouldn’t be humans versus machines, but rather about harmonious coexistence. Marrying human creativity with AI’s computational ability can lead to breakthroughs previously deemed unimaginable. Innovations such as ChatGPT paint a picture of our future job landscape. Some roles might undergo streamlining, while others will evolve. This underscores the imperative for industries, educational frameworks, and the workforce to demystify AI and gear up for its sweeping implications. In these changing times, business owners see a lot of opportunities. Seizing AI’s momentum can equip businesses, irrespective of their scale, with transformative solutions. Even though everyone is talking about AI, it is important to remember: jobs will change, not go away. L The writer is a professor and director of the AI, Analytics, and Future of Work Initiative, at Georgetown University McDonough School of Business.

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DOES THE ADVENT OF AI HERALD THE END OF TRADITIONAL JOBS OR THE BIRTH OF NEW OPPORTUNITIES?

CLIMATE ACTION

BY MARYAM AL MANSOOR

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FEATURE

WOMEN IN CHARGE WHY ITS KEY TO HARNESS THE POTENTIAL OF WOMEN TO POWER CLIMATE ACTION IN THE REGION

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he climate crisis is a global challenge that requires urgent action from every corner of the world. The unique perspectives and untapped potential of women in the Middle East must not be overlooked as crucial in steering effective climate action. By harnessing their power, we can unlock sustainable solutions that not only protect our planet but also create a more inclusive and equitable future for all. Women in the Middle East have a deep-rooted connection to the environment. For generations, they have been the caretakers of the land, preserving ecosystems and protecting natural resources. Their historical and ongoing efforts to sustainably manage the environment are a testament to their commitment to their communities. The Middle East is home to many women-led initiatives that have brought about positive environmental change, from renewable energy

projects to sustainable agriculture practices. For instance, Zeinab Mokalled, an 83-year-old Lebanese woman, established an Association for Waste Collection and Recycling in her village Arabsalim in South Lebanon. Her initiative began in 1995 and has been focused on waste recycling and management. CHALLENGING INEQUALITY The intersectionality of gender and climate change in the Middle East presents unique challenges for women. Despite their crucial role, women in the region remain underrepresented

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TO TRULY UNLEASH THE POWER OF WOMEN IN MIDDLE EAST-LED CLIMATE ACTION, WE MUST PROMOTE THEIR VOICES ON THE GLOBAL STAGE.”

According to a report by the UN Framework Convention on Climate Change, WOMEN HOLD ONLY 25 PER CENT of senior management positions in the energy sector

engineers, and climate activists can also help promote sustainability. Mentorship and support networks are crucial in providing guidance, amplifying the impact of women’s actions, and promoting gender equality in climate discourse and decision-making processes. To truly unleash the power of women in Middle East-led climate action, we must promote their voices on the global stage. International climate forums and policy-making discussions must prioritise the representation of these often marginalised voices. Doing so can shape sustainable, culturally appropriate climate solutions that resonate with the realities of the region. Amplifying women’s perspectives and knowledge from the Middle East can be transformative in ensuring that climate actions are inclusive, effective, and truly represent the needs of all. L

The writer is the general manager at Rebound.

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EMPOWERING WOMEN AS LEADERS IN CLIMATE ACTION Investing in women’s leadership and participation in climate action can have significant benefits. A study by the Global Commission on the Economy and Climate found that gender-diverse teams in the renewable energy sector were more innovative and had better financial performance. Empowering women through resources, training, and opportunities can create a ripple effect that reverberates throughout society. Another study found a strong positive relationship between the percentage of seats occupied by women in national parliaments and the stringency of climate change policies. However, we must address the specific barriers and hurdles that hinder full participation in shaping sustainable solutions. Challenging these barriers and promoting inclusivity at every level can help create safe spaces where women’s voices are heard and respected, and their ideas are given the attention they deserve. According to a report by the UN Framework Convention on Climate Change, women hold only 25 per cent of senior management positions in the energy sector. Encouraging educational opportunities that empower young women to become scientists,

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in decision-making and leadership positions in climate-related fields. Further, deep-seated gender inequalities exacerbate the impacts of climate change, leaving women disproportionately vulnerable to its consequences. Schools can be severely damaged and educational activities can be disrupted by natural disasters and extreme weather, resulting in missed classes and reduced educational opportunities for young women and girls. Indeed, on an annual basis, these occurrences cause disruptions to the academic experiences of around 37.5 million students. Furthermore, over two hundred million adolescent females residing in poverty are particularly vulnerable to the detrimental effects of these severe weather phenomena. Despite these challenges, women have demonstrated remarkable resilience in the face of adversity. They have become climate change warriors, organising community efforts to adapt to changing environments and implementing innovative solutions that safeguard their communities.

FEATURE

PEOPLE MANAGEMENT

KAUR VALUES ERIM KAUR, ENTREPRENEUR, INFLUENCER AND FOUNDER OF LUXURY HAIR AND BEARD CARE BRAND, BYERIM, SHARES HER KEY TIPS ON MANAGING PEOPLE

handling social media. Consequently, I can empathise with my team and offer comprehensive solutions when they encounter various challenges. Having first-hand experience in their roles equips me to understand their job intricacies and the obstacles they encounter. Trust your team. Trust in your team is paramount, as delegation is essential for allocating time to high-level responsibilities such as leadership,

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ounder of ByErim, Erim Kaur has more than 383,000 followers on Instagram. The people who follow her can’t get enough of her engaging reels and tips. Kaur has had to go through countless trials and tribulations in life, including losing her mother to cancer when she was eight. Kaur persevered for 15 years to develop the right formula for her haircare products under the guidance of her grandmother. Kaur’s brand has seen great success, netting over 90,000 customers worldwide since it launched. Using her experience as a successful businesswoman, Kaur shares her key tips on managing people. Master every role in the company. I started my journey by personally managing order fulfillment, customer service, and

cultivating team culture, and advancing the brand. This mutual trust is a two-way street; your team should have complete confidence in you, allowing them the freedom to experiment and the assurance that you will always provide solutions, regardless of the outcome. Focus on communication. Assessing how individuals react to feedback is crucial. Some may prefer a direct approach, while others benefit from gentle guidance. Adapting your feedback style can be challenging with a larger team. Consider their feedback reception, sources of motivation (such as praise, goal setting, or constructive criticism), and what aids their growth.

TRUST IN YOUR TEAM IS PARAMOUNT, AS DELEGATION IS ESSENTIAL FOR ALLOCATING TIME TO HIGH-LEVEL RESPONSIBILITIES SUCH AS LEADERSHIP, CULTIVATING TEAM CULTURE, AND ADVANCING THE BRAND.”

Learning this will help you to get the best out of your employees. Remember, everyone makes mistakes. Embrace your humanity and the potential for mistakes. Approach each situation with humility, acknowledging that your knowledge and life experiences are finite. No one is an expert in all areas. Granting yourself permission, as a leader, to make mistakes is crucial for both your mental well-being and establishing a team culture that welcomes risk and embraces the potential for failure. Establish clear boundaries with your team. As a young woman leading a predominantly female team in my age group, I often forge close friendships with my team members, which enhances the work environment and adds a layer of fulfillment to our roles. It also reinforces our shared commitment to the business’ overarching goals. However, maintaining professional boundaries can be a challenge. To address this, I make it a practice to set priorities and ensure that all essential work tasks are completed before engaging in personal discussions. L

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COVER STORY BOEHRINGER INGELHEIM

A FUTURE-FORWARD BOEHRINGER INGELHEIM’S REGIONAL MANAGING DIRECTOR AND HEAD OF HUMAN PHARMA MOHAMMED TAWIL BELIEVES THAT TRUE LEADERSHIP COMES FROM PRIORITISING THE WELLBEING OF COMMUNITIES AND EMPLOYEES

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WORDS NEESHA SALIAN

PHOTOS AHMED ABDELWAHAB

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VISION

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HANDLING A DIVERSE REGION

Being at the apex of an organisation that serves a diverse region, is no mean feat, particularly if the company happens to be one of the world’s oldest research-driven biopharmaceutical firms (Boehringer Ingelheim was established in 1885). For the Jordanian-born pharmacy graduate, it is an opportunity to facilitate more advanced healthcare solutions that productively and effectively address human and animal health challenges impacting the region today. He says: “We have been creating value through innovation by infusing long-term, sustainable thinking into our Human Pharma and Animal Health units. We acknowledge the deep and complex ways the lives of humans and animals are interconnected and work on breakthrough therapies and co-create solutions that help millions of people worldwide live longer healthier lives. “We are committed to treating diseases with unmet medical needs. Our regional collaboration with our peers in the industry, government, healthcare and academia aims to improve knowledge, standardise care, and ease the burdens patients and families often face.” Tawil’s deep-rooted focus on patients and his ability to align the company’s efforts for innovation while complying with regulatory frameworks and sustainability goals has been a key driving force underscoring the IMETA’s team’s successful performance. The company ended 2022 on a high with 30 million patients benefitting from its innovative medicines across the globe. Research and development investments reached EUR5bn, constituting 21 per cent of net sales. Net sales rose by a currency-adjusted 10.5 per cent to EUR24.1bn.

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y first meeting with Mohammed Tawil, the regional managing director, and head of Human Pharma, IMETA (India, the Middle East, Turkey and Africa) at Boehringer Ingelheim, is via video call. The busy executive, who manages 70 markets, is in Germany and he makes time in between meetings to share details about his team and the initiatives that the pharmaceutical company has been working on. Tawil is humble, focused and easy to talk to – traits that have won him respect and admiration across the company’s global and IMETA team, which he has successfully helmed since January 2021. Our chat reveals his deep passion for the company’s values, which primarily focus on enabling the wellbeing of communities, particularly in underserved communities, and a commitment to ensure the company achieves its sustainable goals through its Sustainable Development for Generations framework. Tawil’s inspiring sense of purpose and active community work make him a strong ambassador for Boehringer Ingelheim. He is steeped in its DNA, having joined them 28 years ago. “Boehringer Ingelheim is my ‘home’. I joined the company after I graduated in 1995, with a degree in pharmacy in Jordan. Since then, I’ve worked in many divisions and roles, such as sales, marketing and business management, in Jordan, Saudi Arabia, Lebanon, UAE, China and countries in Latin America as well as the company’s headquarters in Germany. I understand the business and stand testament to its incredible impact across the world, but more so in communities across IMETA, where it has been transforming lives for generations.” Under his leadership, India was also added to the META region, making it IMETA – a nod to his ability to tackle a growing portfolio and expand the business in emerging markets.

MOHAMMED TAWIL JOINED BOEHRINGER INGELHEIM IN 1995

PRODUCTIVE PARTNERSHIPS

Tawil’s leadership has fostered key partnerships in the region, further supporting its growth. In Saudi Arabia, the company collaborated with Cigalah and Tabuk Pharma, one of the largest local pharma companies in the kingdom, for the secondary production of 26 Boehringer Ingelheim products. Boehringer Ingelheim is also producing its hypertension drug in partnership with Biopharm Laboratories, a leading local manufacturing company, in Algeria. This year, the company opened two scientific offices in Nairobi and Casablanca.

COVER STORY

This has helped the company establish a foothold in the region, and demonstrate its commitment to advancing sustainable development for current and future generations, as well as improving human and animal health. From a sustainability standpoint of providing more equitable and sustainable healthcare, Boehringer Ingelheim teamed up with Ashoka, the largest global network for social entrepreneurs to create the ‘Making More Health’ initiative which focuses on connecting innovative social entrepreneurs with business expertise to bridge the gap between business success and social and environmental causes in underserved communities. These partnerships are key to our presence in this region,” he says. “By working with our peers in the industry, government, healthcare and academia across the region we are determined to further our collective knowledge, enhance and standardise treatment and care, and find ways to lighten the burden carried – often needlessly – by patients and their families.” SERVING HUMAN AND ANIMAL HEALTHCARE NEEDS

As the head of Human Pharma, Tawil gives me key insights into the company’s ‘therapy areas’ under human health, during my visit to the Dubai office, to learn more about the company. “These areas include providing effective primary and speciality care across various indications, including cardiorenal-metabolic conditions, hypertension, stroke as well as rare lung and skin diseases,” he shares. “We’re embarking on many clinical trials, opening the door to many treatments for unmet needs across human healthcare. We are looking to offer treatment for certain types of psoriasis and other inflammatory conditions. On a global level, we are also supporting oncology patients,” he adds. Animal health is also a major area of focus for Boehringer Ingelheim. The company’s animal health portfolio comprises vaccines, parasiticides, and therapeutics, complemented by diagnostics and monitoring platforms. The animal health offering focuses on companion animals, livestock and poultry. Tawil has been a fervent advocate of enabling animal health across the markets he oversees. He is personally involved in the company’s LastMile initiative, which supports farming communities in markets such as Sub-Saharan Africa.

THE COMPANY ENDED 2022 ON A HIGH WITH

MILLION PATIENTS

BENEFITTING FROM ITS INNOVATIVE MEDICINES ACROSS THE GLOBE

Healthy animals, he says, are the foundation of vibrant and prospering communities. Modern vaccines, antibiotics, and treatments, as well as access to veterinarians, allow farmers to protect their animals, which supports the friends, family and community around them. “To accelerate the roll-out of the current and future veterinary medicine portfolio, Boehringer Ingelheim deployed groups of animal health technicians (called LastMile Livestock Service Providers or LLSPs) from the local communities in each of our targeted markets to travel around their local regions covering areas which are normally very difficult or impossible to access through usual distribution networks. LLSPs check the health status of animals at the smallholder farm level,” Tawil adds. This distribution model has positively affected the livelihood of smallholder farmers in the concerned countries by increasing their veterinary awareness, access to high-quality veterinary solutions, and ultimately their income from healthier and more productive animals. In addition, it has created new employment opportunities for veterinary health technicians in specific rural territories – a milestone that Tawil considers significant when it comes to supporting communities at every level. “The LastMile initiative forms part of the company’s commitment to improve human and animal health. We feel responsible for our communities and are respectful of our resources. We are committed to sustainable development and work closely with our local stakeholders to understand their needs,” says Tawil. He shares that 40,000 smallholder farmers across six African countries have been trained in the prevention and treatment of animal diseases, contributing to improved social and economic conditions. As for its efforts in combating infectious diseases, Boehringer Ingelheim has worked on vaccinating over 30,000 dogs and is targeting to vaccinate over 50,000 by the end of 2023 to curb the spread of rabies. INVESTING IN PEOPLE

Tawil praises the IMETA team’s involvement and drive to support these initiatives that further human and animal healthcare. He also sees people as the foundation of the company’s elevated status and performance in the field of healthcare.

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WE ARE DETERMINED TO FURTHER OUR COLLECTIVE KNOWLEDGE, ENHANCE AND STANDARDISE TREATMENT AND CARE, AND FIND WAYS TO LIGHTEN THE BURDEN CARRIED – OFTEN NEEDLESSLY – BY PATIENTS AND THEIR FAMILIES.”

WE’VE RECENTLY LAUNCHED OUR CLAIM ‘LIFE FORWARD’ TO THE WORLD. OUR EYES ARE ON THE FUTURE AND OUR OPTIMISM IS UNWAVERING. OUR NEW CLAIM IS AN EXTENSION OF WHAT THE COMPANY HAS ALWAYS BELIEVED IN AND SPEAKS TO BOEHRINGER INGELHEIM’S INTENTIONS TOWARD TAKING THE LIVES OF HUMANS AND ANIMALS ‘FORWARD’.”

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“I believe you could have the best products, but if you don’t have the right people behind them, you will not be successful. For me, people are at the centre of everything we do,” he adds. Tawil has been instrumental in creating a strong successful work culture that champions teamwork, encourages a healthy dose of boldness and encourages wise decisions. The aim: building on the sense of personal purpose within every employee while driving Boehringer Ingelheim’s mission forward. “My job takes me to 70 countries. We have 2,000 employees and I enjoy spending time with my colleagues. I am all for empowering and enabling them to develop the right mindset to upskill, train, and bring the needed capabilities to enhance their job and our offerings. This approach has resulted in us being considered the best employer in many countries in Africa, Saudi Arabia, UAE and other markets, including India more recently. “Our passion comes from believing in the value of our work beyond its commercial potential. We feel responsible for our communities and are respectful of our resources. We are committed to sustainable development and work closely with our stakeholders to understand their needs.” In line with these values, Boehringer Ingelheim’s sustainability approach is founded on three pillars: MORE HEALTH, MORE POTENTIAL and MORE GREEN, explains Tawil, who says sustainability is not just a buzzword for the company. As a leading healthcare company, Boehringer is tackling this urgent challenge head-on for its patients, animals and the planet. Earlier this year in the UAE, Boehringer Ingelheim worked in collaboration with the Ministry of Climate Change and Environment and the Dubai Municipality at Ras al Khor Wildlife Sanctuary to plant 1,000 mangrove seedlings, this comes as part of the company’s commitment to communities and the

COVER STORY

environment. This is one among many initiatives that Tawil has been personally involved in. The company’s new brand identity and claim are also close to Tawil’s heart and values. LIFE FORWARD

LEADERSHIP LESSONS: MOHAMMED TAWIL

BELIEVE YOU COULD HAVE THE BEST 01 IPRODUCTS, but if you don’t have the

right people behind them, you will not be successful. For me, people are at the centre of everything we do.

OPEN TO NEW IDEAS and keep 02 BE upskilling to stay aligned with new trends and developments.

BOLD BUT MAKE WISE DECISIONS. 03 BE A certain amount of risk is necessary in business.

ON A SENSE OF PURPOSE BOTH 04 BUILD FOR YOURSELF AND YOUR EMPLOYEES.

Inculcate a set of values that will help drive your life and business. Involve your entire team in your grand plan. Let them feel engaged and invested in the overall growth of the company.

PASSIONATE ABOUT WHAT YOU DO 05 BE and be sincere to yourself, colleagues, and business partners.

is something that you need to 06 AGILITY always keep in mind. YOURSELF with all the tools 07 ACQUAINT to help you navigate an increasingly digital world and business ecosystem.

ACCOUNTABLE and always reﬂect on 08 BE what you could do better. Accountability is the cornerstone of leadership.

EMOTIONAL INTELLIGENCE is 09 FINALLY, key to creating harmony in the workplace. Employ it at work and in business for better outcomes.

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“We’ve recently launched our claim ‘Life forward’ to the world. Our eyes are on the future and our optimism is unwavering. Our new claim is an extension of what the company has always believed in and speaks to Boehringer Ingelheim’s intentions toward taking the lives of humans and animals ‘forward’. “It underscores our efforts to create healthcare and wellbeing solutions that help millions of people and animals worldwide live longer, healthier lives. It reflects our hopes and ambitions, and we are very excited to tell our story to the rest of the world – our stakeholders, especially our patients, and communities – that we are committed to serving their best interests founded on the bedrock of innovation and in-depth research. “Simply put, Boehringer wants to create a feeling of joy, hope, connection, and gratitude for the present moment and all the small things in life,” he adds. Tawil says his regional team of more than 2,000 people, part of a 53,000-strong workforce of healthcare professionals, are all aligned with this mission that he reiterates is not “just external, but also internal”. It is this determination to focus firmly on the road ahead that has prompted the company to name Tawil to lead the company’s operations in China, Taiwan, and Hong Kong, a key market for Boehringer Ingelheim, encompassing an expanded portfolio that includes manufacturing, production, research and development as well as supply chain. This transition recognises the leader’s tremendous calibre and experience, positioning Tawil among the select few leaders who have transitioned from a regional role to oversee one of the largest global markets at Boehringer Ingelheim. The appointment underscores his exceptional leadership credentials, highlighting his standing within Boehringer Ingelheim’s global network. As Tawil assumes this pivotal position, his demonstrated leadership, business acumen, and data-driven approach are poised to play a crucial role in tackling the pressing global challenges confronting the industry. “I am very excited about my new role as CEO and how I can contribute to driving the business and showcasing Boehringer’s strengths in these markets. This market has tremendous potential with China being the second biggest economy in the world, we have manufacturing sites and research facilities here for both our human pharma and animal health divisions. We also have our digital lab BI X in the country. The concept of BI X is to use digital innovation to accelerate the development of healthcare solutions and to help discover breakthrough treatments for humans and animals. “It’s bittersweet to be leaving the team, but I am confident that the team is well-equipped to take things forward. We have built amazing partnerships and strong relationships in the IMETA region, and they will serve us well. I am very confident that the team will continue to grow and perform exceptionally. “It’s time for me to move forward and continue to serve Boehringer Ingelheim’s larger vision.” L

INTERVIEW

BY NEESHA SALIAN

FEMALE EMPOWERMENT Elissa Freiha, the founder of Womena, a media company that creates inspiring and compelling women-focused content, tells Gulf Business how the platform is amplifying the voices of trailblazing women in the Arab community

TELL US ABOUT THE INSPIRATION BEHIND FOUNDING WOMENA AND THE MISSION THAT DRIVES YOUR WORK.

Elissa Freiha

The inspiration behind founding Womena was the obvious need to create a platform that supported the community that I was a part of and represent – Arab women. The community back then was already very underserved and disenfranchised, which as an Arab woman myself, I saw could be elevated by highlighting the many aspects of our lives that needed to be either supported or communicated in a way that was authentic, nuanced, and specifically tailored to our culture.

In our selection process, we choose people who are ‘real’ and stories that have substance. It is crucial that we choose people who have forged their paths that tend to differ and deviate from the socially accepted and expected paths that we’re told we need to take. Ideally what Womena wants to do with its content is to expand the breadth of choices that our community sees are available and then empower them to make decisions that are authentic to their individuality. We highlight and amplify voices to empower more authentic choices so that they can live a more fulfilling and satisfying life.

WOMENA’S PLATFORM FOCUSES ON AMPLIFYING THE VOICES OF TRAILBLAZING WOMEN AND MEN. HOW DO YOU SELECT AND CURATE STORIES THAT ALIGN WITH YOUR MISSION OF CELEBRATING DIVERSITY AND DISMANTLING STEREOTYPES?

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Womena looks for stories that will not only inspire our current community but also the following generation of trailblazers. What we want to do is provide a platform that highlights the incredible work and stories which are often overlooked in favour of sensationalising stereotypes of the region.

“Womena looks for stories that will not only inspire our current community but also the following generation of trailblazers. What we want to do is provide a platform that highlights incredible work and stories which are often overlooked in favour of sensationalising stereotypes of the region.”

Womena is a purpose driven organisation and so

‘PEOPLE’ AND ‘PURPOSE’ WILL ALWAYS BE ABOVE ‘PROFIT’.

The platform not only measures the impact that each piece of content has, but also proves the positive overall impact it has on the community

WOMENA PRODUCES A WIDE RANGE OF CONTENT, INCLUDING DOCUMENTARIES, ARTICLES, PODCASTS, AND PHOTOGRAPHY. CAN YOU SHARE SOME NOTABLE EXAMPLES OF CONTENT THAT HAS HAD A SIGNIFICANT IMPACT IN PROMOTING SOCIAL CHANGE AND EMPOWERING YOUR AUDIENCE?

What’s remarkable at the core of the mission of Womena is that impact drives our decision-making. We are a purpose-driven organisation and so ‘People’ and ‘Purpose’ will always be above ‘Profit’. We not only measure the impact that each piece of content has, but also prove the positive overall impact it has on our entire community, the more they watch and consume our content. Some great examples include our current podcast such as Eh El-E’laqa?

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There are two main challenges that we’ve encountered as we have created this platform. The first is that it’s very difficult in a society that prioritises, for lack of a better word, “fluff” and “feel good” or “fear-based” storytelling. It’s difficult to then tell stories that are more profound, that have more emotion, that are more complex and to convince sponsors and partners to financially support us along this journey.

COULD YOU SHARE SOME SUCCESS STORIES OR INSTANCES WHERE WOMENA’S CONTENT AND INITIATIVES HAVE MADE A TANGIBLE DIFFERENCE IN THE LIVES OF THE WOMEN AND MEN YOU AIM TO EMPOWER?

I wish I could publish an entire book of success stories that we feel have come from the direct consumption of our content. Not an exaggeration, we have

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WHAT ARE SOME OF THE CHALLENGES YOU’VE ENCOUNTERED IN YOUR JOURNEY OF CREATING COMPELLING WOMEN-FOCUSED CONTENT, AND HOW HAVE YOU OVERCOME THEM?

It seems, at times, that supporting change centered companies like ours, is not the priority of mainstream brands when choosing where to put their marketing budget. Secondly, the challenge that we’ve encountered is finding individuals who are willing to speak honestly and openly about their experiences to a wide audience as we come from a culture that holds family, honor, and privacy at a high value. A lot of women are intimidated or scared to speak on a public platform about their experiences. As a platform, we are proud that after 10 years of being in this space, Womena now has the legitimacy and the unequivocal trust of its community to have their backs. This allows them to speak their most authentic truth, knowing that we are not there to profit or exploit them.

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featuring Mint and Omar Samra, an amazing Egyptian married couple who are speaking in a way previously unheard of in our culture and region. They speak about love, marriage, and about their own relationship; and the vulnerability and honesty that they bring to this content has inspired countless individuals to rethink their relationships and marriages to have a more healthy framework for choosing their right partner. Another example would be a recurring series we have in Womena called Boo 3al Taboo, which is a commentary Youtube series hosted by UAE-based Lebanese influencer Stephanie Haddad, which aims to break down modern conventional and traditional taboos that our society tends to operate under. Also, much simpler, are our photojournalism stories as well. Our audio photo series highlights disenfranchised communities that are often ignored or do not reach the eyes of mainstream media which includes stories of varied communities of women including niche groups of skateboarders, kite surfers, surfers, and scuba divers in our region.

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“It would help if brands would only look at us and see that not only are they able to elevate the visibility of their company in the eyes of their target audience but are also able to legitimately support Arab women in a tangible, measurable and positive way.” tracked these stories directly as they were told to us by our community. Women who have been allowed to study outside of their country and sent to Ivy League schools because of the success stories that we feature on our platforms. The hope that those stories gave to families who were previously overprotective over their female members, resulted in note-worthy instances including one of a young woman who could pursue her education at MIT. Other stories are about women who feel empowered to take leaps of faith in their careers and leave comfortable corporate or government jobs for a path of entrepreneurship. We have women who write to us, happy to finally feel that they are seen and heard because a story that we told resembles their own and now are able to find the support that they need to help them get out of a difficult situation or to address complicated and difficult situations with their friends, family and community in a more educated way. Not only that, but on a more quantitative aspect, Womena has been able to funnel hundreds of thousands of millions of dollars into women-led organisations and companies and we’ve been able to provide a level of support that was previously unheard of. HOW CAN INDIVIDUALS AND ORGANISATIONS COLLABORATE WITH YOU TO SUPPORT AND CONTRIBUTE TO YOUR EFFORTS IN AMPLIFYING DIVERSE VOICES AND NARRATIVES?

FOR INDIVIDUALS OR ORGANISATIONS LOOKING TO MAKE A POSITIVE IMPACT IN THE FIELD OF GENDER DIVERSITY AND EMPOWERMENT THROUGH MEDIA AND STORYTELLING, WHAT ADVICE WOULD YOU GIVE THEM BASED ON YOUR EXPERIENCES WITH WOMENA?

My advice would be to stay as authentic as possible. When we come to the table and are truthfully honest about our struggles, our insecurities, our accomplishments, and our experiences, we are laying the groundwork for others to do the same. So when the narrative of our experiences has been written for us by others for such a long time, nothing is more powerful than taking ownership of our stories and publicly sharing them because people are listening and are desperate to feel seen and heard in their struggles. Hence my advice would be to take ownership and share because no matter how unique our struggles seem, we are a community. L

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There are many ways to support Womena and its initiatives but the primary way of offering support is to help us produce and distribute the game changing content that we are making. As mentioned, brands, organisations and governments will very often go towards traditionally corporate

or production companies to showcase their brand through traditional content types. It would help if brands would only look at us and see that not only are they able to elevate the visibility of their company in the eyes of their target audience but are also able to legitimately support Arab women in a tangible, measurable and positive way. Potentially only a few platforms globally can offer the services that we do with the direct positive impact that we can see attached to it. Other ways that brands can get involved include potentially pro bono and free spaces since we are an independent content and media platform, doing what we do to drive a positive change.

INTERVIEW

BY NEESHA SALIAN

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AVIATION LEADERS

PIONEERING SUSTAINABILITY IN AVIATION

n the eve of COP28, Rolls-Royce announced the successful completion of Flight100, Virgin Atlantic’s world-first 100 per cent sustainable aviation fuel (SAF) transatlantic flight powered by Rolls-Royce Trent 1000 engines. John Kelly, Rolls-Royce’s president for the META region, considers this a key milestone for aviation. Here he shares insights with Gulf Business on how SAF offers emission dividends, describing how the company’s engineers are innovating new technologies to reduce carbon emissions. HOW DOES ROLLS-ROYCE SEE THE FUTURE OF SUSTAINABLE AVIATION, AND WHAT KEY THINGS NEED TO CHANGE TO DECARBONISE THE INDUSTRY? We are seeing the desire of people to reconnect in a post-pandemic world and that is reflected in the growth in the number of flights worldwide. However, we recognise that our industry still needs to focus on sustainability for its long-term future.

John Kelly

That means we are continuing to progress our three key technology goals: to make our gas turbines ever more efficient, support the uptake of sustainable aviation fuels, and be at the forefront of new forms of power and propulsion such as electric, hybridelectric and hydrogen. So, we have a key role to play in using our expertise in technology to help society through the energy transition that is taking place. One fundamental element of creating that solution is ensuring gas turbine engines – the only power-dense method of transporting large numbers of people long distances at speed – can run on 100

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Aviation tech giant Rolls-Royce’s John Kelly shares how the move to decarbonisation is picking up pace across the aviation sector

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“WE CAN ONLY GO SOME WAY TO ENABLING MORE SUSTAINABLE SKIES BY PROVING OUR ENGINE TECHNOLOGY. WE ALSO NEED OUR INDUSTRY AND GOVERNMENT PARTNERS TO WORK WITH US AND STEP UP TO SUPPORT THE PRODUCTION OF SAF AT SCALE.”

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per cent SAF, taking the industry beyond the current mandate that allows 50 per cent SAF blended with 50 per cent conventional jet fuel. All gas turbine manufacturers are committed to playing their part and, in 2021, Rolls-Royce pledged to ensure its in-production civil aerospace engines are compatible with 100 per cent SAF by the end of 2023. During the Dubai Airshow, we announced confirmation of this goal. In addition, Rolls-Royce recently powered the world’s first 100 per cent SAF transatlantic flight when a Trent 1000-powered Virgin Atlantic Boeing 787 flew from London to New York. Virgin Atlantic’s flight, sponsored by the UK government, was fuelled by 100 per cent SAF, made primarily from inedible oils and fats, and plant sugars. The return flight is on regular jet fuel, proving that the aircraft is fuel agnostic.

HOW CAN MANUFACTURERS PRODUCE SAF AT SCALE AND EFFICIENTLY FROM AN ENVIRONMENTAL POINT OF VIEW? While there are now eight industry-qualified SAF pathways that can be blended with conventional kerosene at up to 50 per cent volume, there is still a huge capacity challenge. We know that current SAF production is less than 1 per cent of global jet fuel demand. We can only go some way to enabling more sustainable skies by proving our engine technology. We also need our industry and government partners to work with us and step up to support the production of SAF at scale. With each of our tests, we gather important data that will support the eventual certification of all our engines for passenger operation using 100 per cent SAF by 2030. They also enable us to work more closely with our industry partners to build knowledge, confidence, and advocacy for a more sustainable air transport industry in the future. While SAF can be produced from a range of biogenic, plant and waste resources, there is also the potential for synthetic fuel to be generated from a manufacturing process that could be powered by our small modular reactor (SMR) technology to ensure that it is produced carbon-free. WHAT ROLE WILL HYDROGEN PLAY IN THE FUTURE? I’m pleased to say we’ve made great progress with two successful tests on engines. A year ago, Rolls-Royce set a new aviation milestone with the world’s first run of a

modern aero engine on hydrogen. The ground test was conducted on an early concept demonstrator using green hydrogen created by wind and tidal power and proved that hydrogen has the potential to be a zero-carbon aviation fuel of the future. In addition, our partnership with easyJet was set up to lead the way in the development of hydrogen combustion engine technology capable of powering a range of aircraft, including those in the narrow-body market, from the mid-2030s onwards. HOW CAN DEVELOPMENTS IN SUSTAINABLE AVIATION AND SYNTHETIC FUELS ENABLE A REDUCTION IN CARBON EMISSIONS FOR THE AVIATION SECTOR? Aviation recognises it has a part to play in this energy transition and SAF has great potential to support this journey, as it is a “drop-in” fuel that can be used as an alternative to conventional fuel. When the lifecycle of SAF is taken into consideration, then IATA estimates the net CO2 lifecycle emissions of unblended SAFs are up to 80 per cent lower than conventional fuel. Indeed, if the aviation industry reaches net-zero flying by 2050, then Rolls-Royce believes the combination of highly efficient latest-generation gas turbines operating on SAF is likely to contribute around 80 per cent of the solution.

ROLLS-ROYCE RECENTLY POWERED THE WORLD’S FIRST 100 PER CENT SAF TRANSATLANTIC FLIGHT WHEN A TRENT 1000-POWERED VIRGIN ATLANTIC BOEING 787 FLEW FROM LONDON TO NEW YORK

WHAT ABOUT ELECTRIC MOTORS FOR AIRCRAFT? ARE THEY VIABLE? Yes, we believe that novel technologies such as all-electric and hybrid-electric systems are a key part of decarbonising aviation, alongside improving the efficiency of the gas turbine and promoting the use of SAFs across the industry. We’re excited to be developing the capability to offer hybrid and more electric systems across the full spectrum, from hybrid gas turbines to turbogenerator systems. We’ve recently completed the first tests of the new gas turbine for our Turbogenerator System successfully. This will enable extended range and open longer routes for electric battery-powered aircraft.”

HOW DOES ROLLS-ROYCE MANAGE ITS GLOBAL OPERATIONS AND SUPPLY CHAIN, AND WHAT ARE THE KEY CHALLENGES AND OPPORTUNITIES? To make our business and the sectors in which we operate compatible with a net-zero future, we’re targeting net-zero emissions for our operations and facilities, as well as our products and technologies. We will achieve net-zero greenhouse gas emissions from our operations and facilities by 2030. Emissions from product development and testing do not fall within this target because international regulations require the use of current-generation fuels for certain activities. In keeping with our focus on delivering technologies to solve the climate crisis, we do not use carbon offsetting schemes to mitigate our emissions. We may, however, temporarily offset testing and development emissions while awaiting changes to current regulations and expect to set a target for these later. Along our value chain, our teams will work with suppliers and partners to set net-zero targets, and with logistics partners to incentivise the use of lowemission transport options, including Rolls-Royce capabilities. Our resource efficiency targets will help reduce emissions from waste generated by our business activities and contribute to cutting our use of virgin materials.

WHAT ARE THE MOST SIGNIFICANT CHALLENGES IN THE AEROSPACE INDUSTRY IN THE COMING YEARS? In short, balancing the need to accelerate technological innovation that enables sustainable aviation with the practical reality of capacity and economics. SAF is a classic example of this. We know that this will deliver the critical environmental dividend the industry is committed to, but production needs to be scaled up

using green energy as part of the manufacturing process. Governments and industry need to work in collaboration to achieve this goal.

TO MAKE ITS BUSINESS AND THE SECTORS IN WHICH ROLLS-ROYCE OPERATES COMPATIBLE WITH A NET ZERO FUTURE, THE FIRM IS TARGETING NET-ZERO EMISSIONS FOR ITS OPERATIONS, FACILITIES, PRODUCTS AND TECHNOLOGIES

HOW IS ROLLS-ROYCE POSITIONED TO ADDRESS THESE TRENDS AND CHALLENGES? There are many examples of the innovations Rolls-Royce is bringing to the market that illustrate our approach. These are at the heart of our strategy to be a leader in sustainable aviation and energy transition. We have a complete commitment to making SAF a viable option, to make our gas turbines ever more efficient, and to be at the forefront of new forms of power and propulsion such as electric, hybrid-electric and hydrogen. We recently announced our new global strategy which further underscores the values and mission we have set ourselves. L

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HOW DO CUSTOMER FEEDBACK OR DEMANDS INFLUENCE PRODUCT DEVELOPMENT AT ROLLS-ROYCE? Rolls-Royce has a proven history of working with its customers, partners and stakeholders to anticipate the future needs of the industry. One of the best examples is with our new UltraFan demonstrator engine. At the Dubai Airshow we announced that this technology demonstrator had run at maximum power using 100 per cent SAF. This is an important milEstone as the results of the test will provide us with valuable learning and data, which our teams will now take away and continue to analyse. These will inform future engine developments which directly benefit customers and deliver a huge environmental dividend. This capability is a big step towards improving the efficiency of current and future aeroengines as UltraFan delivers a 10 pere cent efficiency improvement over our Trent XWB, which is already the world’s most efficient large aero-engine in service. In total, that’s a 25 per cent efficiency gain since the launch of the first Trent engine.

INTERVIEW

BY KUDAKWASHE MUZORIWA

AN AMBITIOUS OUTLOOK Paul Griffiths, CEO Dubai Airports, tells Gulf Business how the airport operator is re-engineering every single element of capacity pinch point as Dubai eyes superhub status

ubai Airports is forecasting annual passenger traffic at Dubai International (DXB) to reach 86.8 million – the highest since 2019 – on the back of an expected surge in guest numbers in the final quarter of the year. And the airport operator is not done yet. It is adding more passenger processing capacity and aircraft stands to meet the growing demand at DXB amid plans to relocate to Dubai World Central (DWC), also known as Al Maktoum International Airport, once the airport’s capacity hits 120 million. Gulf Business caught up with Griffiths at the Dubai Airshow to learn more about Dubai Airport’s plans for the future. Here are excerpts from the discussion. DXB IS FORECASTING ANNUAL PASSENGER TRAFFIC TO REACH 86.8 MILLION IN 2023. WHAT DOES THIS MEAN FOR DUBAI AIRPORTS?

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Our passenger traffic in H1 2023 means that we are all set to surpass the pre-pandemic milestone well ahead of our initial projections. We are 100 per cent back to prepandemic levels and I believe DXB is probably leading the way at a time when other parts of the world are only in the 70 per cent recovery phase. We are waiting for the Far East and China to rebound in terms of air travel and once that traffic starts to flow again, we will exceed our pre-Covid-19 figures. The airport commenced the second half of the year, with average monthly traffic reaching 7.6 million, tracking pre-pandemic levels throughout the third quarter. This means that we are back and ahead of the curve and poised to take on the world again for the next phase of expansion.

Our infrastructure development has always stayed ahead of demand and unlike other airports, we have never allowed capacity shortage to dampen the expansion plans of the entire airport ecosystem. Our strategy ensures that whenever an airline wants to start services to and from Dubai, we have always had the space. We might not have the ideal timings, but 95 airlines have grown substantially at our airport and we’re now serving 105 countries, connecting 250 unique destinations within those countries. The network and the power of the network have been incredibly important to us. This has allowed us to maintain our number-one position for the last nine years. We’ve got more international airlines such as Air Canada and Virgin Atlantic connecting Dubai with North America and the UK, respectively – these international flights have contributed quite a significant part to our recovery. It’s good to see Air Canada serving Montreal, and what that also means is it gives more capacity on the route, and it gives better value for money for passengers wanting to travel on the route. Furthermore, we’ve always been very pro-competition and we like the idea of multiple airlines coming into Dubai. We’ve always had an open skies policy and we would like to continue the expansion of Dubai-based carriers on a reciprocal basis by allowing other airlines access to airport capacity as well. Overall, we’ve got most major airlines flying into DXB and there are a few that we would like to attract and we are always in discussion with them. TELL US MORE ABOUT THE COMPANY’S PLANS TO EXPAND DXB AND DWC.

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DUBAI AIRPORTS SERVES 105 COUNTRIES, CONNECTING 250 UNIQUE DESTINATIONS WITHIN THOSE COUNTRIES

WITH COP28 AND THE FESTIVE SEASON UNDERWAY. WHAT PLANS DOES THE COMPANY HAVE IN PLACE TO HANDLE THE SURGE IN PASSENGER TRAFFIC?

We’ve got some quite significant plans for DXB in the medium term. These include adding more passenger processing capacity, finding more space for

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“OTHER INITIATIVES INCLUDE OUR AMBITIOUS GOAL TO SEND ZERO WASTE TO LANDFILLS. WE’RE CONSIDERING WASTE-TOENERGY PLANTS, REPROCESSING ALL OUR COOKING OILS INTO BIOFUEL, AND ENDING THE USE OF SINGLE-USE PLASTICS.”

WHAT INITIATIVES ARE YOU PUTTING IN PLACE TO ADVANCE CUSTOMER EXPERIENCE? Paul Griffiths

TELL US WHAT DUBAI AIRPORTS IS DOING TO DRIVE SUSTAINABILITY.

We are working on several technology and sustainability initiatives. With the COP28 climate change summit in Dubai, the biggest carbon footprint at our airports is the consumption of jet fuel and DXB is already blending sustainable aviation fuel (SAF) into the airport hydrant system. The world production of SAF needs to increase because at the moment it’s only 0.1 per cent of the total fuel supply and the incentive to greatly increase production is there. Furthermore, what we’re doing on the ground is quite considerable. We’re increasing our solar electricity

THE WORLD PRODUCTION OF SAF NEEDS TO INCREASE BECAUSE AT THE MOMENT IT’S ONLY 0.1 PER CENT OF THE TOTAL FUEL SUPPLY AND THE INCENTIVE TO GREATLY INCREASE PRODUCTION IS THERE

For decades, airports have operated legacy technology and very cumbersome systems. Airports also require passengers to go through multiple checks check-in, baggage, immigration, security, and then passport and boarding pass checks. We want to converge those processes and take as many of them out of the airport environment as possible. We want the airport environment to feel like a five-star hotel while ensuring that our customer experience is second to none. Airports should be all about hospitality that’s what we should be communicating to our guests that we will take care of their needs on an individual basis while taking all the legacy processes out of the mix. Overall, airports should be about hospitality, not about infrastructure. We should give travellers back their time so they enjoy the airport experience while waiting for their flights. L

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aircraft stands, boosting the runway capacity, and trying to ease surface access. We are always re-engineering every single element of capacity pinch point that we’ve got and there are two ways of looking at this. We either build more capacity or optimise the process to get more capacity out of what we’ve already got. I believe over the next few years, we’ll be receiving the last few million passenger elements out of the DXB infrastructure and beyond that, we’ll need a new airport because we probably can’t get much beyond 115 million to 120 million. Our immediate-term strategy is to expand DXB because that’s where the demand is, and we’ve got some plans afoot to be able to invest in our existing facilities to make them more efficient, more effective, and more customer-friendly. But in the longer term, once we’ve got to the maximum capacity of DXB, we will have to build and expand quite considerably the capacity at DWC because the problem with DXB is it is a small site. Though we use the airport incredibly and efficiently, it’s built up on all four sides, so we have no room to expand and develop further – hence relocation is the only way forward.

generating capacity to 43 megawatts, which will be a very big contributor towards our net zero carbon emissions. We’re also leveraging new techniques to store cooled water as a sort of battery, which will give us the ability to be able to cool the airport 24/7 and only run the fans at night, which is much more efficient than keeping the cooling infrastructure going. The airport is converting vehicles on the ground to sustainable fuels, be it hydrogen or electric. Hence, there are many things that we’re doing now to be able to make the entire airport ecosystem sustainable. Other initiatives include our ambitious goal to send zero waste to landfills. We’re considering waste-to-energy plants, reprocessing all our cooking oils into biofuel, and ending the use of single-use plastics. We’re also working towards replacing old technology and light bulbs, for example, with more energy-efficient modern fittings. So, huge amounts of small measures will hopefully add up to a very considerable reduction in our carbon footprint overall.

INTERVIEW

BY NEESHA SALIAN

THE FUTURE IS HERE

Pascale Sourisse, president of Thales International, tells Gulf Business how the global technology company is helping futureproof the aerospace and transportation security sector HOW IS BIOMETRICS CHANGING THE AVIATION INDUSTRY AND HOW IS THALES ENABLING THIS?

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Biometrics is the up-and-coming solution to improve passenger processing. Busier airports mean more passengers, more flights and as a result, increased processing time. By implementing biometric technology, airports and airlines can, alongside self-service technology, ensure a contactless, seamless airport experience that boosts traveller confidence as well as manages passenger flow. Moreover, biometrics is a step ahead for the aviation industry. As the industry continues to operate at prepandemic levels, this form of technology will open multiple doors for aviation by bolstering security like never before and drastically improving customer experiences, while guaranteeing health and safety. While there may be privacy concerns associated with biometric solutions and the handling of data, it is up to leading technology companies like Thales to restore customer trust and devise solutions that ensure 100 per cent encryption. Our Fly-To-Gate is a stellar example of such a system, as we have embedded a digital token ID that only the user can have access to when passing through security checks. This is deleted when the passenger takes off.

Pascale Sourisse

HOW HAS THE COMPANY LEVERAGED TECHNOLOGY TO MAKE TRAVEL SAFE AND SEAMLESS?

We are continuously innovating to develop smart systems and solutions that ease travel. As a world leader in airport security and aviation sustainability, we take pride in our ability to make travel safer, and easier. Thales ensures a seamless travel journey through our solution, which is an integration of biometric technology, cybersecurity, and tokenisation. With this, we have simplified airport security, guaranteeing the encryption of sensitive data and end-to-end privacy. The solution is almost akin to a ‘secure personal data inventory’ that removes the need for physical checking of passports, national IDs, tickets, and other airport processes making the process seamless and contactless, and giving a 30 per cent reduction in passenger boarding time. We already provide airport security for several airports in the region: Dubai, Muscat, Doha and Salalah Airports in Oman and Bahrain. By combining our security expertise with our solutions in digital identity and security, particularly biometrics, we can provide an even more holistic approach to airport and passenger safety and security. We are also making significant strides in sustainable aviation technology, simply by maximising eco-friendly operations for reduced carbon emissions. PureFlyt is among our latest technological solutions that will enable optimised operations while reducing environmental impact. Another way we’re leveraging technology is by utilising artificial intelligence to calculate aircraft emissions, as well as optimising flight parameters to reduce fuel consumption.

AVIATION CEO SPEAK

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We have established many key partnerships that have positively impacted the aviation sector regionwide. In the UAE, we’ve partnered with Dubai International Airport to deliver advanced solutions that enhance the safety and efficiency of air navigation services. One instance is TopSky, an adaptive technological solution that meets the evolving challenges of the Northern Emirates airspace. We have a long-term partnership with Emirates, where our in-flight entertainment system, AVANT Up, is elevating the aviation industry’s entertainment offering, enabling passengers to enjoy a greater choice of high-definition programming of news, television and more. Our continued collaboration with the airline has also led to the formation of Aviation X Lab, a bold and ambitious partnership between global aviation giants: Emirates, Thales, Collins Aerospace, GE and Airbus, to enhance the travel experience. In partnership with Dubai Future Foundation, Aviation X Lab aims to innovate and create the next era of aviation with its bold vision to positively impact the lives of one billion people. Furthermore, we’ve partnered with Sanad, a wholly owned subsidiary of Mubadala Investment Company, with whom we signed an MoU to deliver world-class airport security and air traffic management systems and maintenance services in the Middle East and Africa. This strategic agreement will bring innovative technologies to the front and boost local industrial growth. In addition, the UAE’s General Civil Aviation Authority, Tawazun Council and Thales signed an agreement to develop comprehensive and state-of-the-art air traffic management solutions through a new joint innovation lab based in the UAE. We are looking at optimising aircraft capacity, reducing congestion and delays, and maximising aircraft traffic predictive analysis. This lab will play a pivotal role in supporting the UAE’s aviation sector by maximising airport and airspace throughput, optimising airport capacity, implementing greener flight operations, and more. We are confident that these efforts will enhance the air travel experience and boost efficiency, highlighting our commitment to aviation excellence as well as sustainable travel.

“We have a long-term partnership with Emirates, where our in-flight entertainment system, AVANT Up, is elevating the aviation industry’s entertainment offering, enabling passengers to enjoy a greater choice of highdefinition programming of news, television and more.”

HOW IS THALES INCREASING LOCALISATION AND IN-COUNTRY CAPABILITIES SERVING SECURITY, DIGITAL, AEROSPACE, AND DEFENCE IN THE UAE?

Thales places an important focus on localising its presence across key markets in the Middle East region,

WHILE THERE MAY BE PRIVACY CONCERNS ASSOCIATED WITH BIOMETRIC SOLUTIONS AND THE HANDLING OF DATA, IT IS UP TO LEADING TECHNOLOGY COMPANIES LIKE THALES TO RESTORE CUSTOMER TRUST AND DEVISE SOLUTIONS THAT ENSURE 100 PER CENT ENCRYPTION

including the UAE. We continue to broaden our projects, initiatives, and programmes to completely penetrate the market and be a part of the wider vision plans of the country. Within the cybersecurity sector, Thales had nine acquisitions in nine years (Excellium, S21 Sec, Tesserant) including our intent to acquire Imperva. With these operations, our revenues will grow from EUR1.6 to 2.4bn, becoming one of the world’s top five players in the cybersecurity market. In 2022, we launched Cyber Node, a co-initiative by Dubai Electronic Security Centre and Thales to become a hub for cyber experts from companies, public sector and academic institutions. The new initiative aims to develop an advanced and specialised cyber-workforce that fosters innovation, supports digital economic growth, and contributes to the development of new technologies. Cyber Node is providing the necessary ecosystem for upskilling the cyber workforce, in addition to protecting Dubai’s critical information infrastructure from the ever-changing cyber risks. And most importantly, under the defence sector, we formed Thales Emarat Technologies (TET), a local entity centred around our UAE vision: industry, education and innovation. Through this centre, we also developed a Radar Centre of Excellence, Digital Centre of Excellence as well as the Thales’ Defence Service Centre that supports local military customers. We look forward to expanding our in-country capabilities further in the coming years. L

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TELL US ABOUT YOUR KEY PARTNERSHIPS IN THE REGION.

BOOKS THAT INSPIRE US larger-than-life persona. Be prepared for the motivational speaker’s unapologetically enthusiastic style of inspiring self-improvement.

ATOMIC HABITS

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AWAKEN THE GIANT WITHIN

BY TONY ROBBINS In this book, Robbins shares strategies for taking control of one’s emotions, finances, relationships, and life in general. Robbins brings his trademark energy and motivational prowess to the table, urging readers to take charge of their lives and reach new heights. The book is a treasure trove of practical strategies, from setting compelling goals to mastering your emotions and shaping a life that you truly desire. Robbins offers actionable steps and exercises to help you apply his principles. It’s a bit like having a personal coach nudging you toward success. While some may find the writing style a tad intense, it undeniably aligns with Robbins’

BY JAMES CLEAR How would like to have an insightful chat with a friend who spurs you on and encourages you? This book is all of that. Clear takes the seemingly mundane topic of habits and turns it into a compelling journey of personal transformation. The book’s strength lies in its practicality and engaging style. The science of habit formation into easily digestible nuggets, offering simple yet profound insights. Clear focuses on the power of tiny changes, or what he calls ‘atomic habits’, and how they can lead to remarkable results over time. Clear isn’t preachy; he explains what you can do and how to do it in simple steps. The book has loads of interesting anecdotes and examples to keep you engaged.

GRIT: THE POWER OF PASSION AND PERSEVERANCE

BY ANGELA DUCKWORTH

Duckworth explores the importance of grit – passion and perseverance – in achieving longterm goals. The book features a blend of scientific research and real-world stories of individuals who embody grit in various fields, from business to sports. It’s a reassuring read for anyone who’s ever felt that success is more about sustained effort than an innate gift. The writing style is easy to grasp, simplifying complex psychological concepts into an enjoyable read. If you need a motivational boost and a fresh perspective on what it takes to succeed, grab a comfortable seat and start reading.

THE 5 SECOND RULE: TRANSFORM YOUR LIFE, WORK, AND CONFIDENCE WITH EVERYDAY COURAGE

BY MEL ROBBINS

Robbins introduces a simple but powerful technique to overcome procrastination and self-doubt, and it has been tried and tested by thousands of readers. It’s a shot in the arm, or a ‘aha’ moment. Readers will be compelled to stop

WE’VE COMPILED A LIST OF BOOKS THAT ARE SURE TO INSPIRE, ENGAGE AND GET YOU THINKING AND MOVING IN THE RIGHT DIRECTION IN YOUR PERSONAL AND PROFESSIONAL LIFE COMPILED BY NEESHA SALIAN

DARING GREATLY

BY BRENÉ BROWN Brown’s book explores the power of vulnerability and how embracing it can lead to a more fulfilling and

being seen. It’s a game-changer for anyone tired of the societal pressure to be perfect. The book is a great way to begin your journey to courage and connection.

THE POWER OF HABIT

BY CHARLES DUHIGG Duhigg delves into the science behind habits, explaining how they work and how they can be transformed to improve our lives. It’s a fascinating exploration of how habits work and how you can harness their power for positive change. He weaves together real-life stories, from individuals to companies, making it read more like a collection of intriguing tales than a science lecture. The coolest part is the practical advice. Duhigg breaks down the habit loop into a simple cueroutine-reward structure, making you feel like you’ve uncovered the hidden code to your behaviours.

THE MIRACLE MORNING

meaningful life. The book is a great read and leaves you feeling good and ready to embrace your vulnerability and authentic self. Brown shares personal stories and research, diving deep into the idea that vulnerability is not about winning or losing but about showing up and

BY HAL ELROD Elrod presents a morning routine designed to enhance personal development and productivity, encouraging readers to start their day with purpose. Elrod’s writing is infused with positivity. He tells you that you have the power to make each day amazing. The

concept is simple yet profound: carve out time in the morning for purposeful activities, from meditation to exercise to reading. The best part? It’s not a rigid one-size-fits-all routine. You can customise it to fit your lifestyle. Elrod shares his own story of hitting rock bottom and bouncing back, which is inspiring and engaging.

DRIVE: THE SURPRISING TRUTH ABOUT WHAT MOTIVATES US

BY DANIEL H PINK Pink explores the science of motivation and takes you on a journey into the surprising world of what truly drives us, and it’s not what you might think. He classifies motivation under autonomy, mastery, and purpose, and argues against old models of motivation driven by rewards and punishment. The writing is engaging, and Pink doesn’t throw a bunch of psychology jargon at you. It’s like he’s telling a story, using relatable

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overthinking and start taking action. Robbins’ writing is like a chat with a buddy who tells it like it is. In fact, that’s the strength of the book. She introduces the 5-second rule: count backward from 5, and just do the thing you’re avoiding. It sounds simple, and that’s the beauty of it, but how many of us do it? Robbins shares personal stories and real-world examples, making you think, “If they can do it, so can I!” It’s not about grand gestures; it’s about those small moments that can change your life.

BOOKS

your time, not the other way around. So, if you’re up for a friendly nudge towards a more intentional and satisfying daily life, this is the book for you.

HYPERFOCUS: HOW TO BE MORE PRODUCTIVE IN A WORLD OF DISTRACTION

examples to prove his point. You’ll probably find yourself nodding along, thinking about your own experiences. Whether you’re a boss trying to motivate your team or just someone trying to figure out why you procrastinate, the book is an insightful read.

BY CHRIS BAILEY Bailey breaks down the science of attention and productivity into bite-sized, easy-to-understand nuggets. He gives you practical tips and tricks that feel like little life hacks, and he does it with humour. The book shares how it’s not about working harder, but about working smarter in a world that’s constantly trying to steal your attention. Bailey topics such as identifying and dealing with the four key types of distraction and interruption, establishing a clear physical and mental environment

GB LEADERS

MAKE TIME: HOW TO FOCUS ON WHAT MATTERS EVERY DAY

BY JAKE KNAPP AND JOHN ZERATSKY The authors share practical tips on how to redesign your daily schedule and make time for what’s important. The authors get it. Life is hectic, and there’s always too much to do. But instead of drowning in the chaos, Knapp and Zeratsky offer practical strategies to carve out time for what truly matters. It’s not about hardcore time management, but rather about finding simple ways to reclaim your day. The book is a reminder that you’re in control of

in which to work, controlling motivation and working fewer hours to become more productive, taking time-outs with intention, multitasking strategically, and learning when to pay attention and when to let your mind wander

wherever it wants to. A must-read for anyone who struggles with fighting off distractions.

DIGITAL MINIMALISM: CHOOSING A FOCUSED LIFE IN A NOISY WORLD

BY CAL NEWPORT Newport takes us on a journey to reclaim our attention and focus in a world inundated by digital distractions. He challenges us to

reconsider the role of digital tools in our lives and guides us through the process of cultivating a more meaningful, focused existence. The writing is clear and persuasive, and Newport’s arguments are backed by both research and practical examples. His emphasis on the value of solitude and deep work is particularly refreshing in an era dominated by constant connectivity. It’s not an anti-technology manifesto but a thoughtful guide on how to use digital tools intentionally and regain control of our lives. Newport’s approach is practical, making it a feasible lifestyle shift for anyone looking to strike a better balance in the noisy digital world. L

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Conferences at COP28 3-12 December 2023 at Expo City Dubai

Fostering Tomorrow’s Leaders Sorbonne University Abu Dhabi takes center stage at COP28, showcasing high-impact collaborative research events as a cornerstone of its visionary commitment to climate action and groundbreaking initiatives. In its contribution to achieve the UN Sustainable Development Goals, it nurtures industrial and socio-economic synergies and develops cutting-edge, transnational, and interdisciplinary research providing tangible solutions to decision makers and policy makers. SUAD's research positively shapes the UAE, and the world, not just making an impact but actively propelling and sustaining socio-economic progress.