Qatar Today September 2011 by Oryx Group of Magazines

september 2011

contents 21

78 44

c ove r story

44. The Riyal Estate

Into the third quarter of 2011, small but resilient signs of change are felt through the real estate sector. Sindhu Nair talks to the experts to find out what needs to be done to attract more investment.

21. HSBC Confident of Growth

Head of Retail Banking and Wealth Management at HSBC, Francesca McDonagh, explains how they plan to work on their strengths in the Middle East.

16. Tough Assignment for New Manager

Qatar's new manager, Brazilian Sebastiao Lazaroni, faces a daunting task to qualify for the fourth round of the AFC World Cup 2014 Qualifiers. Rory Coen looks at Qatar's group rivals.

62. Mocial Marketing

Mobile and social media are merging and this integration of social networking and mobile will change the way we reach out to our customers.

published by oryx advertising co.wll, All rights reserved. qatar today is published monthly by oac, po box no. 3272, doha, qatar. subscription rate for qr. 240 per year. address for all subscription correspondence to qatar today, oryx advertising co.wll, po box 3272, al hilal area, doha, state of qatar. for single copies call us on + 974 44672139 or mail to qtoday@omsqatar.com. material in this publication must not be stored or reproduced in any form without permission. request for permission should be directed to qtoday@omsqatar.com. reprint requests should be directed to the info@msqatar.com. qatar today is registered trademark of oryx advertising co.wll

september 2011 volume 37 issue 9 www.omsqatar.com

contents

september 2011

71 72. Rivoli meeting Qatar's retail demands

38 82

The Rivoli Group has recently opened two flagship boutiques for Omega and Rado in Qatar. Cassey Olivera speaks to Abraham Koshy, General Manager of the Group.

38. Marketing a City

Abdulrahim Al Ibrahim tells Sindhu Nair Director of The Pearl-Qatar Central Authority Directorate - of the euphoria and the responsibility associated with marketing an island built on water.

78. Perpetually Online

Rory Coen understands that he will be forever available if he acquires a smart-phone.

32. A STEADY HAND

Will mayhem in two of the world's largest economies have its repurcussions in Qatar?

34. Stop blaming your culture

Though it seems intangible, adapting to culture has a substantial influence on everyday actions and performance.

regulars News Bites.................................................10 O & G O v e r v i e w. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 3 Bank Notes................................................14 W o r l d V i e w. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4 br a k i n g N e w s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2 M a r k e t W a tc h . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 6 D o h a D i a r y. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 4

V o lu m e 3 7

issue 9

Publisher & Editor-in-Chief Chief Executive Executive Vice President Vice President

s e pt e m b e r 2 0 1 1

Yousuf Jassem Al Darwish Sandeep Sehgal Alpana Roy Ravi Raman

Managing Editor Vani Saraswathi Deputy Editor Sindhu Nair Editorial Coordinator cassey oliveira CORRESPONDENTS RORY COEN EZDHAR IBRAHIM FASHION &LIFESTYLE CORRESPONDENT ORNA Ballout Art Director Venkat Reddy Asst art Director – Production Sujith Heenatigala Assistant Art Director Hanan Abu Saiam Senior Graphic Designers Ayush Indrajith Sampath Gunathilaka Graphic Designers maheshwar reddy Photographer R obert F Altamirano Managers –Marketing Mohammed Sami Zulfikar Jiffry Senior Media Consultant Chaturka Karandana Media Consultant HASSAN REKKAB Marketing Research & Amjeth Ali Support Executive Accountant Sr. Distribution Executive Distribution Support

Published by Oryx Advertising Co WLL, P.O. Box 3272; Doha-Qatar Tel: (+974) 44672139, 44550983, 44671173, 44667584 Fax: (+974) 44550982 Email: qtoday@omsqatar.com website: www.omsqatar.com Printed at: Gulf Publishing and Printing Co WLL Copyright © 2010 Oryx Advertising Co WLL

Qatar Today invites readers’ feedback Share your views on the magazine or any issue connected to Qatar. One lucky reader will win an exquisite Mont Blanc writing instrument.

Pratap Chandran Bikram Shrestha Arjun Timilsina Bhimal Rai

Write to: The Editor, Qatar Today, PO Box 3272, Doha. Fax: (+974) 44550982, email: qtoday@omsqatar.com Qatar Today reserves the right to edit and publish the correspondence. Views and opinions expressed in the published letters may not necessarily be the publication’s views and opinions.

september 2011

from the desk

This

September Qatar celebrates 40 years as an independent state and how much it as achieved in the meantime! To be endowed with natural resources such as what it possesses is luck; to put those resources to good use and convert the revenues to commendable investments in its society is truly its success. It's probably because of well-thought out and guarded investments that it has escaped both the civic and economic turmoil that has plagued the rest of the region. Of course, it has had seemingly unrealistic growth in some sectors that saw subsequent correction. Real Estate for one. This month we explore slow revival of the sector and how, despite the boost of 2022 bid win, players are being cautious to ensure that any success is a sustainable one, and not a mere bubble. We also speak with Abdulrahim Al-Ibrahim of The Pearl-Qatar, which is a pioneer in the luxury segment in the country. He shares with us the steady growth the property has seen since its launch. This month, we also speak to Francesca McDonagh, Head of Retail Banking and Wealth Management (RBWM) in the Middle East & North Africa, HSBC, about the recent happenings in the financial sector and Abraham Koshy, General Manager of Rivoli Group who tells about the retail plans for the brands in the Group. Eid Mubarak.

Vani Saraswathi

10 Qatar Today

september 2011

l e tt e r s feedback qtoday@omsqatar.com

Promoting local brand Like every issue of Qatar Today, the cover story of the August issue was an informative and well-researched article that explored the fate of indigenous industries. I agree with what one of the speakers who had to say - the solution to sell brand Q doesn’t lie in eliminating international competition but in expanding local capabilities. This is possible only if local companies receive continuous support from the Qatari Government in terms of tenders and projects to up their expertise and development. Walid Hassan

Young entrepreneurship

The August issue of Qatar Today featured an interesting interview with the co-founders of the popular website iloveqatar.net. The duo provided a clear understanding of the challenges that local entrepreneurs face and also shared with aspiring entrepreneurs not just their experience but on how to make a mark in the competitive economy. What the country needs is a wave of local companies that will further drive the economic growth. Jassim Sheikh

Poll result is based on messages received till 20th of every month

qt poll – september

Talk it out

The article titled ‘The value of conversation’ in the August issue of Qatar Today made a nice read. I believe it is very important that an employee and the employer understand each other, learn the other’s strengths and weaknesses and realise what one expects from the other. This is crucial for a healthy and transparent work environment. It is great that your magazine includes a segment on ‘work-life’ in its every issue. Ramesh Matthew

Power of youth

Human development being one of the four pillars of Qatar’s National Vision 2030, it is extremely important that the youth of the nation are developed in a way to contribute to the nation’s growing economy. As Ayesha Al-Mudehki of INJAZ Qatar rightly says in the article that appeared in the August issue of Qatar Today, it is necessary to start thinking out of the box and empower students to develop entrepreneurial skills. INJAZ Qatar is doing a great job in inspiring the youth to take charge. Other such organisations need to be encouraged in the country. Fatima Al-Waleed

Is the supply and demand ratio in the real estate sector balanced? SMS answers to +974 33072524 A lucky winner will win a NOKIa C5-03

Green initiative

I have been following Qatar Today’s Green Scene regularly and am thrilled to learn that the magazine is supporting a noble initiative like the Green Programme for Schools. Support from other partners will make this initiative even stronger. Hopefully this unique programme would engage schools in promoting environmental awareness among the youth and in turn do greater good to the community and the environment as a whole. Omar Abdullah

Is FIFA’s life ban on Mohamed bin Hamam justified?

41%

59%

Yes

The winning number of the last QT poll is 77180144

Qatar Today invites readers’ feedback Share your views on the magazine or any issue connected to Qatar. One lucky reader will win an exquisite Mont Blanc writing instrument.

Check out all articles of Qatar Today on www.issuu.com/oryxmags/qatartoday

Write to: The Editor, Qatar Today, PO Box 3272, Doha. Fax: (+974) 44550982, email: qtoday@omsqatar.com

Qatar Today reserves the right to edit and publish the correspondence. Views and opinions expressed in the published letters may not necessarily be the publication’s views and opinions.

emergence of mocial marketing 62

NEWS BITES

HMC and partners come together to form AHS

n the presence of Her Highness Sheikha Mozah bint Nasser, regional and international healthcare leaders and experts gathered in Doha in August to mark a formal commitment by Hamad Medical Corporation (HMC), Weill Cornell Medical College in Qatar (WCMC-Q) and their partners to bring the very best of international health care practices to Qatar through the establishment of an Academic Health System. During a partnership signing ceremony at the Ritz-Carlton, HMC and its partners – WCMC-Q, University of Calgary Qatar (UCQ), Primary Health Care (PHC), Qatar University (QU), Sidra Medical and Research Center and College of the North Atlantic, Qatar (CNAQ) – pledged their commitment to further developing high quality patient care and a healthy population through academic excellence and pioneering research. Academic Health Systems (AHS) are partnerships between leading learning and research institutions and healthcare providers. They are recognised internation-

DR HANAN AL-KUWARI, DIRECTOR, HMC. AHS WILL DEVELOP STRATAGIES TO TRANSFORM HMC INTO A FACILITY OF HIGH-QUALITY CARE

ally as a model for pioneering research and medical discoveries and for making them available to patients. They are synonymous around the world with academic excellence and delivery of the highest quality patient care. The AHS launch in Qatar is the first of its kind in the region. “We have together developed a strategy which will transform HMC and its partners

into an academic health system capable of delivering the highest quality of care for our patients,” said HMC Managing Director, Dr Hanan Al-Kuwari. "As all of the academic and healthcare providers will be brought together into a single partnership working towards a shared vision and strategic plan, educational programmes will be aligned with workforce and training needs."

QEWC gets A 1 from Moody’s

lobal credit rating agency Moody’s assigned a first time long-term local currency issuer rating of ‘A1’ to Qatar Electricity and Water Company (QEWC) with a 'stable' outlook. The rating is mainly supported by the beneficial contractual framework put in place by Qatar that significantly reduces its exposure and its Qatari joint ventures to common industry risks for utilities – namely regulatory, demand and price risks. The company benefits from a stable op-

14 Qatar Today

september 2011

erating cash flow stream, which is derived from secure, long-term power purchase agreements as well as from power and water purchase agreements with the 100% government-owned Qatar General Electricity and Water Corporation (Kahramaa) acting as sole off-taker. It also benefits from a government guarantee with respect to its financial obligations under contracts with QEWC for plants commissioned after 2002. All its plants are gas-fired and gas purchase agreements are all with Qatar Petroleum.

“Capacity-derived payments are structured in all agreements to ensure that fixed operating costs, investment costs, an agreed return on equity and comprehensive debt servicing are covered on a cash basis,” said Franck Nowak, a Dubai-based Analyst in Moody’s Corporate Finance Group and lead analyst for QEWC. The cost pass-through mechanisms that are built into the tariffs mitigate QEWC’s exposure to any volatility in prices and gives QEWC’s financial performance stability, according to the analyst.

news bites

CMC allocates QR60 Mn for projects

he Central Municipal Council (CMC) has allocated QR60 million to implement new projects in the second constituency (New Doha), an Arabic newspaper reported yesterday. Several different projects including building new schools, mosques, family parks, fixing street lights, road maintenance and infrastructure work, said Jassim bin Abdullah Al Maliki CMC deputy Chairman and representative of the second constituency. The CMC is working on a project to build

one mosque in Ljbeilat 64 area and another in the Oneiza 63 area. It also has decided to expand the prayer area of several mosques and build a separate Quran memorising centre for women in the Ljbeilat 64 area. Discussions are being held between the CMC, Supreme Education Council and the Qatar Public Works Authority – Ashghal to build two schools. A girl’s preparatory and secondary school is scheduled to be built in Ljbeilat 64 and another primary school for boys in Oneiza 65 area. Some parks are also to be built in Ljbeilat 64 and Oneiza 63.

IOC ANNOUNCE THAT DOHA IS BIDDING FOR THE 2020 OLYMPIC GAMES

oha will be one of the candidates to host the 2020 Olympics Games after the International Olympic Committee (IOC) eventually conceded to the possibility of the event being staged in September or October – a deterrent in their 2016 bid. HH Sheikh Tamim Bin Hamad Al-Thani, Qatar's Crown Prince and Qatar Olympic Committee (QOC) President said: “In light of the decision of President Rogge and the IOC Executive Board, I am delighted to formally announce Doha's bid to host the

Olympic and Paralympic Games in 2020. It is fitting that the dream of hosting the Games should come to the Middle East at this time; our bid can inspire peace and is a priority for our youthful region. Sport and Olympism together instill self-discipline, teamwork, drive and help teach all of us the means of achieving our personal goals. I look forward to working closely with the IOC and the wider Olympic family hopefully all the way through to the IOC Session in Buenos Aires in September 2013 for what could be an historic moment for the Olympic Movement and the Middle East."

Aamal wins Kahramaa contract worth QR1.8 BN

amal Company’s subsidiary Doha Cables has won a contract worth QR1.8 billion from Qatar General Electricity and Water Corporation (Kahramaa) for the supply of low and medium voltage cables. The two-year contract to supply low voltage (0.6/1kV) and medium voltage (11kV) power cables, equal to about 42,000 tonnes of copper, was won through a competitive tendering process, said an Aamal spokesman. The contract has been signed by HE Dr Mohamed Saleh Al-Sada, Minister of Energy and Industry, and Aamal Chairman Sheikh Faisal bin Qassim Al-Thani in the presence of Ahmed Elsewedy, President of Elsewedy Electric. The contract comes in line with the government’s efforts to encourage local manufacturing companies, said Dr Al-Sada. The contract award to Doha Cables is a further demonstration of Aamal’s strategy to develop new business streams in high growth sectors and to capture opportunities derived from Qatar’s ongoing investment in infrastructure and industrial diversification under the 2030 National Vision and the award of the 2022 FIFA World Cup.

Qatar to invest QR72.8 billion in tourism

atar will invest QR72.8 billion ($20 billion) to QR91 billion ($25 billion) in tourism infrastructure development over the next 11 years as it prepares to host the 2022 soccer World Cup, according to Ahmed Abdullah Al-Nuaimi, Chairman, Qatar Tourism Authority. “This is mostly going to be in hotels, but also in parks and entertainment venues,” he said. The country, which currently has 10,000 hotel rooms, will add an additional 5,500 this year with plans to reach 30,000 by 2013. 5,000 new rooms will come on stream each year through 2022, he said. “Big names are coming into the market, including four-star brands and furnished

16 Qatar Today

september 2011

AHMED ABDULLAH AL-NUAIMI, chairman, qatar tourism authority most of the outlay will be in hotels and parks

apartments. Five hotels at the Pearl will start coming in the next three years: Four Seasons, Nikki Beach Hotel, one boutique hotel. Every brand in the world will be in Doha.” A cruise ship terminal will be built at Doha’s new QR 20 billion ($5.5 billion) deepwater seaport with capacity for two to three cruise ships that could be used to house visiting fans, Nuaimi said. Nuaimi said the country would be able to absorb any extra hotel capacity that may remain from the 2022 tournament. “(Oversupply) is a big concern for everybody. But don’t forget that by then, we will have the full capacity of the airport, which will serve 50 million. By then we will have created a hub for the cruise business coming to Doha,” Al-Nuaimi said.

news bites

58% of employers in Qatar plan to hire soon

QNFSP to aid in food security

ome 58% of employers in Qatar are planning to hire in the next quarter, according to the latest quarterly Bayt.com Jobs Index survey conducted by Bayt.com, leading job site in Middle East, along with YouGov - research specialist. Meanwhile, 69% employers expect to recruit in Qatar in the next 12 months. The Jobs Index survey is conducted to gauge perceptions of job availability and hiring, to identify job trends and to provide an understanding of the key skill sets and qualifications required in the MENA region job market. The survey revealed that over half of the employers in the Middle East and North Africa (MENA) region plan to hire new employees over the next three months. In Qatar, 27% said they would ‘probably’ be recruiting, while 31% said that their organisations would ‘definitely’ be recruiting in the next few months. However, only 8% of the respondents said they were definitely not hiring in the next quarter. Overall, employers in KSA and Qatar seemed slightly

H the Deputy Emir and the Heir Apparent, Sheikh Tamim bin Hamad Al-Thani issued an Emiri Decree (Emiri Directive No. 45 of 2011) to organise Qatar National Food Security Programme. This will further re-enforce Qatar's commitment towards tackling on of the most pressing challenges that the country is facing food security. The decree emphasises the importance of coordination among government authorities, corporations and public institiuitons, in order to work closely with the Programme in the execution of food security-related works. QNFSP, Chairman, Fahad Al-Attiyah said, "The decree's objective is to enable QNFSP to work closely with all government agencies here in Qatar, the entire government body structure and all the companies in order to coordinate and to work in a task force designed to put together a detailed master plan ready by 2013. This master plan will take 10 years to implement till 2023 when we should have been able to be food secure." The Programme has helped to establish a platform for developing ideas on sustainable development, for introducing innovative food-related technologies in Qatar, and for cultivating capacities and skills for building a food security network. It would further contribute to the country's food security strategy that involves the development of four key economies – agriculture, water, energy and food (safety, storage and processing).

more likely to hire than others, as 33% and 31% respectively stated that their organisations will ‘definitely’ be recruiting new staff in the next quarter. When respondents were asked how many job positions their organisations would fill in the next three months, 45% said that less than five jobs would be available, while 23% said that between six and ten jobs would be available in the coming quarter. Employers stated that ‘engineering’ graduates or postgraduates stand the best chance from those that are likely to be hired. According to the study, 36% of organisations in Qatar favour employing staff that are qualified in this field.

(In figures)

Current country of residence Is an attractive job market UAE

Qatar

KSA

44%

43%

42%

QTA Announce Six Week Festival of Fun

atar Tourism Authority (QTA) promises fun and games for everyone at Doha Park later this year. It's being branded as the biggest entertainment event to ever be staged in Qatar and it will last for six weeks (October 6 November 17) at a 30,000 square-metre facility near Doha Exhibition Centre. QTA Chairman, Ahmad Abdullah AlNuaimi said: "The festival will feature more than 100 entertaining events and attrac-

18 Qatar Today

september 2011

tions, including an amusement park, an international circus, theatrical plays, concerts, a 3D cinema, performances by folklore bands depicting the heritage of Qatar and other Arabic countries, appearances by many cartoon personalities, a play area for children under the age of 10, entertainment programs, and various fun athletic activities to suit all family members. "The purpose of the festival is to provide a host of entertaining activities to both nationals and expatriates and to tourists

visiting Qatar, to promote tourism." A wide media marketing campaign will highlight the novel activities to entice visitors from the wider Gulf region to join in the festivities, as they try to maintain momentum through the winter months. The number of GCC tourists travelling here increased by 40% during the first half of 2011, while there was a 12% increase in International visitors visiting the country. Entry to the activity areas of the Park will be free of charge.

DEALING WITH REPUTATION RISKS

an 'arabic' insight

O & G overview

Export Earnings go up

atar’s total export earnings have been projected to exceed $90 million (QR328 million) this year on the back of huge liquefied natural gas shipments, Samba Financial Group has said in a report. Samba expects Qatar’s LNG exports to grow to more than $30 billion (QR109 billion) in 2011. “A combination of increased production and higher prices will ensure that Qatar’s earnings from hydrocarbon exports will continue to grow strongly,” the group declared. Qatar continues to be the largest LNG exporter in the world and in 2010 the country accounted for 25.5% of global LNG

55.7

exports. Qatar has successfully expanded its export market for LNG and can redirect gas shipments to Asian, European and Latin American countries to take advantage of better prices. Qatar’s liquid natural gas production capacity touched 77 million tonnes per year (tpy), which is facilitated by 14 trains – seven each in Qatargas and RasGas, the country’s two LNG producers. Qatar’s LNG export earnings are estimated to have reached $21 billion (QR76.5 billion) in 2010 and will grow again on the back of increased volumes reflecting the completion of the last of the mega-trains, Samba said.

LNG Exports:

million tonnes of LNG IN 2010

36.4 million tonnes of LNG in 2009 (Up 53% )

first cargo of gtl naphtha sold

atar International Petroleum Marketing Company Ltd (Tasweeq) sold its first cargo of GTL Naphtha, a high quality product from the world’s largest gas-to-liquids (GTL) plant, Pearl GTL, located in Qatar. GTL Naphtha is a premium feedstock for

20 Qatar Today

september 2011

the petrochemical industry. It has a high paraffinic content of more than 90% and contains virtually no sulphur, which is highly valued by steam cracker operators due to its high yields of olefins (ethylene and propylene). Tasweeq is expected to market approximately one million tonnes per year of Pearl GTL Naphtha to key markets around the world.

Qatar to supply LNG to Malaysia

atargas achieved another milestone with the signing of a Heads of Agreement (HoA) to supply liquefied natural gas to Petronas LNG – a wholly-owned subsidiary of Petroleum National Berhad (Petronas), the national oil and gas company of Malaysia – at a ceremony held in Doha. Under the terms of the agreement, Qatargas will deliver 1.5 million tonnes per annum (MTA) of LNG to Malaysia for at least 20 years, beginning in 2013. Constructed on the western coast of Peninsular Malaysia, and the terminals are expected to become operational by mid 2012.

Qatar Navigation bags contract from QP

atar Navigation’s (QN) fullyowned subsidiary Qatar Shipping has bagged a QR1.88 billion contract from Qatar Petroleum (QP). Under the terms of the contract, Qatar Shipping will provide and operate harbour tugs, pilot boats and mooring gangs for Mesaieed Port for a period of 20 years from August 2014. Qatar Shipping will construct 19 boats in the coming three years to service this contract.

managing your boss

bank notes

QFCA signs MoU with rbi

he QFC Regulatory Authority and the Reserve Bank of India (RBI) signed a Memorandum of Understanding (MoU) last month to promote greater co-operation and sharing of supervisory information between the two regulators. The MoU was signed at RBI’s Central Office Building in Mumbai by P. Vijaya Bhaskar, RBI Executive Director, and Michael Ryan, QFC Regulatory Authority

Deputy CEO. “We are very pleased to enter into this agreement with the RBI,” said Ryan. “It establishes an important framework for greater economic activity between Qatar and India, and it provides us, as regulators, with the level of information and cooperation that we need to ensure the safety and soundness of our institutions and to facilitate greater economic ties between our countries.”

IBQ shuts its Islamic window

BQ have sold their Al Yusr Islamic banking retail operations to Barwa Bank. This move brings IBQ in compliance with the Qatar Central Bank (QCB) issued instructions on January 31, 2011 for all commercial banks in the country to cease their Islamic operations by the end of this year. An agreement was signed by George Nasra, MD of IBQ and Steve Troop, CEO of Barwa Bank, and the transaction has received the approval of the QCB and the Shariah Boards of both banks. Under the terms of the agreement, the sale includes the Al Yusr retail loans and deposit account portfolios, the two Al Yusr

22 Qatar Today

september 2011

branches located at Al Sadd and Al Rayyan including ATMs and the transfer of Al Yusr employees to Barwa Bank. However, the private and corporate banking portfolios are not part of this deal. “While the ruling from the QCB necessitated the sale, we feel Barwa Bank will be able to offer our retail customers the best Islamic banking services in the market,” said Nasra. “Under the terms of the agreement, Barwa Bank will take on existing Al Yusr employees, which we value a great deal and which can continue to provide an excellent service to Al Yusr customers making the transition as seamless as possible to our valued customers.”

SCB appointS new special adviser

Sheikha Hanadi Nasser Bin Khaled Al-Thani special advisor to SCB & MEMBER OF gac

tandard Chartered Bank recently announced that Sheikha Hanadi Nasser Bin Khaled Al-Thani has been appointed as a Special Adviser to the Bank and will become a member of the Bank’s Gulf Advisory Council (GAC). In her role on the GAC, Sheikha Hanadi will support V Shankar – CEO of Europe, Middle East, Africa & Americas – and Christos Papadopoulos, Regional CEO, Middle East, North Africa & Pakistan. The GAC is a strategic advisory forum on the business, economic and political environment in the Middle East, providing insights that help the bank build lasting relationships with communities and businesses. “We are delighted that Sheikha Hanadi has agreed to join the Bank as Special Adviser,” said V Shankar. “Sheikha Hanadi is well known for her significant contribution in developing Qatar’s economic and social presence in the Arab world. Her experience and visionary leadership will help deepen our commitment to building a sustainable business as a bank in the region.”

BANK NOT ES

Confident of growth HSBC have been a major player in Qatar for over half a century, but have cited being uncompetitive in some markets as a reason to shed jobs globally. Will this have an impact on their focus here? Rory Coen finds out.

Despite

the recent announcement at HSBC that they are to cut 30,000 jobs globally, their aspect for the Middle East is more positive and they see Qatar as a market where they can flourish and grow. The banking giant has a 57-year history here and is working diligently to provide for its market's evolving needs. The recently appointed Head of Retail Banking and Wealth Management (RBWM) in the Middle East & North Africa HSBC, Francesca McDonagh, spoke with comforting tones about their strategy here. “The Middle East is a strategic focus for us, and within the region, Qatar is a very important country and market for us. I am very focused on our premium segments in Qatar – that’s our Premier and Advanced segments – and also the development of more wealth, services and propositions for our customers. I’m very confident about the future for Qatar as a country and for our support of the business,” she said. “We have a 57-year heritage here, which I feel is impressive. We have a high recommendation level amongst our customers and towards our banking products and

services. In this market, we are unmatched in terms of global connectivity. We’re able to offer our customers with international needs unrivalled services for their personal banking.” Job Cuts HSBC made a pragmatic gesture when they announced they were shedding 30,000 jobs between now and 2013 in regions where they weren’t being competitive. Whilst they did announce very favourable first half figures (pre-tax profits of $11.5

billion, up from $11.1 billion a year ago and better than the expected $10.8 billion), they are intent on restructuring to stay competitive and cite emerging markets as their means. “What’s being confirmed in the press is a strategic exit from certain markets,” said McDonagh. We have to make cost efficient and smart decisions wherever we work in the world, our new CEO [Stuart Gulliver] is being clear about this. We need to make sure we are investing and growing where it makes sense. I think if you’re smart and

september 2011

Qatar Today 23

BANK NOT ES

“We need to make sure we are investing and growing where it makes sense. I think if you’re smart and focused you can grow a business significantly without it necessarily correlating to the headcount in that country” Francesca McDonagh, Head of Retail Banking and Wealth Management (RBWM) in the Middle East, HSBC

focused you can grow a business significantly without it necessarily correlating to the headcount in that country. My focus here is on the front line, so there’s an opportunity to invest, train and develop the front line staff that we have, to ensure the solutions we offer are well aligned with our customers and their personal f inancial needs. “I think we have to be very prudent in recruitment, we need to make sure its sustainable recruitment, where we have to look at our resourcing, we have to look at where we can make sustainable decisions, to make sure our front line staff have the capacity to sell and to serve, and to meet customers’ needs, but we also have to look at efficiency in any market we are in, not a message for Qatar necessarily, but for the ME. We need to be careful about how we drive our efficiency and be smart at how we manage our costs.” Strategy in Middle East McDonagh intimates that HSBC will be focusing their attention primarily on their premium segments, which she feels are ultra-competitive and give their market here exactly what they want. They are trying to leverage in Qatar what has been successful regionally and globally, which are their premier and advanced segments, and investment solutions such as Asset Management funds. “Our premier proposition is incredibly strong. I feel our ability to offer – whether its global view or global transfer – that connectivity for our premier customers is

24 Qatar Today

september 2011

HSBC Retail Banking and Wealth Management

SBC Retail Banking and Wealth Management (RBWM) was established in March 2011, bringing together the HSBC’s Personal Financial Services, Insurance and Asset Management businesses under a unified management structure. Through HSBC Premier and HSBC Advanced, RBWM’s aim is to provide retail banking and wealth management services to customers in selected markets. For the first half of 2011, RBWM: generated a profit before tax of QR11,483 million ($3,126 million). had total customer deposits of QR1,972 billion ($542 billion) as at June 30, 2011. had total net loans and advances to customers of QR1460 billion ($401 billion) as at June 30, 2011. HSBC Global Asset Management had funds under management of QR1,634 billion ($449 billion) as at June 30, 2011, of which emerging markets funds under management were QR491 billion ($135 billion). incredibly competitive and it’s something our customers with international needs appreciate. For a customer who has an account with us and has an account abroad, they are able to see all their accounts in one shot, which is ‘global view’. And also the ability to instantly move their funds between those accounts, and see it instantly reflected in Online Banking. It’s incredibly attractive and convenient, recognising the international perspective of many of the customers here. “The advanced strategic segment is very strong in what we can offer in terms of products and services. Our focus is there, but it doesn’t mean it’s an exclusive focus; we have customers which aren’t premier or advanced, that we have relationships with and want to grow, who we offer credit

cards and other lending products to.” “I also see opportunities to offer more wealth solutions to our customers here,” she continues. “So the offering of the Worlds Selection funds, which are mutual funds that reflect global best practice in asset management, are very enticing. I am a customer of this myself and I have found that it has been very a successful product. “Those are some of the aspects that set us apart from the competition. We don’t have the largest branch network in Qatar, but I don’t think we necessarily need to have, I don’t think we need to be on every corner to service our premium customers as we wish follow

www.facebook.com/qatartoday

strengths-based development 56

realty check

Qatari Diar to invest in Olympic Village

Barwa marks rise in profit Qatari property developer Barwa Real Estate has posted a 51% rise in first-half net profit due to gains from sale of property and subsidiaries and higher growth in rents and income from consultancy.

In Numbers: Net profit in first half

he Olympic Delivery Authority (ODA) has signed contracts with the joint venture of Delancey and Qatari Diar for the purchase and long-term management of the Olympic Village. The joint venture will work alongside Triathlon Homes who will manage the affordable housing in the Village. The Village will comprise 2,828 highquality new homes, education and healthcare facilities, new parklands, public squares and open space, with transport

links for better connectivity. Out of these homes, 1,439 will become private housing owned by the joined venture and will be let on a rental basis. This will create the first UK private sector residential fund of over 1,000 homes to be owned and directly managed as an investment. ODA, Chief Executive, Dennis Hone said, “This deal will deliver a significant return and a first-class owner for the Olympic Village. It secures two leading property investors with the experience and expertise needed to make the Village one of the strongest legacies from the Games.”

QR752.51 million Rise in profit

51% Revenue from property

QR539 million Rental income

QR347 million

Msheireb installs automated waste recycling system

sheireb Properties has awarded Sweden’s ENVAC AB a major contract to install a state-of-the-art automated waste recycling system for its flagship project - Msheireb Downtown - in Doha. The recycling system is one of the many sustainable development strategies that the company has adopted across. The system consists of three vertical chutes installed in each residential building, with inlets on each floor. Each is specially designed to handle organic waste such as kitchen refuse, ‘dry’ mixed recyclables such as glass, plastic, metal, cardboard

26 Qatar Today

september 2011

packaging, newspapers etc, and residual waste such as wet paper, clothes, and other refuse. The system can handle around 80% of household waste. The waste will then be sucked by air through a steel pipe network to a centralised waste collection terminal located at least 3km away from the point of discharge. Msheireb Properties, Projects Director, Mohammed Al-Marri said, “The Gulf’s remarkable growth story has also affected the environment to a degree, which is why offsetting the impact of any development is at the heart of Msheireb Properties’ vision. With this system from ENVAC, combined

with an education campaign for all residents, we can ensure Msheireb Downtown is at the forefront of the world’s ‘Green cities’ movement.”

RIVOLI MEETING RETAIL DEMANDS

arab snippets Oman

Tourism to contribute $1.93 bn to GDP

he World Travel and Tourism Council forecasts that travel and tourism will contribute $1.93 billion to Oman’s total GDP this year, driven by strong tourist arrivals to the Sultanate. The nation’s flagship carrier, Oman Air, reports a surge in tourism arrivals via its 2011 first-quarter flights. Passenger figures for the period surpassed those of 2008,

2009 and 2010, with March 2011 witnessing 35,000 arrivals compared to around 25,000 in March of the previous year. Muscat and Salalah are already expanding their respective airports to accommodate passenger traffic of between 48 and 10 million per annum. Arrivals at Oman’s key ports are growing as well, with Muscat alone reporting over 90 cruise ship visits for the 2010 -11 season. Oman’s Ministry of Tourism, the govern-

ment body in charge of tapping the Sultanate’s travel and tourism potential, recently joined the International Council of Tourism Partners as an alliance member. It is thus in a better position to globally promote upcoming tourism developments, such as the $2.5 billion 'Omagine' project covering a series of Integrated Tourism Complexes in Muscat and the $1 billion tourism resort being built in the port city of Salalah.

AFP PHOTO/STR

UAE In the Dock EGYPT, Cairo: Ousted Egyptian president Hosni Mubarak (C) lies on a stretcher as his sons Alaa and Gamal (R) in front of him inside a cell during the second hearing in their trial corruption charges at a courtroom in Cairo on August 15, 2011.

27 Qatar Today

september 2011

AFP PHOTO/JOSEPH EID

Top of Form LEBANON, Kuneissat : Syrian children who fled with their families from recent violence in the flashpoint city of Homs, play in the northern Lebanese border village of Kuneissat in Wadi Khaled area on June 27, 2011 as Syrian activists say that hundreds of people fled over the border into Lebanon.

Cost of Living to RISE

conomic Intelligence Unit (EIU)’s Worldwide Cost of Living 2011 said that the international economic recovery would cause inflation to increase in the UAE, while other Middle Eastern capitals will remain cheap places to live. The EIU predicted that the economic recovery would raise oil and international food prices. Increased prices would combine with planned infrastructure development in the UAE to raise inflation to an average of 2.2% over the next four years. The survey also predicted that the purchasing power of the dirham would decline, making the UAE more expensive, since it is pegged to the US dollar at Dh3.673: USD1. In contrast, the survey put Algiers in Algeria, Tehran in Iran, Tunis in Tunisia, and Jeddah in Saudi Arabia, among the 10 cheapest places to live. EIU said that lack of development, weak currencies, and price controls or subsidies made these cities less costly.

world view

AFP PHOTO/ROBERTO SCHMIDT

Global failure SOMALIA, Mogadishu : A Somali woman joins other Internally Displaced Persons (IDP) at a food distribution centre in Somalia’s capital Mogadishu on August 14, 2011. More than 100,000 people have fled to Mogadishu from other drought-struck Somalia regions in search of food and water, but insecurity in one of the world’s most dangerous cities is hampering aid flows. Some 12 million people in parts of Ethiopia, Djibouti, Kenya, Uganda and Somalia are in danger of starvation in the wake of the region’s worst drought in decades. The United Nations has officially declared famine in Somalia for the first time this century, including in Mogadishu and four southern regions.

AFP PHOTO/ CARSTEN KOALL

50 years since the first brick GERMANY, Berlin : Visitors follow the commemorative ceremony of the construction of the Berlin Wall at the Bernauer Strasse Memorial in Berlin on August 13, 2011. Berlin marks the 50th anniversary of the building of the Berlin Wall with a memorial service and a minute of silence in memory of those who died trying to flee to the West.

28 Qatar Today

september 2011

AFP PHOTO/Stan HONDA

world view

US loses AAA rating

AFP PHOTO/LEON NEAL

UNITED STATES, New York : Traders work on the floor of the New York Stock Exchange at the closing bell on August 12, 2011. Trade calmed in US markets after one of the most turbulent weeks on record. Standard & Poor’s cut the US rating from its top-flight triple-A one notch to AA+. President Obama defended America’s credit after Standard & Poor’s downgraded its top notch debt rating, insisting the economy’s woes were 'eminently solvable' with political will.

The Riot...

AFP PHOTO/MIGUEL MEDINA

UNITED KINGDOM, London : A shop burns as riot police try to contain a large group of people on a main road in Tottenham, north London on August 6, 2011. Two police cars were set ablaze in north London following a protest over the fatal shooting of a 29-year-old man in an armed stand-off with officers. The patrol cars were torched as dozens gathered outside the police station on the High Road in Tottenham.

...And After United Kingdom, London: Mayor of London Boris Johnson (L) and Acting commisioner of the British Metropolitan Police Tim Godwin, address the media after meeting with Sir Hugh Orde, President of the Association of British Chief Police Officers, in London, on August 12, 2011. British Prime Minister David Cameron has unveiled measures to end the country's worst riots in decades, and admitted the army could be called in to quell the violence which claimed its fifth fatality on August 12. As a police crackdown and heavy rain prevented a fifth night of chaos, Cameron told an emergency session of parliament he would give police extra powers including the ability to order youths to remove face coverings.

september 2011

Qatar Today 29

view point

Fundamendatals of

Private Equity

Financial leverage is an opportune avenue to support a company’s growth plans.

With

rapid economic growth in the region, accelerated by oil and gas revenues companies are being challenged to keep pace. Their inability to fully capture market potential is being limited by their capital structures. Historically, companies have grown organically by deploying their internal accruals and raising debt as promoters have been averse to raising capital by diluting their stakes. However continued high leverage has its own problems / risks and the last three years has heightened awareness of a well-structured balance sheet (with limited leverage) being integral to business sustainability. Therefore private equity is gaining importance as a tool to fund the expansion plans and deleveraging balance sheets. Valuation is one of the critical elements in a promoters’ or investors’ decision for equity infusion which also impacts the overall dilution level. It needs to be emphasised that the current business model, size and management team also play a critical role in attracting equity investors in their business. The fundamental assumption which drives the valuation is the post-money business model and expansion strategies. Various valuation benchmarks have evolved which are generally used to assess the current value of the businesses. While Discounted Cash Flow technique, comparable multiples method, benchmarking against recent transactions are used cooperatively, investors expected IRR’s [on exit] using indicative current and expected market assumptions is also critical to a successful deal closure. In most practical situations, the valuation issues can be resolved by deploying appropriate structures and strategies linked to value-based negotiations. Ultimately, it’s a question of perception value, not only what the market is prepared to pay but also how the opportunity is presented and offered to

potential equity investors. The evolution of select funding in high-growth potential companies by private equity and institutional investors has created a systematised and professional platform to support their strategic growth. This method of funding businesses encourages financial discipline, transparency and best practices in the investee companies. Private equity institutions would generally have representations at the board level and would seek certain veto rights which are linked to further capital infusion, geographic or operational expansions, etc. They also add synergies and learning’s from other investee companies, thereby significantly increasing its business viability and shareholder value. Private Equity is directly correlated with the growth in capital markets. As capital markets improve, initial public offerings increase, which is the preferred exit option for most Private Equity investors. The premium value captured at the time of a public listing is enhanced with the brand equity and perception value of the institutional shareholder benefiting all stakeholders. Although, capital markets in Qatar have been challenging, efforts from governmental and regulatory authorities are beginning to take shape, reflecting the economic growth in the region. Today, investors are actively exploring opportunities across health care, retail, services and manufacturing, given the current market conditions and continued demand for various products and services. These preferred sectors are strategically linked to the current economic development in Qatar and the region. There are many examples where Private Equity funding has successfully transformed family businesses into leading corporations instilling perpetual benefits for all stakeholders. This alternative method of funding through private equity institutional investors needs to be strategically exploited by aspiring Qatari entities

read online qatartoday.tumblr.com

By Sanjay Bhatia The author is the Senior Executive Officer, Alpen Capital Investment Bank (Qatar) LLC

30 Qatar Today

september 2011

view point

Asset Allocation Theory:

a friend or enemy?

At its core, asset allocation is a form of risk diversification, where the philosophy is to find investment classes that are not correlated with one another in any way.

an ideal portfolio of uncorrelated investments, the stocks performing well would offset the underperforming stocks. The overall result would be a reduction of risk of making large losses. Of course, this is not always possible so the next best alternative would be to find investments that have low correlation with one another. The theory of asset allocation is underpinned by some basic principles. The first principle is that diversification aims to significantly reduce the possibility of a large financial loss. Secondly, that diversification can be obtained through low correlation through asset classes. Importantly, however, correlations between asset classes can change over time and even reverse. Thirdly, the annual re-balancing of a given portfolio also aids in controlling risk. The concept behind this is the basic theory of regression to a mean, which is based on the assumption that all investments have a given risk and a given return profile, and that over the long-term, investment will fall into line with these natural tendencies. As such, to some extent, re-balancing may appear counter-intuitive, as it would mean selling high and buying low – and this is the very reason why you need to adjust for overly optimistic or overly pessimistic prices in the market. Harry Markowitz, an American Economist best known for his pioneering work on Modern Portfolio Theory, conceived asset allocation in a research paper, where he argued that financial risk is a desirable component of portfolio management, as it

leads to high rates of return. He added that portfolio risk could be controlled through the proper diversification of investments; with the given risk of each individual investment being unimportant relative to the way they act as a whole to mitigate overall portfolio risk. This formed the basis of modern portfolio theory – one of the most important and influential economic theories – which is not purely based on diversifying amongst stocks, but diversifying amongst the right combination of stocks. On the other side, inevitably modern portfolio theory, no matter how widely subscribed, it has some shortcomings, particularly with regards to investors’ notion of risk. For instance, the theory may demand that the investors take on perceived risky investments, such as futures, in a bid to reduce the portfolio’s overall risk. Another frailty in the theory is that there is an inherent assumption that it is in fact possible to select stocks with an individual performance that is independent of other investment in a given portfolio. This is the subject of much debate; some market theorists would argue that in times of excessive market stress, seemingly independent investment may act as though they are related. The recent global recession was a fine example where we witnessed uncorrelated stocks tumbling in southerly direction. Overall, however, modern portfolio theory highlights the importance in the relationship between risk and reward. Notwithstanding, markets are difficult to beat, but more often than not, investors who take above-average risks will more often than not do so. However, this also implied that the risk-takers are likely to pay their penance when markets turn sour. Asset Allocation Theory, whether a friend or an enemy, is just that, a theory

feedback qtoday@omsqatar.com

By Javed Hassan Akhtar Senior Sales Manager Wealth Management, HSBC

32 Qatar Today

september 2011

view point

A Steady Hand Will mayhem in two of the world’s largest economies have its repercussions in Qatar?

Last

summer, private research firm Dun and Bradstreet and the Qatar Financial Centre Authority (QFCA) released their Business Optimism Index (BOI) for Q3 2011. The BOI surveys a random sample of businesses in Qatar, asking respondents for predictions on sales volumes, net profits, and other indicators. According to the survey, players in the hydrocarbon industry remain optimistic about growth. “These findings show the continued strength of the oil and gas sector, forecasted by the IMF to grow 29.5% in 2011,” said Yousuf Al-Jaida, Director of Banking & Asset Management at QFCA. Qatar’s non-hydrocarbon sector, on the other hand, is less optimistic. “These findings reflect the expected quarterly retrenchment for the non-hydrocarbon sector, primarily due to the current global economic uncertainties.” Indeed, the global economy has given business owners much to consider this summer. Some of the world’s largest economies are in the midst dealing with enormous public debt burdens. Political gridlock, meanwhile, is making hard financial choices more difficult. In the euro zone, this past summer has brought the return of Greece’s sovereign debt issue. The fiscal situation there led to fears of a Greek default, an event that could seriously affect other heavily indebted euro zone economies like Spain, Ireland, and Italy. Only after weeks of strikes, protests and political wrangling did Athens pass the austerity measures required for the QR 53.13 billion (€109 billion) IMF and EU loan package. This emergency loan came just over a year after a similar IMF and EU loan last summer. In the US as well, sovereign debt issues have been seriously affecting the economy. In August, credit rating agency Standard & Poor’s downgraded the country’s debt rating from AAA to AA+, citing concerns over a $14.59 trillion public debt burden and political differences dividing the government. Tumult in the world’s two largest economies can help explain the mood of caution among some business-owners here. Indeed, the situation in the US is particularly important to Qatar because of the State’s currency policy, which has the exchange rate fixed at QR3.64 per dollar. In order to maintain this peg, the Qatar Central Bank (QCB) adjusts interest rates in step with the US Fed. At the moment, US interest rates are at a record low. The Fed announced on August 9 that economic conditions are ‘likely to

warrant exceptionally low levels for the federal funds rate at least through mid-2013’. On August 11, the QCB announced it would decrease its overnight lending rate from 5% to 4.5% and deposit rate from 1% to 0.75%. “The timing of the cut is also likely to have been supported by the US intention to keep its federal funds target rate at exceptionally low levels,” according to a statement by EFG Hermes. Lower interest rates could encourage economic activity in debt-laden America. In Qatar – where the government had continual surpluses – lower rates could stoke inflationary pressure. Another factor that has the potential to push up prices is the significant level of government spending. In March, Doha announced a QR139.9 billion budget, an increase of 25% compared to the previous fiscal year. A combination of lower interest rates and higher government spending has caused inflation to spike in the past. In 2008 – while soaring oil prices enriched the State – US interest rates were held low. In that year Qatar’s CPI rose by 15%, according to the IMF. Does this mean Qatar is again destined for soaring inflation? Not quite. Despite the constraints that go along with the dollar peg, the QCB has a number of tools it can use to keep inflation in check. These include adjustments to reserve requirements, loandeposit ratios and the Qatar Money Rate (a monetary tool allowing banks to borrow from and deposit with QCB at pre-specified interest rates overnight). Another important tool is bond issuance, which allows the bank to remove excess money supply from the market. This seems to be the current course of action. In early August, the QCB announced it would issue QR4 billion ($1.1 billion) in treasury bills. “The objective of this is to manage liquidity and also to build our sovereign yield curve,” Abdullah bin Saud AlThani, QCB Governor told Bloomberg last week. Indications are that inflation has remained under control this year. June 2011 living costs rose by 1.8% year-on-year, according to the Qatar Statistics Authority. The IMF estimates that CPI will rise a modest 3% this year, nothing close to the increases seen in 2008. Although global economic conditions do serve as a cautionary tale, the foundations of Qatari growth – continual hydrocarbon exports, significant government investment, and above all steady monetary policies – seem to be holding strong

feedback qtoday@omsqatar.com

By Oliver Cornock The author is the Regional Editor of Oxford Business Group

34 Qatar Today

september 2011

view point

Stop blaming your culture Every organisational change – whether a corporate restructuring, a new government mandate, or a school system’s reform – has one thing in common: the need to work within its culture.

Working

within an organisational culture can be defined as the set of deeply embedded, self-reinforcing behaviours, beliefs, and mind-sets that determine “how we do things around here.” People within an organisational culture share a tacit understanding of the way the world works, their place in it, the informal and formal dimensions of their workplace, and the value of their actions. Though it seems intangible, culture has a substantial influence on everyday actions and on performance. When a new leader’s strategy puts the culture of a company at risk, the culture will trump the strategy, almost every time. There are good reasons for this. Every company’s identity – the body of capabilities and practices that distinguish it and make it effective – is grounded in the way people think and behave. Deeply embedded cultural influences tend to persist; they change far more slowly than marketplace factors, and cause significant morale problems when not addressed effectively. When strategy and culture clash, there can be some startling consequences; the culture is probably trying to tell you something about your own leadership philosophy.

36 Qatar Today

september 2011

Many leaders overlook this message. They blame the company’s culture for the resistance they encounter and in the most extreme cases endeavour to create wholesale cultural change. This leads them to remove key leaders and old practices, restructure operations, set in place new rewards and promotions, and announce other across-the-board programmatic changes. This approach is costly, disruptive, risky-and rarely effective. Alternatively, leaders may try to ignore their culture and act as if it isn’t important. But when overlooked, the hidden power of a company’s culture can thwart any leader’s strategic aspirations. No matter how many top-down directives you issue, they will rarely be executed, at least not with the emotional commitment and consistency needed to make them successful. But when leaders fight their culture head-on or ignore it altogether during a change initiative, they lose the chance of reviving some of the attitudes and behaviours that once made their company powerful and highly productive – and might do so again. Several studies (including one conducted by Booz & Company and the Bertelsmann Foundation in 2004) suggest a correlation between financial results and a strong, inspiring organisational culture.

view point

There are a number of principles that will allow leaders to make use of the existing culture and change behaviour.

Start pragmatically. Don’t try to change everything at once. Focus on a few critical behaviours that resonate with your current culture, but that will raise your organisation’s performance.

Reinforce the new behaviours through formal and informal means. Provide formal metrics, incentives, and process guidance that lead people to practice these new behaviours again and again, until they experience their value. For example, set up appraisals, salary reviews, and training to reinforce and reward the new behaviours you seek. At the same time, develop informal connections that foster the responsiveness and emotional commitment needed to deal with the unexpected.

Seek out role models for the new behaviour.

Enlist your current 'cultural carriers'.

Use the culture you already have.

Model what matters most.

Start with the most effective practitioners, the people who distinguish themselves by the way they act. We often call these individuals pride builders because their example helps instill pride about the behaviour change. They can also help you find ways to get others to adopt the same behavior.

These are the people who are well positioned to transmit behaviours to others, and who can be developed to spread the positive elements of the existing culture. Have the top leadership identify 10 people who are linchpins of strategy execution - whose participation is critical to any serious strategic effort. Bring them together to talk about the barriers they face when trying to execute new ideas, and the ways that they might overcome those boundaries.

Take pains to stay within the most essential tenets of the existing culture. Make sure you understand clearly the reasons that current practices exist before you try to change them.

Be a visible and consistent role model of the behaviour change you want to see in others.

How to deal with cultural challenges Fortunately, there is an effective, accessible way to deal with cultural challenges. Don’t blame your culture; use it purposefully. View it as an asset: a source of energy, pride, and motivation. Learn to work with it and within it. Discern the elements of the culture that are congruent with your strategy. Figure out which of the old constructive behaviours embedded in your culture can be applied to accelerate the changes that you want. Find ways to counterbalance and diminish other elements of the culture that hinder you.

Clarify the specific implications of the new behaviour. People throughout the organisation will need to understand exactly how the change affects them and their work, and what is expected of them in a changing environment.

In this way, you can initiate, accelerate, and sustain truly beneficial change-with far less effort, time, and expense, and with better results, than many executives expect. Organisational cultures don’t change very quickly. Therefore, if you are seeking change in your company or institution, you are most likely to succeed using your existing culture to help you change the behaviours that matter most. Bit by bit, as these new behaviours prove their value through business results, the culture you have can evolve into the culture you need

For our management magazine - ‘Strategy+Business’ - visit www.strategy-business.com. For the Ideation Centre, Booz & Company’s leading think tank in the Middle East, visit www.ideationcentre.com Visit www.booz.com and www.booz.com/me

By Jon Katzenbach, Senior Partner, Ashley Harshak, Partner and Ahmed Youssef, Partner with Booz & Company

to learn more about Booz & Company.

Adapted from “Stop Blaming Your Culture,” by Jon Katzenbach and Ashley Harshak, strategy+business Summer 2011: http://www.strategy-business. com/article/11108

38 Qatar Today

september 2011

About Booz & Company: Booz & Company is a leading global management consulting firm, helping the world’s top businesses, government ministries and organisations. Our founder, Edwin Booz, defined the profession when he established the first management consulting firm in 1914. Today, with more than 3,300 people in 60 offices around the world, we bring foresight and knowledge, deep functional expertise, and a practical approach to building capabilities and delivering real impact. We work closely with our clients to create and deliver essential advantage.

listening post

Marketing a city “Most of us consider marketing as a frivolous occupation. It is not so, marketing is serious business. You have to satisfy people with different tastes and convince all of them to buy your ideas,” says Abdulrahim Al Ibrahim, Director of The Pearl-Qatar Central AuthoritY Directorate (TCAD).

40 Qatar Today

september 2011

By Si ndhu N a i r e should know, since he was selling and promoting The Pearl Qatar (TPQ), an address that was branded as the most glamorous in the Middle East, when it was just a concept. He was involved in the project from the start – the reclamation, the handover and now the management of the property. He speaks to Qatar Today of the euphoria and the responsibility associated with marketing an island built on water. TPQ was a new concept of luxury residential property in Qatar. What were the challenges that you faced in building an iconic brand? The reclamation of the land started in 2004 as did the marketing. The concept was one-of-a-kind, a very creative project with a design that was clearly opulent and innovative. The challenges were massive, in construction and of course in marketing as well. When we started, the real estate market was steady and then came the boom in the sector. Prices escalated, material as well as labour cost went up; there was a shortage of materials and all of this made it extremely difficult for us. But we had support from HH The Emir, Sheikh Hamad bin Khalifa AlThani and the government and this helped us a great deal. Proper planning by

listening post

United Development Company (UDC) put us on a strong foothold and we could see the completion of the project rising above the various setbacks. Because we pioneered the idea in this country, it captured everyoneâ&#x20AC;&#x2122;s attention and wonder, locally and internationally. When I joined UDC, in the position of General Manager of Marketing, our challenges were immense; the whole group was just a small team of 60. We are now 1,200 employees. We have expanded in all spheres and auxiliary units. All this is part of the success story of TPQ. Was it difficult to sell the concept internationally at a time when the country was not well recognised? What marketing strategies did you adapt? Proper planning and the way the country has projected itself, as the largest supplier of gas and as a country with robust economy with its massive oil and gas resources, made it easier for us to market the project. Initially we were treated with scepticism, people did not know much about the country. But the uniqueness of the concept, the massive campaigns to promote the project globally through commercials, advertisements, billboards, exhibitions, road shows, etc, helped garner interest. Luxury outlets were initially sceptical of coming to the region, not just Qatar. We were selling based on plans. But now you can see all the brands that are here at The Pearl. According to me, the project in itself was the main factor, its uniqueness and beauty, the 10-themed districts, each with its own

We have had some owners who have sold their investments at a profit. So the global recession did not affect us much.

distinct style of living, helped in attracting investors from all around the world. The economic stability of the country was another important factor. At a time when global recession had downsized the thriving real estate sector how did TPQ manage to remain unfazed? How were the sales figures in those difficult times? We started marketing from 2005. About 90% of what we marketed is sold now. When the crisis hit, we had already sold close to 80% of the projects and we were getting busy with hand-overs. That worked to our advantage. As we were in this handover stage, it helped our cash flow. We are still busy with hand-overs and I can tell you

that even now the value of the property is increasing. We have had some owners who have sold their investments at a profit. So the global recession did not affect us much. We are still attracting retail stores; we have store openings regularly, on a monthly basis. This was because this was the only project of such magnitude in the country and the finished product was also much appreciated in the real estate sector. We have around 3,000 people living on the island and by the end of 2011 we are going to open two major precedents, Qanat Quartier and Medina Centrale. We are also opening a Spinneyâ&#x20AC;&#x2122;s here soon. We want the Pearl to be a city in itself. TPQ had some bad press too. How did you handle the bad press, especially those which used to touch on the environmental aspects of the project due to the huge reclamation associated with the construction of the island? The dredging technology we used was such that it would not harm the eco-system. Before we embarked on the project, an environmental assessment was conducted by Cowi and all recommendations made was followed to ensure that the eco-system of the place was not compromised. Itâ&#x20AC;&#x2122;s true to say there are more living creatures in the sea around the site than before the reclamation. We take extra measures to maintain safe environmental levels; we conduct air quality and noise pollution tests on an annual basis. Garbage collection is through a single

september 2011

Qatar Today 41

listening post

If we are faced with challenges, we adjust to meet them all. On the other hand, if the atmosphere you work in is too relaxed and indulgent, you slip and fail to deliver your best.

point, plastic bags are banned in the area, even in our retail premises, whilst fishing is also banned in our beaches. At the beginning of the project there must have been a few speculations but now, as we have made our intentions clear, the international press is aware of the precautions we take to maintain the eco-system to deliver a clean sustainable city. What is the role that you have now taken on and how different is it from your earlier division? What are the challenges you face? Our marketing team initially consisted of just three or four people and the pressures at that point were immense. All of us worked hard and in coordination with the rest of the UDC family with the single aim of delivering on promises. I headed the Marketing and Public Relations Department for two years and was in charge of marketing the Pearl to the outside world, such as identifying an agency who would work on our image, monitoring their work and finalising the finished product; the videos, the TV and print campaigns, outdoor campaigns, 3D renderings. . I then moved to Corporate Planning and Developments, creating new business units, negotiating JVs, etc. I was in this department for two years and am now in charge of The Pearl-Qatar Central Authority Directorate (TCAD), which can be simply explained as a sort of ‘Municipality’ that governs all post-construction activities, that makes sure of the smooth functioning of life at The Pearl. We are in charge of the issuance of title deeds, coordinating the issuance of residence permits, in coordination with the Ministry, for those who own property at The Pearl. All residents who own a property at The Pearl are entitled to be a resident of the country for a lifetime. We are the single window for all governmental liaisons. This ensures a stress-free process, a five-star facility to all the property and retail owners.

42 Qatar Today

september 2011

QUICK Takes: Technology and Dependency: It’s part of life now

Cars and driving: Again a necessity, not a fashion statement

Friends and their role: Ramadan is the perfect time to rebuild friendships. Every evening we have a meeting in the Majlis and gather to speak about what is happening around the world.

You are indebted to: My parents, my mother in particular, for her support and blessings.

Detox sessions include: Reading. Presently working my way through ‘Secret Lives of Great Authors’ by Robert Schnakenberg. I make it a point to go to bookshops in all the countries I visit. I also encourage my children to read.

A day without luxuries? Luxury is now a necessity; it is an essential part of life and an art in itself too...

How do you infuse creativity in your daily work schedules? Creativity comes foremost in UDC. We have to continuously innovate and create new amenities for our tenants. Creation of such a new unit as TCAD was by itself such a move. We try to give our residents the perfect life at The Pearl. We are in process of creating a guideline that will not be restrictive to our residents but will ensure an easy life on the island. I have had to take care of various departments within UDC and each has been a learning experience. The atmosphere at UDC is so competitive that you have to be creative. I feel that if we are faced with challenges, we adjust to meet them all. On the other hand, if the atmosphere you work in is too relaxed and indulgent, you slip and fail

to deliver your best. Do you have a mentor? Life is my mentor. Each day I learn from the people I interact with and the experiences they impart. I learnt from the Japanese the skills of negotiation and the art of patience. Every culture and nationality has its own way of doing business and I have tried to imbibe from all of them. I have learnt a lot from each of them through my business associations. What do you think the country will look like in the future? Any success I had is because we were in a country that had the foresight to build on its resources. I think Qatar will have a major facelift now. Tourism will be given a major boost, the infrastructure will be improved, there will be more places to visit, to enjoy, such as recreation centres. Qatar has a long coast line which will be utilised to add to the popularity of the country. Do you believe anybody with vision, and consistent hard work will make his/ her way to the top? Do you think being a Qatari has helped you in your country or has it posed more constraints as you had to constantly prove yourself ? Vision and hard work are necessary but you have to be creative as well. Nothing reduces the importance of creativity. Being a Qatari is more of a constraint. We have to work alongside so many other nationalities who are educated and skilful professionals, so I feel wehave to constantly prove that we are equally competent. What do you think are the prospects for the new generation in the country? I think the new generation is blessed. We have a revolution of education and the resources are like never before. So the younger generation can leverage the best of the Universities here in Qatar. The market is getting bigger and opportunities for Qataris are increasing

the riyal estate cover story

46 Qatar Today

september 2011

the riyal estate cover story

By Sindhu Nair

In 2011, architectural firms and real estate companies with projects that still occupied drawing boards hoped those would finally materialise and move on to the construction sites. They hoped that the successful bid to host the 2022 FIFA World Cup would be a catalyst for Government investment in infrastructure and real estate development. This was expected, not only to enhance the real estate offer in Qatar, but also give it a significant boost; creating employment, population growth and generate strong demand for assets.

september 2011

Qatar Today 47

the riyal estate cover story

incorporate local market risks. In a region awash with liquidity, the lack of tenable investment opportunities leads investors to deploy capital overseas. Clearly the MENA real estate markets have the potential to capture a much higher proportion of capital flows from both international and regional buyers. Unlocking this potential, however, will require a few adjustments â&#x20AC;&#x201C; an increase in the product available, a willingness of owners to transact with greater transparency and realistic pricing that is benchmarked against global markets. Jones Lang LaSalle, Head of Capital Markets for MENA Region, Andrew Charlesworth says: "Whilst recent events have created some uncertainty across MENA, there are areas within the region, particularly the GCC, where there remains a reasonable level of demand among local investors. The problem is one of finding and securing the right product at a price that makes sense."

ut the beginning of 2011 didn't see any spectacular change. With high supply in the commercial office spaces, rents dipped and no huge amendment was recorded in the residential spaces. Into the third quarter of 2011, small but notable signs are felt through the real estate sector. Government capital expenditure on projects is continuing to rise with the figure now at QR760.79 billion ($209 billion) of which 40% is earmarked for infrastructure; banks have begun dispensing credit to individuals to make investments in real estate. As a result, the real estate sector that has been sagging since the onset of the global recession is now showing signs of a welcome revival. Qatar Today talks to the experts in the sector to find what the sector needs to do to attract more investment. The regional issues Jones Lang LaSalle, the world's leading real estate investment and advisory firm, in its 2011 Middle East and North Africa (MENA) Real Estate Investor Sentiment Survey, indicated that although investment appetite exists, the region is missing out on significant regional and global capital flows because of the shortage of investment grade product and the lingering price gap between buyers and sellers. The report highlights two clear trends. First, the amount of overseas capital allocated to investing in MENA real estate is negligible, and second, although local investors are seeking to increase exposure within the region â&#x20AC;&#x201C; particularly in those countries considered stable like UAE and Qatar â&#x20AC;&#x201C; activity is limited by the type of product available and asset pricing that does not fully

48 Qatar Today

september 2011

"The risks are the lack of transparency in the market and the lack of clarity about the delivery of development schedules, which are being addressed. It's getting the structure put in place, such as the ability to secure a residency, that still needs to be streamlined and fixed." Mark Proudley Associate Director, DTZ

Transparent rules While transparency and fair pricing seem to be the big hurdles in the GCC region, the Qatari government has started taking steps to make the sector more transparent. One such step was to ensure the accountability of the real estate agents in the country with a law soon to be announced which states that only Qatari nationals can practice as real estate brokers. Under the new legislation, firms found in violation of any of the provisions of the law will have their licenses suspended for three to six months. Firms engaging in the business without a license will be fined QR50,000 ($14,000) according to the law. While there is a bit of ambiguity on all the facts, the law is aimed to regulate real estate agencies and

Demand versus Supply

ccording to the DTZ research report on the mar- new space. We expect over the next two to three years for the ket, the total current commercial stock in Doha market to be stable. With increased levels of demand, the overis estimated at 3.4 million sq mts of which 50% supply that we see at the moment will be soaked up. I can foresee is considered as Grade A stock. The Diplomatic in 2014, we'll have a small over supply with demand catching up District, regarded as Doha's central business dis- with supply and prices starting to go up again. Then projects like trict (CBD), accounts for just over 70% of the current Grade A the Lusail will start to come on stream, realistically that's not until 2014-2015 and we see a huge amount of activity there." stock. Al-Misned doesn't see real estate prices going down. "Rates At the end of 2008, there were 46 completed, high-rise commercial office towers within the Diplomatic District, providing have not declined considerably to date," he said. "With the 680,000 square mts of leasable accommodation. That figure now amount of new business coming to Qatar, I do not see the prices stands at 1.3 million sq mts, equating to a 92% increase in supply declining considerably, if they even do decline. The government has enforced new regulations on over 27 months. There is currently, businesses operating out of villas approximately 268,000 sq metres to now occupy space in commerof space being marketed as being office demand by business sector cial buildings, so demand is startavailable to lease, producing a vaing to increase. cancy rate of 21% in comparison "With projects such as The with 14% recorded in March 2010. Pearl still nearing completion, The level of supply will continue and Lusail and Msheireb Properto grow over the next 24 months ties getting off the ground, there but at a reduced rate in comparison is a fair amount of supply enterwith the previous two years. ing the market. Although there DTZ forecasts that total office appears to be an influx of destock in the Diplomatic District mand, the question is whether or will reach 1.7 million sq mts by the not there is enough demand for end of 2012 if construction works all the high end supply of properare carried out according to schedties coming into the market. This ule without any major delays. is yet to be seen, but from our exThe first quarter of 2011 indiregistered office demand perience working at the Pearl and cates continued optimism with West Bay, the demand is quite high 18 new companies registering refor this high end part of the real quirements totaling 50,560 sq mt. estate sector. Furthermore, Qatar In terms of the demand by sector, has introduced regulations to prethe Government was the most acvent oversupply and a Dubai-style tive occupier type, accounting for real estate bubble, " he says. 60% of recorded demand in 2010. Proudley says, "There is conGovernment Ministries leased a fidence in the market. A lot of number of towers in the Diplomatdomestic investment is going on ic District, equating to in excess of here and that's a big attraction. We 120,000 square mts of supply. That are seeing a lot of new companies was a key driver in the maintaining coming in and the construction of office vacancy rates over the year and engineering ones in particudespite rapid expansion in supply. lar have expansion plans for their Financial and Professional Ser(courtesy : dtz research ) operations. There are some new vices companies are the most active buildings under constructions, but private sector companies seeking I think the level of supply will slow down over say 2012 and 2013 new space. These sectors are supported by several Government backed compared to how much there was in 2008 and 2009." Al-Ibrahim says, "Considering the growth potential of the initiatives, such as the Qatar Financial Centre Authority. The International Monetary Fund (IMF) forecasts real growth in GDP economy, I don't believe we will have an oversupply. "Qatar's population is expected to double to 4 million between from the Non Oil & Gas sector to reach 11% over 2011, which indicates continued expansion and hence demand for commercial now and 2022, this steady rise in population is a key factor in successfully filling the demand-supply gap. Qatar is also set to space from these alternative sectors. Proudley says, "The Qatar market has an oversupply now, but invest QR72.8 billion ($20 billion) in tourism through to 2022 it's limited in comparison to Dubai, and because of the econom- and thousands of visitors are expected to travel to the country ic fundamental here we are seeing a big take up in demand for for the World Cup."

september 2011

Qatar Today 49

the riyal estate cover story

property developers and it will be implemented. The law is currently being discussed by the Advisory Council. The need for such a law was felt with the increase in cases of fraud committed by real estate firms who doubled up as property brokers. The draft of the proposed new legislation makes it mandatory that only companies owned by nationals will be granted a license to operate the agencies, and the Manager of such a company will have to be a national. Commenting on the impending law, one of the real estate agencies in Qatar, DTZ Associate Director, Mark Proudley says, "It's a positive step towards regulating the real estate market here and also in delivering a greater level of consistency of approach amongst agents. DTZ aren't all Qataris, but we are a Qatari company and we are licensed to operate as a real-estate agent. I think anything that introduces licensing is a positive step to increase levels of professionalism and accountability. "I think it's important for people making property deals to know that they are dealing with a body that has a professional approach and is to some degree regulated effectively." Another real-estate agency, Coreo, reflects similar sentiments. Its CEO, Khalifa Al-Misnad, says, "A regulated real estate market in Qatar will add much needed transparency to the market place, which is especially needed at this time when the world is looking at investing in Qatar's market be it from a rental or sales perspective. There have been incidents in the past unfortunately where purchasers and tenants have been scammed by individuals acting as 'real estate agents' â&#x20AC;&#x201C; effectively anyone with a mobile phone could pose as one â&#x20AC;&#x201C; so regulating the industry adds to consumer confidence." He adds, "It is difficult to quantify market data in a market place that is segmented with countless middle men. Now that transactions will be more centralised to the confines of real estate agencies, it will be easier to consolidate transactional data in the sector to better gauge the market value." Al Fardan Properties, COO, Muhibullah Mani agrees, "We can also expect stability in real estate prices with the introduction of the new law, while preventing superficial changes in market prices."

of Gulf Organisation for Research & Development, who was previously the CEO of Barwa Real Estate, there is but a steady growth in the sector, but figures have yet to return to the high levels recorded during 2007. He says: "Land prices are quiet high and still increasing though transactions for huge projects are not happening as there is less liquidity in the market. This is because loans are still not as available as before â&#x20AC;&#x201C; the market is too cautious. But there is movement in small villas and land deals aided by subsidies on land by the government and the loans offered to Qataris through Qatar Development Bank."

Uncertain market? According to Dr Yousef Al-Horr, Chairman

Khalifa Al-Misnad,

50 Qatar Today

september 2011

"It is difficult to quantify market data in a market place that is segmented with countless middle men. Now that transactions will be more centralised to the confines of real estate agencies, it will be easier to consolidate transactional data in the sector to better gauge the market value." CEO, Coreo

He feels that there is lack of demand and this is stemmed by the fact that the government has not revealed all of its plans for 2022. Though the infrastructure plans have been revealed there is still ambiguity about other projects. This is echoed by property expert, Mansur Al-Mansur, who says in a local newspaper that the slow performance of the sector was normal as it was awaiting the announcement by the government about plans pertaining to the FIFA World Cup 2022. But the good news is that banks have been a bit more lenient in 2011. Experts believe that if the momentum of loan disbursal is maintained at January-May 2011 levels, the volume of credit dispensed to the real estate sector might cross the magical QR25 billion-mark by the year-end. Banks and real estate In the aftermath of the global recession that began raising its head in 2008, banks here were quite strict when it came to parting with cash for 'risky' property investments. The banking industry, post-recession, pursued a cautious lending policy as far as individual consumers and real estate investors were concerned despite the fact that the state propped up its exposure to the real estate sector with QR15 billion. There is enough liquidity with the banks now and the sagging real estate sector is looking up in anticipation of the launch of mega projects. "A lot of people are buying land and housing units in the hope that real estate prices will go up driven by increasing demand," a market source said, attributing the phenomenon to the country winning the 2022 bid. The total credit offered by commercial banks to the real estate sector, the second largest recipient of loans, grew, touching QR59.97 billion, in May 2011. This is in comparison to just QR39.19 billion during the previous year. As per the data by QCB, the realty sector constitutes 19.9% of total domestic credit. This signifies a change and the players in the market agree. Al-Misnad says, "We've seen a huge interest in people interested in purchasing in areas such as the Pearl, West Bay Lagoon, and even Lusail, where nothing has been built yet. One of the most dramatic influences of this change was Qatar being selected for the World Cup in 2022. Individual residents and investor confidence has increased due to the Bid win, and now people see Qatar

as a viable place to invest and live. Qatar's winning bid has also had effect on the private sector moving forward with real estate projects that they had shelved in 2009 and 2010 due to the worrying economic conditions. This could be attributed to two factors; firstly, individuals are now looking at Doha as a home for the long-term and seeking credit to purchase real property, and secondly, infrastructure, housing, and hospitality projects have started to move forward requiring bank facilities. Proudley says, "The government is being very supportive and has invested a

The Dubai Debacle

"We are witnessing a surge in the number of business enterprises in Doha due to its economic and political stability, driving the demand for both commercial and residential space and amenities. These are all positive developments that have helped strengthen the investment potential of its real estate sector, ensuring greater availability of credit resources."

he social and political turmoil that has swept through the MENA region over the past six months (the Arab Spring) has had a positive but muted impact upon the Dubai real estate market. Increasing demand in some sectors of this traditional 'safe haven' has been insufficient to offset the impact of the Emirates widely reported excessive supply levels. The tourism/hospitality sector has been the major beneficiary of instability elsewhere in the region, with the diversion of travel to Dubai helping to stimulate a growth in visitor arrivals. With hotel room rates having fallen significantly over the past two years and the introduction of more budget properties, the market has become more competitive for visitors looking for a 'value for money' destination. This has helped push occupancies higher and improved the performance of hotels (particularly those located along the cities beaches). With more tourists from the rest of the region visiting Dubai, retail spending levels have also grown during 2010. Unlike the office and residential sectors (which continue to experience excessive levels of new supply), the supply pipeline was turned off in the retail market some time ago, with no major completions over the past year and this has provided the market with some 'breathing space'. While the influx of buyers from less stable markets in the region and the recent announcement that purchasers of residential properties in Dubai will qualify for three year residency visas are positive factors, these are unlikely to offset the ongoing impact of high levels of new supply over the next 12 months in both Dubai and nearby Abu Dhabi. Any recovery of prices is therefore likely to be extremely selective, with prices and rents continuing to fall in the overall market for some time yet. The expansion of Dubai's non oil economy over the past six months means there is some 'light at the end of the tunnel', but it remains too early to call the bottom of the property cycle in most locations of the city.

Muhibullah Mani, COO, Al Fardan Properties

(From Jones Lang LaSalle Report on Dubai Real Estate)

september 2011

Qatar Today 51

the riyal estate cover story

lot of money back into the market. There are several examples where they pumped money into the banks in terms of real estate debt to create greater liquidity in the market. Obviously this sector is one of the fundamental elements of growth of Qatar. I think at the moment there is a positive sentiment towards real estate here. We're at a stage in the market where we're expected to see growth in capital and rental values in the medium-term, so I think that positivity means that banks are more willing to lend funding to real estate projects." Mani is extremely positive: "The FIFA 2022 World Cup is a very important milestone that has opened exciting possibilities in the real estate sector, attracting local and foreign investors who are keen to tap into the wealth of opportunities associated with the numerous projects lined up for the next 12 years. Banking institutions are therefore quick to take advantage of the situation by offering more accessible and flexible credit facilities. "Moreover, we are witnessing a surge in the number of business enterprises based in Qatar, particularly in Doha, due to its economic and political stability, driving the demand for both commercial and residential space and amenities. These are all positive developments that have helped strengthen the investment potential of Qatar's real estate sector, ensuring greater availability of credit resources." Many individual investors opt for bank loans to build housing and office stock for rental income. However, despite banks becoming liberal in real estate lending, the Central Bank's rule that each bank's exposure to real estate does not exceed 15% of total customer deposits remains in place. QCB's regulations also restrict bank lending for a real estate project to 65% of a project's total cost with the remaining sum having to be organised by the borrower. Rules of ownership The 2011-2016 National Development Strategy (NDS) Plan proposes to allow expatriates become permanent residents here and ease the restrictions on them investing in real-estate. What prospects does this change in policy throw open? Proudley says, "It's at a very early stage at the moment, they have only started to release information on how the residency can be secured. There are some restrictions and we will have to see what they are to better

52 Qatar Today

september 2011

understand how it will affect the market." As of now, there are three zones that are absolute free-hold property, The Pearl, West Bay Lagoona and the future Barwa AlKhor resort. There are then 18 investment zones called 'user zones' which come under a 99year lease effectively. But there are no significant numbers being sold under those zones, says Proudley. "As of now, I think the market for expats is very much focused on The Pearl. The Al-Khor resorts are not built yet; WB Lagoon is majorly bought by locals or other GCC nationals because the

"A remarkable number of new business opportunities have now presented themselves following the announcement of permanent residency permits for expatriates. Although this will result in an increased demand for commercial and residential spaces, it will undoubtedly see a rise in expatriate business start-ups that will further boost the local economy." Abdulrahim Al-Ibrahim Director, TCAD, TPQ

sizes are much larger and they're at a much higher starting price. The prices are too high for a non-national to commit to unless they're determined to stay here long-term. I think The Pearl is the focus of the free hold market here." But Proudley feels it is still early to say what impact this change will bring. "I think it has to help to some degree as it gives people a bit more comfort. That said there are a lot of non-nationals that own property here, people who are not residents, so it won't impact them. It remains to be seen how many people take up this opportunity to gain a residency through this process." Mani is confident of the change and the aftermath, "This plan will surely make expatriates feel more secure with their investment activities in Qatar and encourage them to further enhance and expand their investments and business interests in the sector. This will also help attract more investors into the country, which will create more jobs, help sustain infrastructure development projects and provide the solid framework to achieve long-term sustainability." TPQ, Director of The Central Directorate of Development, Abdul Rahim Al-Ibrahim says of the property which first opened doors to expatriate ownership, "TPQ fulfilled its vision of being the ideal free-hold property-investment location in the region by issuing residency permits to non-national property owners, their dependents and next of kin. This will not only strengthen confidence in the Qatari real estate market but further demonstrate the commitment of HH the Emir, Sheikh Hamad bin Khalifa AlThani and HH the Heir Apparent towards the growth and development of Qatar. "A remarkable number of new business opportunities have now presented themselves following the announcement of permanent residency permits for expatriates. Although this will result in an increased demand for commercial and residential spaces, it will undoubtedly see a rise in expatriate business start-ups that will further boost the local economy." Risks in Investments Lack of products, mispricing, and limited financial availability thwarts transactions, portfolio restructuring and rebalancing of portfolio risk, according to a real-estate report by Jones Lang LaSalle. Proudley feels, "The risks are the lack of transparency in

"Professional management is to be made compulsory for all large units. Adopting Public Private Partnership (PPP) Model for innovation in the sector is also necessary. Lastly the government should introduce incentives to firms for meeting the green policy." Eng Mohammed Al-Kuwari, an expert on Green building systems and Project Manager at QF

the market and a lack of clarity about the delivery of development schedules, which is being addressed. It's getting a structure put in place, such as the ability to secure a residency, that still needs to be streamlined and fixed. It's a learning process; these are schemes which haven't necessarily been done here before. They've taken lessons from other international organisations. There were some issues with hidden charges for properties, there's more clarity here now." Al-Misnad feels, "Risks associated with property investment are the same everywhere; just the risks vary depending on the political climate, economic conditions, etc. Fortunately, Qatar is politically and economically sound, and the largest risk factor would be over-supply." "Balancing supply with demand is a major concern. However, Qatar has a wise leadership and through its ambitious plans, strong fiscal and market-based monetary policy and tax/loan incentives, the nation has successfully managed to attract multi-national businesses and investors, who consider Qatar a safe haven for investment," says Al-Ibrahim.

"But there is movement in small villas and land deals aided by subsidies on land by the government and the loans offered to Qataris through Qatar Development Bank." DR Yousef Al Horr, Chairman of Gulf Organisation for Research & Development

The way forward Eng Mohammed Al-Kuwari, an expert on Green building systems says that for the sector to improve an end users dialogue should be made mandatory in order to refine and understand their needs. "Professional management is to be made compulsory for all large units," he says. "Adopting Public Private Partnership (PPP) Model for growth and innovation in the sector is also necessary. Lastly the government

should introduce incentives to firms for meeting the green policy and innovations. This will give the sector a huge thrust." Al-Misned says, "Investors are looking for a return on their investment and a safe place to put their money. Dubai attracted most foreign investors up until recent times, despite having no solid economical foundation to substantiate its growth. "Foreign investors are now looking at Qatar as the next big thing in the region as it is politically and economically sound, and has a series of significant projects in the pipeline which include everything from infrastructure to tourism and sports. What will drive the sector relies heavily on Qatar's vision of being the regions economical and political beacon." Al-Ibrahim said: "The national 2011-12 budget alone allocates approximately $16 billion for projects in infrastructure, education, youth welfare, and healthcare. "In addition, lucrative construction contracts worth $22 billion are also expected to be awarded by 2012, and Qatar is set to invest $20 billion in tourism through 2022. "Entrepreneurship, small and medium size enterprises (SME) are also protected through many government projects, while tax and loan incentives, and increased access to previously closed-sectors are also attracting foreign investors. As a result of all this, many investors are looking at Qatar as a profitable and secure long-term investment option. To correspond with this economic growth and the expected population rise, it is necessary to expand the real estate sector to meet both commercial and residential needs" (with inputs from Rory Coen)

september 2011

Qatar Today 53

the riyal estate cover story

"Real estate, a key building block in creating cities" The Gulf has entered a period of 'consolidation' where assets and oversupply must be carefully rebalanced along with growth in more fundamental economic sectors, says ian lyne.

54 Qatar Today

september 2011

he economic success of the Gulf has come from hydrocarbons but real estate has also been a key driver as a tangible asset and fundamental element of the substantial cities and world class architectural trophies across the region. Real estate is often taken to mean assets that are 'fixed' or 'real, such as land and buildings. Some suggest that 'real' is a form of 'royal' (French) and its Spanish equivalent (Real) both being Latin forms of anything associated with the king when all property was in effect in his gift. The 'riyal', common throughout the Gulf, is itself derived from the Spanish word real, the unit of currency originally issued by the crown. The scale of urban growth and the extent to which property, buildings and 'development' have contributed to the esteem and the national wealth of Gulf countries over the last two decades is remarkable. To the unwary first time visitor there often seems little or no logic to the size and scale of these cities. Population growth in countries such as Saudi Arabia has been significant with resulting urban growth, elsewhere much of the population is either transitory or imported with only a minority being from the host nationality. How did this come about? Did the population grow and create demand for accommodation or was it the other way around? Ironically, the majority of the population in many Gulf cities grew in sectors responsible for creating real estate, construction, infrastructure, engineering, building contractors, transportation. The on-going world economic crisis has often been blamed on the real estate market in America but the consequences and effects of local property 'bubbles' have also been felt around the world, not least in Dubai where prices have reputedly fallen by as much as 50% since 2008, even as more buildings have been completed. Speculation on virtual property – so

called 'off plan' selling – inflated an oversupply bubble which was ultimately filled with hot desert air. The resulting downturn in an economy heavily dependent upon development saw thousands of would be house purchasers and occupiers leave and further downward pressure on prices. Estate agents tend to describe these situations a 'market adjustments' and when there is no easy way out they point to the need for the market to 'work through the demand-supply mismatch' – code for wait a few years and you may get back what you paid for it. Generally, market-based systems are pretty efficient particularly in those sectors where production is strongly and quickly responsive to demand. But, real estate takes a long time to produce, especially when the planning, land assembly and design stages are taken into account. Demand, on the other hand, can change very quickly and in an industry which uses very large amounts of capital these contrary forces can be cataclysmic. This should not to detract from the incredible vision, speed and dynamism that typifies development throughout the Gulf over the last two or three decades. The rates of urbanisation, the spectacular architecture, the massive and robust infrastructure all provide world beating records. But much of the Gulf has entered a period of 'consolidation' where assets and oversupply must be carefully rebalanced along with growth in more fundamental economic sectors. The link between real estate values, supply and demand can be managed by better planning systems. Plans need to be much more than beautifully rendered real estate images; they need to be based on real growth, real incomes and real quality of life. In future, the capability of the market should be guided by the fundamentals and this is where the role of good plans and

planning systems is key. Take for example the London property market which, with one of the most onerous planning systems in the world, has still seen property values double on average every seven years over the last century. Plans need to be more than funky computer generated images and whizz bang ideas. A key role for planning departments across the region should be in monitoring supply and demand both of land and property. Managing development to maximise the return on investment in infrastructure and consolidate the value of location – proximity to amenities such as schools or health care as well as access to affordable transportation. Development needs to focus on quality of life in order to compete with all of those other cities that are seeking global talent. Ownership and participation in the property market are a vital means of spreading wealth and the growth of capital. As Gulf cities mature it is vital that institutions mature with them. Planning needs to be much more than land allocation and engineering. It will increasingly need to promote and guide the development industry in producing world class urban environments not just world beating buildings and exclusive developments. It will also need to manage the exuberance of the real estate markets so that the time lag between supply and demand as well as the gap between prices and affordability generates fewer tall storeys!

Ian Lyne is Managing Director of Future-Dynamix and formerly project manager of the QNMP. Ian can be reached at Ian.Lyne@futuredynamix.com

september 2011

Qatar Today 55

b o tt o m l i n e

Making Strengths-Based Development Work Effective implementation and support are vital to a programme’s success by Ji m Asplund and Ni kki Bl ac ks mi th

any organisations have found that strengths-based employee development can lead to an engaged and productive workforce. These organisations begin their strengths-based initiatives by helping employees identify their strengths. Then managers help employees align their strengths to the responsibilities and expectations of their roles. The prevailing attitudes of a workplace affect the success of a strengthsbased development initiative. Great managers know how to do this instinctively. But it’s no easy feat, and organisations usually have a wide variation in management talent. The prevailing at-

58 Qatar Today

septembert 2011

titudes of a given workplace also affect the success of a strengths-based employee development initiative: Teams that encourage and support these efforts can reap substantial rewards, while teams that take a hands-off approach can expect much less success. But what are the key components that determine whether a strengths-based development initiative will succeed? And what can managers and employees do to ensure that their workgroup – and their organisation – can benefit and improve performance? Four essential components To identify the components of a successful programme and learn how great managers maximise strengths to drive business performance, Gallup researchers conducted onsite observations and interviews with employees and managers who used a strengths-based approach to employee de-

velopment. They found wide variation at the workgroup level in how well employees applied what they learned about their strengths as well as a wide range of support for applying strengths in an organisational setting. Nevertheless, clear patterns that set the most successful workgroups apart began to emerge. Armed with this knowledge, Gallup developed a short assessment to evaluate the components of a strengths-based development programme. Gallup then tested it with Company A, a large business that has invested in effective employee engagement programmes for more than 10 years. After Company A’s employees took the short assessment, Gallup determined that four components explained much of the range in sales and operating income among Company A’s 606 business units and were essential to a successful strengths-based development programme: Employees became aware of their

b o tt o m l i n e

strengths and their colleagues’ strengths. Employees began to experience success through more intentional application of those strengths. Employees perceived shared commitment to the strengths philosophy among coworkers and managers. Employees perceived shared commitment to the strengths philosophy from company leadership. Assessing interventions Next, Gallup developed a short battery of items to assess employee perceptions of how receptive their work environment was to a strengths intervention and how employees used strengths in their work. These items are: 1. Every week, I set goals and expectations based on my strengths. 2. I can name the strengths of five people I work with. 3. In the last three months, my supervisor and I have had a meaningful discussion about my strengths. 4. My organisation is committed to building the strengths of each associate.

check out www.omsqatar.com

If employees perceive that their organisation supports them and is committed to them, they are more likely to have feelings of obligation to the employer that enhance organisational performance

Since their initial development, the index items have been administered to employees in 16 organizations, usually alongside the organisations’ Q12 employee engagement assessment. Gallup’s analysis of the resulting data shows that employees who perceive that their organisation is com-

mitted to building the strengths of each associate are much likelier to know what’s expected of them at work. That, in turn, makes them feel like they have the opportunity to do what they do best every day, that the mission or purpose of their company makes them feel their job is important, that their opinions count, and that someone at work cares about them. These employees also perceive greater opportunities to learn and grow, that they have support in their developmental efforts, and that they are receiving feedback on how they are doing. The means scores below suggest that these organisations have room to grow and that additional strengths development efforts could result in increased organisational performance. When Gallup tested these items with samples of the US working population, we discovered that only 3% of employees could strongly agree with all four items. Such a low rate of agreement reinforces that there are ample opportunities for organisations to improve by implementing strengthsbased development initiatives. Our research shows that companies achieve superior performance when they deeply involve their employees in an engaging, strengths-based culture. If organisations monitor and track the four components of a successful strengths programme, they will see improvements in their performance. An employee who feels that someone at work cares about him, who feels a sense of progress, and who is encouraged to make the most of his unique personality for the benefit of the company usually pays back that attention many times over. If he thinks his employer takes an active interest in him personally, he is much likelier to repay the company with the work ethic, enthusiasm, and commitment it wants from him. In short, if employees perceive that their organisation supports them and is committed to them, they are more likely to have feelings of obligation to the employer that enhance organisational performance

Jim Asplund is Chief Scientist, Strengths-Based Development and Principal, Performance Impact Consulting with Gallup. He is coauthor of Human Sigma: Managing the Employee-Customer Encounter (Gallup Press, November 2007). Copyright The Gallup Organisation, Princeton, NJ. All rights reserved. Reprinted with permission. Visit the Gallup Management Journal at gmj.gallup.com

septembert 2011

Qatar Today 59

b o tt o m l i n e

Managing

your Boss When you take the time to cultivate a productive working relationship — by understanding strengths and weaknesses, priorities, and work style — everyone wins.

relationship with your boss can be a well-spring of growth possibilities if nurtured properly or a career minefield if left to go sour. Maintaining a good professional relationship with your manager can make all the difference in the type and quality of projects that get sent your way, in your career advancement, in your relationship with others in the firm and in your overall reputation in the industry even after you leave the firm. Take the time to work on this relationship and follow this simple checklist by Middle East’s job site Bayt.com to keep you on the right track. Perfect your role: Your relationship with your manager will, to a very large extent, be determined by your overall professional skills,

60 Qatar Today

septembert 2011

attributes and success at the job you are doing. A manager will take far more pride in the employee who constantly produces quality work, meets deadlines and is pleasant to work with. Perfect your job by knowing exactly what your manager’s objectives for the position are and then exceeding his expectations. Always aim to go the extra mile to show that you are truly dedicated to the position and that you take your career very seriously. This can include volunteering to help others when you have time, taking on additional projects when you can afford to, cultivating unique skills and coming up with new ideas to improve performance, win clients or cut costs. Building a reputation for yourself as someone who does the job extremely well, is professional, pleasant and always goes the

b o tt o m l i n e

extra mile will reflect just as positively on your boss. Communication: The importance of building an open dialogue with your manager cannot be overemphasised. Maintaining an open channel of communication with your boss is one of the key ingredients of a successful long-term relationship. The goal of these communications is to build a professional rapport, gain visibility and ensure an unhampered flow of information about the firm, the unit, your own performance and any problems, concerns, issues, accomplishments on either side. Manage His Expectations: Once you have a good grip on the job requirements and have a solid relationship with your boss in place that is built on trust and mu-

tual respect, you can begin to manage your boss’s expectations regarding the quality and quantity of your work. This is an essential damage-control tactic if you are to avoid many of the pitfalls that are essentially the result of poor assertiveness skills. Learn to tell your manager that you are overburdened (only when you are of course). Use words like ‘we need an additional resource’, ‘I have to prioritise’, ‘I have a more urgent deadline’, ‘ I don’t want to compromise the quality of the project’ to communicate your own time schedule and your existing workload. Always have a list ready of projects you are engaged in and their priority so your manager can more easily plan the projects he/she sends your way. You should focus on being ‘productive’ rather than merely ‘busy’ so your manager learns to respect your prioritisation skills

and general work aptitude. Reverse Feedback: Your boss has a boss and deadlines too, so learn to make his life a bit easier by sending some reverse positive feedback his way when you can. Avoid the false superficial kind of schmoozing but DO compliment or thank your boss whenever you can – on something he/she taught you, a course sent to you to, a project sent your way, a tip given or some other form of constructive criticism made, a resource assigned to you, a deal landed, a client he/ she has made happy, a new idea, a presentation made etc. The boss will appreciate the flattery if it is genuine and delivered professionally. He/ she will also be more inclined to help you in the future if you are appreciative of the steps taken to guide and promote you

bookmark www.issuu.com/oryxmags

About Bayt.com: Bayt.com is the #1 job site in the Middle East with more than 40,000 employers and over 5.5 Million registered job seekers from across the Middle East, North Africa and the globe, representing all industries, nationalities and career levels. Post a job or find jobs on www.bayt.com today and access the leading resource for job seekers and employers in the region.

62 Qatar Today

septembert 2011

Exclusive media partners

tag this

Emergence

of Mocial Marketing Mobile marketing has come way beyond sending the 160 character text. With the growing popularity of smart phones the scope of reaching your customer via the mobile channel has grown.

Mobile and social media are merging and this integration of social networking and mobile will change the way we reach out to our customers.

64 Qatar Today

september 2011

By Kapil B h ati a ccording to Silverpop, an email marketing firm, a survey revealed the following results: More than 75% of the marketers polled stated that their campaigns are only somewhat â&#x20AC;&#x2DC;mociallyâ&#x20AC;&#x2122; integrated or not at all integrated. Twitter and Facebook dominate the social scene, while only 4% of respondents are currently using location-based services, such as Foursquare and Gowalla, in their marketing efforts. QR (Quick Response) is one of the popular tools that has been successfully adopted by Online marketers for mocial marketing. QR codes, a decades-old technology that was first used in the supply chain and now has become a way of mobile marketing. A QR code is a matrix or two-dimensional bar code readable by dedicated smart phone (camera enabled). How do you use QR code: When you see the code on a billboard, magazine page, on the metro, etc, scan it with a smart phone that has the necessary code-reading software. The

tag this

QR Codes Fact Sheet (via Queaar a social communication platform): Q2-2011, QR scanning traffic was rising at an astonishing rate of 9840% vs Q2 2010

68% of scans are done via iPhone

QR codes are scanned more by women (64%) than men (36%)

New York is the leading city in the US for QR code scanning The most QR codes scanned globally are in Japan

35-44 year old users have scanned the most 87% of users expect a coupon or deal when they scan a code

It works like this:

Who is using QR Codes? Starbucks wanted to allow their customers to pay for their latte’s via mobile media. They thought it would be an old fashioned way giving them prepaid cards and then swiping them on POS machines. So they decided to develop an app for iPhone to help customer pay and top up their ‘ecard’ using their own mobile phones.

Punch in your Starbucks card info. verify some details, and the iPhone app becomes the gift/e-card.

A secure QR code is generated for the store to scan when you pay the bill. This payment mode is now enabled over 1000 Starbucks stores in US. Nissan Motor Company has begun fixing QR codes

You can try creating your QR codes on:

on vehicle window of their 2012 Altima. The QR codes link users directly to a mobile optimised page that includes videos, features, vehicle inventory levels and more. The customer can give feedback and know more about the car they have bought.

http://www.mobile-barcodes.com/ http://www.createqrcode.appspot.com/

code can contain a text, image or can redirect the person to a mobile website. How can marketers use it: Share your campaign information that can include anything from special promotion and competitions to images. Use it on your print media to share additional info or some other message. Benefit: You can always change the URL code in the QR to show different content. Unlike in print media, if there is a mistake in your marketing campaign you don’t need to reprint the content. When you hand out brochures, collection of data is almost close to impossible unless you conduct a survey later on. QR marketing is able to collect details of each access of the QR Code instantly.

The study of human behavior shows that incentives offered for completing a task, tend to be addictive. An outright example for this is location based website – Foursquare. The mobile app encourages people to share their location wherever they are. The users try to checkin to locations several times to receive one of the several badges offered by the site. The entire experience of achieving the ‘Mayor’ status of a particular location gives users immense pleasure. The commercial side of this is that many retailers give their customers discounts/ freebies upon achieving ‘Mayor’ badge (or any other badge prescribed by the retailer). For example Dominos pizza in UK offers exclusive discount to anybody

who checks into their outlet frequently and becomes the Mayor of that particular outlet. As per a report published by ICT Qatar in 2011, on average, each household in Qatar owns 3.9 mobile phones and the country has a mobile penetration rate of 99%. About 57% of the individuals who own a mobile phone access internet via mobile. With access to high speed networks combined with usage of smart phones, makes a clear case of experimenting with Mocial Marketing in the country. The emergence of this new marketing technique gives marketers a new channel to reach out their customers and build relationships. Customer engagement via mobile would be taken to the next level once brands are able to customize the experience

twitter@kapilkb

By Kapil Bhatia Kapil Bhatia is an E-Business Executive, working in the Financial Services Industry. His work ranges across Digital Marketing, e-Channels and development of online strategies, with a sound Information Technology base. He will be writing a regular technology column for Qatar Today. He is an avid blogger @ http://iwep.blogspot.com.

september 2011

Qatar Today 65

G R EEN S C ENE

GPS gets popular While schools are busy gearing up to welcome students back after a long summer break, many of them would soon be a part of a unique green initiative â&#x20AC;&#x201C; the Green Programme for Schools (GPS).

PS was launched by Msheireb Properties in association with Qatar Today magazine with an aim of meaningfully engaging the youth and inculcating in them the importance of building a green equity. A briefing session on the programme will be held for all the registered schools as soon as they resume after the summer break. Upon confirmation from the Supreme Education Council, the faculty and students of each of these schools would be engaged in a series of eco-friendly activities. First up, students would spot pledge-boards, suggestion boxes and creative stickers strategically placed inside the campus to constantly remind and encourage them to utilise resources carefully. For this, GPS has invited Mission 20, a youth-centric body, to assist in the activation of these elements. As the programme progresses, schools would be vying for prizes like the Best Ecoidea, Most Energy Efficient School and the Eco School of the Year.

66 Qatar Today

september 2011

Digital Presence: Ravi Raman, Vice President, Oryx Advertising Company (c) with ILQ Co-founders, Bassam Al-Ibrahim (l) and Khalifa Saleh Haroon (r), at the signing ceremony between GPS and ILQ.

G R EEN S C ENE The programme continues to gain momentum even in the social media front. In a signing ceremony held recently, GPS announced iloveqatar.net (ILQ) as one of its official media partners. While the programme majorly targets a student-based audience, ILQ with its digital media expertise, will help reach out to the wider community through daily tweets, blogs and posts on various social media platforms. Meanwhile GPS's very own facebook page www.facebook.com/GPSQatar is keeping the community intrigued through daily posts of informative and interesting eco-friendly tips, facts, polls, links and videos

Green facts: Here are a few tips and facts that the GPS page fans have been posting:

H Washing fruits under a running water tap can waste a lot of water. Instead collect some water in a bowl and wash the fruits in it for a few minutes. H Every tonne of paper that is recycled saves 17 trees. H Recycled paper requires 64% less energy than making paper from virgin wood pulp. H For every tonne of paper recycled, we save 7,000 gallons of chemical-free water. H Recycling a single plastic bottle can conserve enough energy to light a 60W light bulb for up to 6 hours. H It takes 90% less energy to recycle aluminium cans than to make new ones. H If we continue to emit greenhouse gases, some of the main fruit and nut tree crops currently grown in California may no longer be economically viable as there will be a lack of the winter chilling they require. H If the Quelccaya ice cap in Peru continues to melt at its current rate, it will be gone by 2100, leaving thousands of people who rely on it for drinking water and electricity without a source of either. You can be a part too. Be a fan of the GPS facebook page and share interesting facts with the community.

Visit our facebook page:

To know more about GPS,

www.facebook.com/GPSQatar

contact 44550983

QTGA

is back

Nominations begin for the fourth edition

atar Today is all set to host the fourth edition of its Green Awards (QTGA) in 2012, preparations for which are in full swing. The nine categories for this edition are Green Organisation, Green Innovation, Environmental vision in the Energy sector, Environmental Leadership, Green Retailer, Environmental Vision in the

Education Sector, Green Roof and Green Building Design, Green Product or Service Award and Best Public Awareness Campaign. The QTGA 2012 is partnered by UNESCO while CNN International is the exclusive media partner. Commenting on the new media partnership, CNN International EMEA, Sales Director, Reme Al-Saiegh said, “CNN International is proud to be the official media sponsor of the Qatar Today Green Awards 2012. A sustainable future is vitally important for all of us – and events like this, bringing together the work of businesses, individuals, schools and other institutions, can play an important role in achieving that goal. We are delighted to lend our support to this valuable initiative.” The process of nominations began early June 2011 and will culminate in April 2012. The response has been overwhelming so far with five of the above categories already receiving

entries. The categories are: Green Innovation, Green Product or Service, Environmental Awareness in Education Sector, Best Public Awareness Campaign and Environment Leadership. Businesses, institutions and individuals are invited to nominate themselves by logging on to the QTGA website: http://www.qtgreenawards.com. The QTGA was created in 2008 by Qatar Today to awaken the eco-consciousness in every Qatari citizen and resident. Being the country’s first Green Awards, its ultimate aim is to increase awareness and motivate behavioural change in relation to the protection and preservation of our environment. Every year, the QTGA honours outstanding environmental vision, endeavours and achievements of corporate houses, institutions and individuals. Since its inception, the awards have grown both in terms of participation and quality of entries

september 2011

Qatar Today 67

tag this

braking news

QATAR FACING DAUNTING TASK IN WORLD CUP QUALIFIERS

Cadillac Ciel Celebrates the Journey

adillac have unveiled their Ciel concept; an elegant, open-air grand-touring car inspired by the natural beauty of the California coast. The Ciel – pronounced “C-L,” the French translation for sky – is a four-seat convertible that opens a new chapter in Cadillac’s design and product ascent, pushing the brand’s Art & Science philosophy into a new stratum. Ciel is a new expression of Cadillac’s historical grandeur, as well as a celebration of open-air motoring. “Large, expressive luxury is innate to Cadillac and the Ciel recalls that heritage, while suggesting where the brand can go in the future,” said Cadillac’s Global Design Director, Clay Dean. “Authentic luxury is driven by experiences, not just products, and Ciel is about the experience of the journey.” The spacious and elegant Ciel is a grand gesture that explores themes, driving Cadillac’s explorations into range-topping flagship luxury. It is powered by a twin-turbocharged version of the 3.6-liter Direct Injection V-6 engine, paired with a hybrid system using lithium-ion battery technology. The four-door Ciel embraces the social aspects of a recreational journey, with generous room for two couples. It evokes the spirit of

the classics with a long, low proportion. The doors are French-style, with the rear doors hinged at the rear – there is no B-pillar – to reveal a sweeping view of the dramatic interior. Distinguishing fender lines run from nose to tail, and nickel-plated bright work accents the body lines, enhancing the visual length of the car and honoring Cadillac touring cars of the past.

Rolls-Royce Doha inspired by nature

olls-Royce Motor Cars Doha, the sole Importer of RollsRoyce Motor Cars in Qatar, welcomed the first ever Turquoise coloured RollsRoyce Phantom Bespoke Edition through its doors last month. The colour is a special and unique request. The request was made possible through the Rolls-Royce Bespoke Programme, which has the highest global uptake in this region and has been met with overwhelming success in Qatar. The programme is a specialised service offered to Rolls-Royce Motor Car clients whereby they may specify features of the car, in order to create their own, unique model. The Bespoke team at Goodwood, U.K., is dedicated to finding new paints, materials and engineering solutions in order to find new ways to develop truly exceptional personalised cars. General Manager of Rolls-Royce Motor

70 Qatar Today

s espe tpetme mb ebre r2 02 101 1 1

Cars Doha, Mohamed Kandeel, said: “The Bespoke programme is the ideal opportunity to further personalise what is considered to be the most exclusive car in the world. We continuously seek to exceed the wishes of our clients and as the sole Rolls-Royce importer in Doha, we continually pioneer to

deliver excellence – from this ultra luxury brand, to the unmatched quality of service we provide our uncompromising clientele.” Rolls-Royce Phantom Bespoke Edition in Turquoise will be showcased at the RollsRoyce Motor Cars Doha showroom in The Pearl-Qatar in September.

br a k i n g n e w s

Leading Power: the new BMW M5

JLR APPEALING TO CUSTOMERS

study released by J.D. Power & Associates – which leverages Automotive Performance, Execution and Layout (APEAL) – ranks Jaguar and Land Rover in the top five name-plates again. Jaguar ranks 2nd for the fourth year in row with a score of 857, while Land Rover ranks 4th. The APEAL study examines design and performance characteristics across 32 brand name-plates and is based on owner evaluations of more than 80 vehicle attributes. “We are extremely proud that our vehicles continue to shine in this benchmark study,” said Robin Colgan, JLR Managing Director MENAP. “These outstanding results underscore the fact that we are a premium automotive company with two luxury brands that excel in providing our customers with quality vehicles that deliver extraordinary performance, innovative technology and superior styling.” With an overall score of 841, Land Rover improves its ranking position to 4th place. Additionally, Range Rover is the award recipient for Large Premium Crossover/SUV with a score of 856, and receives high scores in vehicle interior, vehicle exterior, driving dynamics, visibility and driving safety categories. Land Rover’s Range Rover is the award recipient for Large Premium Crossover/SUV for the second year in a row.

his November sees the fifth generation of the world’s most successful high-performance saloon arrive in the Middle East region. The new BMW M5 combines compelling track performance with the comprehensive practicality of a luxurious business

saloon. It’s an exceptionally dynamic high-performance sports car with four doors and five seats – a further development of the concept originally initiated in 1984 with the first generation BMW M5. It features the world premiere of a newly developed BMW M high-performance, high-revving, 4.4 litre V8 engine with an M Twin Power Turbo package. With twin-turbo technology, direct petrol injection and fully variable valve control, the V8 engine produces 560 hp from 6000-7000rpm and a maximum of 680 Nm of torque from 1500rpm. Commenting on the upcoming launch of the new model, Joerg Breuer, Managing Director, BMW Group Middle East said: “The number of customers who choose to purchase a BMW M model still continues to grow. However, driving a car boasting the M logo remains an exclusive experience. The new BMW M5 is a very different car from its predecessor in terms of design, comfort, technology and engineering, so we are confident that it’s going to be well received.”

Americans still loving the Porsche

merican customers have signalled their praise for Dr. Ing. h.c. F. Porsche AG, Stuttgart, for the seventh time in succession, according to the “Automotive Performance, Execution and Layout Study (APEAL)” by J.D. Power and Associates, the renowned American market research institute. The overall ranking is calculated from ten different categories, including driving dynamics and design, but also general comfort and suitability for daily use. This year’s survey is based on the information from around 73,000 new car buyers regarding a total of 234 different models which were registered between November 2010 and February 2011. The study’s unique approach to measuring owner satisfaction and how much a customer likes or dislikes virtually every aspect of their new vehicle provides a powerful tool for manufacturers to influence future product development. In regard to vehicle rating, the Cayenne SUV took first place in its

segment. The Porsche 911 also gained the most points in its class. This outstanding result from the North American market is especially significant for the Stuttgart-based sports car manufacturer, as it’s traditionally the world’s most important market so to stay on top there is a recognisable achievement.

september 2011

Qatar Today 71

MARKET WATCH

A STEADY HAND – HOW WILL THE ECOnOMIC CRISIS AFFECT QATAR?

Emirates NBD Asia’s Best Brand

mirates NBD announced that it had won the award for ‘Asia’s Best Brand,’ at the 2nd CMO Asia Awards for Excellence in Branding and Marketing, which received entries from 25 countries in the Middle East, Asia and Asia-Pacific. Emirates NBD was the only bank from the UAE to win an award at the event, and was also recognised as the ‘Best Employer Brand’. ‘Asia’s Best Brand,’ is conferred on manufacturers and companies of outstanding consumer products and focuses on company brands and trademarks. Emirates NBD was awarded the title based on the mind, market and commitment share of the brand among

consumers in the specific product category. This accolade was achieved based on the brand’s strength in consumers’ minds, the brand’s ability to encourage buying behaviour, as well as actual buying behaviour. “Emirates NBD is proud to be honoured with the title of ‘Asia’s Best Brand’,” said Jamal Bin Ghalaita, Group Deputy CEO, Emirates NBD. “In the short space of two years since the new Emirates NBD brand was launched, the Bank has gone from strength to strength, to establish itself as one of the most recognised names in the financial services industry in the Middle East and beyond.” Brian Shegar, General Manager and Head - Asia Pacific, Emirates NBD, received the award on behalf of the Bank.

Boudoir Luxury

omfort, practicality and relaxed elegance are at the heart of THE One’s Casual Luxe theme – part of their inspiring Spring/Summer collection. Featuring a palette of mixed browns, from debonair darks to beautiful beiges, earthy wooden pieces, copper and

QatarToday Today 7272 Qatar

s e pa tu egmu bs et r2 02 01 11 1

checkered accents, this warm, unisex style oozes character and country charm. Get this sumptuous look in your bedroom with THE One’s Limited Edition RASHID bed, oversized KENSIN mirror made from reclaimed wood and rustic NANCY 18-drawer dresser – perfect for keeping your ‘smalls’ organised. Stunning done simply!

Fleming Gulf to hold nationalisation talks

n its third year, Fleming Gulf’s ‘Managing Local Talent’, will discuss critical issues to nationalisation by enhancing dialogue and exchange of ideas amongst industry experts. Supported by the Ministry of Labour-Qatar in the previous years, this year promises to explore further discreet topics and solutions to the barriers to successful Nationalisation. The event will provide breakthrough opportunities and strategies to existing plans, for those who wish to take initiatives to the next level. The development of its First National Development Programme and outlaying of Qatar National Vision (QNV) 2030, supports the idea of bringing a Nationalisation event to this region.

MA R KE T WA T C H

CGC introduces new collections

Easy Swap option. The phone is equipped with Nokia Maps for Series 40 and data compression technology keeps costs of surfing low and speeds up page downloads. The Nokia C2-03 also packs a stereo FM radio and media player. At an introductory rate of only QR280, C2-00 carries features such as GPRS, OVI Chat, OVI Mail and 3.5 mm audio jack, allowing for a smooth internet connection portal. Nokia C2-00 comes in a sleek model, weighing 74 grams with a soft keypad. VGA camera, Bluetooth, Stereo FM radio with recording, music player, Nokia Music Store support and much more allows room for entertainment for the user.

onsolidated Gulf Co (CGC) has announced the launching of a new Nokia smartphone for the premium market. Available in limited numbers only, Nokia Oro is crafted from a combination of leather supplied by Bridge of Weir LeatherTM and 18 carat gold plating, with a menu key of sapphire crystal. It also features an 8 megapixel camera and a 3.5 inch reinforced-glass AMOLED display. The sales package features an 18 carat gold edition of the award-winning Nokia J Bluetooth headset. Also unveiled, was the Nokia X7, a smartphone aimed at Qatar’s entertainment enthusiasts. Nokia X7 is among the first Nokia

smartphones to contain the updated Symbian ‘Anna’ software, with new icons and usability enhancements such as improved text input, a faster browser and refreshed Ovi Maps. The Nokia X7 is entertainment-focused with a large 4” display ideal for gaming, and an 8 Megapixel camera, and comes preloaded with the popular Galaxy on Fire HD and Asphalt 5 HD games. The new Nokia C2-00 and C2-03 are dual SIMs phones with dual standby capabilities. With the Nokia C2-03, priced QR 395, consumers enjoy a web, maps and messaging experience with the choice of touch screen or a keypad. Features allow the user to personalize up to five SIM cards with an

Millennium Hotel marks World Humanitarian Day

illennium Hotel Doha, part of the Millennium & Copthorne hotel group, has come together with the Hamad Medical Center to drive awareness of the importance of blood donation. The campaign is part of a wider corporate initiative which sees all Millennium & Copthorne hotels in the region – from Kuwait to Oman – joining together to volunteer for a good cause.

The awareness campaign began on August 19 2011 with more than 20 volunteers from a variety of different departments handing out flyers at Centerpoint Mall and in Al Saad which detailed the importance of donating blood. A blood donation drive is due to take place at the hotel on September 20 and over 40 members of staff from the hotel, many of them first-time donators, have already signed up.

september 2011

Qatar Today 73

MA R KE T WA T C H

Meeting

retail demands It’s a merry time for luxury brand loyalists. The Rivoli Group has recently opened two flagship boutiques for Omega and Rado in Qatar – a country that counts among the leading retail markets in the Arab world, says Abraham Koshy, General Manager of the Group.

By Casse y Oliv e i ra

Since 1987 the Rivoli Group has been manning an impressive portfolio of brands and an even more impressive chain of stores that have drawn brand enthusiasts from across the region. Predominantly based in the UAE, the Group has swiftly expanded across the region to become one of the largest importers and retailers of luxury brands in the Middle East. With its presence established for over a decade now in Qatar, the country is an important retail market for the Group, says Koshy. “Qatar is growing at a very fast pace thanks to its ambitious development plans across all sectors. Its GDP is among the highest in the world as well. Being in the retail industry, this offers us a unique opportunity to capitalise and grow our business in the country. The challenge for us is to move in tandem with developments in the market.” The country’s emerging retail market is further bolstered by the discerning and evolving taste for luxuries that locals are known to possess. “The market is growing not just quantitatively, but qualitatively as well,” says Koshy. Adding to this quality are the two flagship

74 Qatar Today

september 2011

boutiques of Omega and Rado that the Group recently launched at Landmark and City Center Malls respectively. “We are on a constant lookout for opportunities that help us deliver a greater brand experience to our customers. The opening of the two boutiques stems from the growing demand for these brands in the country. This is another step towards strengthening the Rivoli Group brand presence in the country, and there are more to come,” he adds. Optimistic outlook With several popular local retailers in the business, it’s a highly competitive retail market in Qatar but Koshy believes that competition is healthy not just for retailers but for consumers as well. “It keeps us on our toes, pushes us to be innovative, and challenges us to think outside the box. For consumers, it ensures better value, service and, most importantly, choice.” Another challenge the Group faces is the current hike in the price of commodities and precious metals that has affected the pricing and margins of luxury items. “The strong appreciation of the Swiss franc and the euro has been a cause of concern for many,” adds Koshy. However, he is optimistic that the Group will fare well this year. Given that their first quarter this year witnessed a significant increase

MA R KE T WA T C H Ladymatic collection from Omega Centrix collection from Rado

Originally launched in 1955, the Ladymatic wristwatch line is one of the brand’s first self-winding watches to be designed especially for women, featuring the smallest automatic movement the brand has ever made. Stylish design combines with precise mechanical watch movements thus creating a profound fashion statement. Laden with an illustrious brand, the Ladymatic collection continues to define feminine grace and elegance in the new era.

As the name suggests, Rado’s new Centrix collection expresses the circle in its purest form. While its authentic design and shape embodies elegance with clarity, the watch’s flexibility offers exquisite comfort to those wearing it. While the tapered bracelet gently and sensually embraces your wrist, the brand proves to be the pioneer of unrivalled knowledge in the watch making industry.

Timeless... Latest watch collections can be found at the new boutiques of Omega and Rado in Qatar.

Abraham Koshy, General Manager, rivoli.

compared to last year, the rest of the year seems promising for him. “We are constantly looking at improving efficiencies across our areas of operation and are willing to attempt and apply a fresh approach. Our teams are encouraged to think outside the box and are not scared of failure. Constant improvement is the mantra within the Group.” Brand bounty To date, the Group manages over 250 stores across the region, and every store pro-

nounces a new and innovative concept either as a multi-brand showroom or a monobrand boutique. “Each of the concepts offer a unique environment and shopping experience to the target customers. Needless to say, we have dedicated teams handling these stores who are specialists in what they do,” says Koshy. Customers get to choose from a wide range of international luxury brands spanning almost all categories of the market. In watches there’s Breguet, Blancpain, Tiffany & Co, Omega, Zenith, Jaeger-LeCoultre and IWC; in luxury communication instruments Tag Heuer and Dior; and in writing instruments and accessories Montblanc, Cartier and Roland Iten, to name but a few. This year the Group has added Jaquet Droz, Gucci, Titoni and Dubey & Schaldenbrand to the luxurious portfolio.

“We only work with established and reputed brands. Brands which share our core values of providing consumer satisfaction and offering significant value make the cut. More importantly, it’s the customers who decide what brands we carry. “Our customers are brand-conscious and very aware of international trends. They therefore expect the latest and exclusive collections to be available at our stores. We constantly seek their feedback to enhance our portfolio,” says Koshy. Where brands are concerned, the General Manager too has his favourites, especially among watches. “I usually select my watch depending upon my mood, the occasion and my attire. I am saving to buy my dream Breguet.” follow

www.facebook.com/qatartoday

september 2011

Qatar Today 75

MA R KE T WA T C H

Richard Mille supports Jackie Chan’s Dragon Heart Foundation

ichard Mille is pleased to present the RM 055 JC tourbillon, a unique timepiece in white gold specifically created for sale at the Jackie Chan auction on September 14 in Beijing to support children from remote areas. A close friend of Jackie Chan, Richard Mille has created the timepiece in collaboration with Jackie Chan and MÈlanie Treton-Monceyron, Artistic Director to the brand. The focus of the creation is the charity’s logo, placed at the heart of the movement and representing Jackie Chan holding the hands of two children. Situated on the dial, the Dragon’s Heart lettering is both in English and Chinese. On the rear of the watch is mentioned ‘Foundation Jackie Chan’ and at the center is stamped a dragon, Jackie Chan’s emblem. Money raised from the auction will enable Jackie Chan in aiding less favourable children in remote areas through the construction of new schools.

Baume & Mercier alingns with Emmanuelle Chriqui

his year marks the start of a new chapter in the Swiss Maison d’Horlogerie, Baume & Mercier’s history. Since 1830, Baume & Mercier has been designing watches of the highest quality endowed with timeless appeal that echoes their values of authenticity and continuity. Emmanuelle Chriqui, one of Hollywood’s talented young stars, has become known for her love of fashion and effortlessly chic style. Chriqui sports the season's most coveted looks with understated elegance that reflects the Baume & Mercier lifestyle. As a result, Baume & Mercier announced its relationship with Chriqui as a new friend of the brand. “We’re thrilled to welcome Emmanuelle Chriqui into the world of Baume & Mercier as she personifies the new era of our brand,” says Baume & Mercier CEO Alain Zimmermann. “Her strong sense of self is consistent with our iconic timepieces designed to epitomise modern elegance.”

XperiaTM Mini Pro Now in QATAR

ony Ericsson announced the launch of XperiaTM mini pro, a feature-rich compact smartphone. The versatile smartphone offers a complete multimedia entertainment experience and instant communication functionalities. XperiaTM mini pro enables access to over 250,000 apps on the Android Market and has a three-inch scratch-resistant, multi-touch screen. The improved user interface allows the display of up to 16 apps on the home screen. Beautifully designed, Xperia(tm) mini pro integrates bestin-class imaging and display technology from Sony, the optimised slide-out QWERTY keyboard, Office Suite and McAfee antivirus software and Facebook inside Xperia(tm) – an exclusive feature for Xperia(tm). It comes in black, white and pink colours.

76 Qatar Today

september 2011

MA R KE T WA T C H

ABB

provide Maintenance Centre in Qatar ABB Oryx M&G have opened up a new facility within the Ras Laffan Industrial City to curb the number of valuable service contracts leaving Qatar. The purpose-built facility will be fully equipped with all the tools necessary to service a wide range of electrical motors and generators, including third-party machinery, instead of shipping it abroad.

The Oryx Engineering Solutions Centre's (OESC) 14,500 sq mt site houses 6,600 sq mt of engineering machining and workshop space staffed by highly trained technicians and equipped with the latest milling, fabrication, inspection and testing machinery. The Centre also offers a broad range of training and conference facilities that are used not only by the centreís own staff, but also by client companies looking to improve the expertise of their workforce. Their primary focus will be on the Oil & Gas sector here, but they also see opportunities with Cement and Steel. ABB County Manager and CEO within Qatar, Juha Alopaeus, said: "We have quite a big installation base here in Qatar regarding the rotation electrical machines, so we built this workshop in a location where there is an obvious market and where we were able to find a partner such as Oryx, who is close to the customerís needs and requirements." General Manager of Machine Workshop and Services, Amr A-Kader, said that a company could save between 20-25% by having this facility on their doorstep instead of shipping it abroad, where it would be subjected to logistical expenses, such as transportation and customs costs, whilst also negating the many risks associated with transportation.

78 Qatar Today

september 2011

Juha alopaeus ABB ceo & County Manager, "We built the workshop in a location where we can be close to our customers needs and requirements"

Faster turnaround times would also increase efficiency, he added. The on-site field services provided by ABB Oryx M&G will cover the commissioning and installation of motors and generators together with preventive maintenance backed by ABB's Life Expectancy Analysis Program (LEAP). The overall service will extend to the sale and delivery of spare parts and main-

tenance kits for the 4,000 or so ABB electrical motors and generators that have been installed by companies operating with Qatar and other MENA countries. The ABB group of companies is one of the worldís leading providers of power and automation technologies designed to give organizations in the utilities and industrial sectors the ability to improve their performance whilst lowering their environmental impact. The groupís global operations employ approximately 130,000 people in over 100 countries, with 5,000 working in the Middle East region and 160 based here in Qatar presently. There will be 20 employees working at the facility initially, and they hope for this to rise to 43 within three years. Speaking at the ceremony to announce the joint venture between the two parties, Oryx Chairman and Managing Director, Abdulla Ahmed Mannai, said: "This agreement strengthens our position in the market by adding our capabilities. ABB is a highly respected global technology company, well known for its innovation and leading position in energy efficiency and industrial productivity. In working with ABB, our aim will be to provide our customers with electrical motor generators and motor repair and maintenance services that are second to none in the region"

MA R KE T WA T C H

Perpetually

available

Whether we like it or not, smart devices are forcing us to commit to perpetual availability. There’s no discernible reason for being unwise to events, news-breaks or gatherings anymore and excuses are no longer entertained.

re vie w e d by rory c oe n

Without

giving you a chronology of how we got from the rotary dial telephone to the new batch of smart-phones, I’d like to address this compelling desire to be perpetually online and available. I’m not going to pretend that I am immune to this, but I really did appreciate the fact that when I was out I was only reachable by a text or a call. Until a month ago, I used a very simple mobile phone with SMS and calling capabilities. I had a workstation in my office where I spent most of my day, and a mini-laptop at home for my personal use. This was my organisational model and it worked well. I wasn’t in any way tickled by the requirement to be online during social occasions, personal downtime or whilst I was moving between workstation and laptop. It was a relief to be forced offline, as a matter of fact. At the same time, I was perturbed by other people’s inappropriate use of these devices, as I often found myself competing against it for their attention. For the past four weeks, I have changed my ways slightly. I was asked to try RIM’s Blackberry Curve smart-phone and their Playbook tablet for a limited period and contrary to what I intimated above, I was excited by the opportunity. I guess it was an inevitable switch in some respects and I admit I was a little curious as to how

80 Qatar Today

september 2011

it would work out for me. And so it happened. Perpetual contact. I now had no excuse for not being in the know about what was going on around me, both in my professional and private live, when I was at work or at home. Both elements were now fused as one with this new acquisition. Which brings me to another point. A friend of mine recently complained to me about how social media was indirectly impacting his life. Even when he wasn’t online or active, he was effectively being socially down-sized. “Bob, where have you been? You didn’t reply to my invitation!” “No, I never received any invitation from you. I have been busy at work for the past few days, maybe I missed it?” “Yeah, sure I sent it to you. I set up a Facebook page and invited all my friends.” Since I started using twitter, some active friends from home have been tweeting me instead of sending an e-mail. Like their lives are so busy, they only have time to fit their regards into a 140 character tweet. Or maybe they use Twitter’s most notorious limitation so they don’t have to write any more than that. To be fair though, they do try to sqeez as mch as thy cn n2 it. An e-mail leaves all this white space and it looks like they didn’t bother. So this is where you have to be apparently. It’s taken as a given

MA R KE T WA T C H

that if somebody messages you on Facebook or Twitter, then you have this instantly. You’re expected to reply regardless of circumstances. Company bosses know this and issue employees with Blackberries safe in the knowledge that their two-week vacation is just time away from the office. OutOf Office replies will soon read: “I am out of the office on ‘vacation’ until October 1. I will be checking my e-mails every day however and will endeavor to facilitate your query in a timely manner.” The Blackberry Curve is a continuance – a device to cover me from my workstation to my laptop should something arise which requires my immediate attention, and it handles this job profile pretty well. I can fix six icons on the home page which I can flip between. I chose my personal and work e-mail accounts, Facebook, Twitter, SMS/MMS and a Contacts folder, if, as unbelievable as it may sound, I may have to actually call somebody. Then in the home directory – which you can access with the push of a button – there’s everything else, such as a browser, various instant messaging services, as well as the Blackberry App World. This app-store isn’t as full-loaded as others and I found that many of the apps which

I was vaguely interested in weren’t available, but from a professional point of view, it was very thorough. I was able to install some news services from my favourite media groups which give me instant updates on national and global events. This kind of functionality can serve a real purpose to many professionals who need real-time data on the fly. I soon realised that it’s not necessarily trying to corner the same market as Samsung or Apple. It’s more of a device for working professionals and it’s designed to meet their working requirements as a pre-requisite. Playbook Their Playbook tablet is a little smaller than a typical kitchen-appliance handbook. Actually, this might have been a more appropriate name for it. It has touch-screen functionality allowing you can navigate your way through the applications with a swipe of your finger. The keyboard is also touch-screen – it reveals itself when you request it – but it’s not exactly how I see myself typing up reports or drafting articles. For somebody who writes a lot, then I could see the Playbook as being a very frustrating device to handle. However, I feel the Playbook wasn’t as

much designed for input as for output. It’s a perfect little device for reading online content such as news articles, features or blogs; for scrolling down through scores of daily Facebook and Twitter updates and for keeping abreast of your e-mail accounts. To minimise the need to use the keyboard, you can easily save your favourite websites and programmes on the desktop. If you are somebody who isn’t so active in social media circles, a quiet reader rather than a rigorous writer, then it might be a perfect fit. Its drawbacks are of course its size and shape. It’s too large to fit in your pocket, which will inevitably cause some security problems and it doesn’t sit up on your lap like a conventional laptop or notebook either – you need to hold it with your hand(s); two aspects which I’m not keen on. You’d prefer to have something with more practical capabilities at home and at work, so I see this device as being convenient when you are on a long journey or waiting for a significant period of time. After a month of handling the Blackberry Curve, it has of course grown on me and I am now in a position where I understand how it can serve me well. I would hate to miss out on a social gathering by simply being offline!

september 2011

Qatar Today 81

S P O R T FILE

Qatar face daunting

Qualification task The countdown to the 2014 World Cup in Brazil has begun, as the qualification groups of the various global confederations were drawn in brazil at the end of July. Rory Coen looks at what immediate dangers lie in wait for qatar's new boss, sebastiao lazaroni.

Q 82 Qatar Today

september 2011

atar’s World Cup dreams could hinge on what happens the first week in September, as they face off against their chief rivals in the space of five days. They’ll make the short trip across the strait to Bahrain on September 2, before hosting the group’s top seed Iran on September 6. If they can avoid defeat in both of these encounters, it’ll be seen as a very positive start. Qatar saw off Vietnam quite easily in the second round in July, winning the first leg 3-0 at Jassim Bin Hamad Stadium, before going down 2-1 in Hanoi five days later. They lead 1-0 at half-time in the second leg, so their ultimate progress was never really in any doubt. What is in doubt is their progression to

the fourth round. Whilst Iran aren’t quite as intimidating as years gone-by, nor as potent as Japan, South Korea or Australia, they’ll still be very difficult to overcome in a mini-league format. And I’m sure the new Qatari Manager, Sebastiao Lazaroni, would have conceded Iran for Japan, if he was proffered any other 3rd seeded nation apart from Bahrain, who were agonisingly close to qualifying for the 2010 in South Africa, only losing 1-0 on aggregate to New Zealand in the inter-continental play-off. Where they stand Qatar, Iran and Bahrain are very evenly matched and any two of the three could qualify. Qatar, Bahrain and Iran all qualified

S P O R T FILE for the fourth round in the last campaign, so something has to give. Iran will be favourites to top the group and are coming into these qualifiers in good form. They blitzed through their Asian Cup group last January, only to go down to South Korea in the quarter-finals after extra time. Since then, they beat the Maldives in the 2nd round with relative ease. They missed out on automatic qualification for the 2010 World Cup by only one point. Bahrain had a disappointing Asian Cup in January, but their performance should be studied in context. They only lost by a solitary goal to eventual finalists and semifinalists, Australia and South Korea respectively, in what was probably the tournament’s ‘Group of Death’. As mentioned above, they were just short for 2010 qualification. They gained a ‘bye’ into the third round, with respect to their performances in that qualification campaign. Qatar scraped into the knock-out rounds of the Asian Cup, before being eliminated by South Korea with a late, late goal in a pulsating quarter-final. They reached the fourth round of the 2010 qualifiers, but disappointingly, finished fourth in the group. Interestingly, they met group rivals Bahrain in that campaign, where they drew at home, but lost by a solitary goal in Manila. Lest we forget the fourth nation in the group, Indonesia, who will fancy their chances of nicking a couple of valuable points off the big guns in Jakarta, which they regularly stuff to its stadium's capacity of 88,000. Their win over Turkmenistan in the 2nd round is a far cry from what happened to them at the same stage in the 2010 campaign, where they lost 11-1 on aggregate to Syria. The middle-range Asian teams are very evenly matched in the official World Cup rankings. Only 42 places separate China (1st seed) from North Korea (4th seed). It’s certainly difficult to understand how Bahrain are ranked #100 in the World, having come so close to qualification the last time around. Their showing in Qatar in January was modest, but hardly so embarrassing to tag them as 3rd seeds. China, who have had a miserable record in recent campaigns, are certainly not two rungs higher than them. Indeed North Korea qualified for the last World Cup in South Africa! It all provides for a very exciting third round. Japan, South Korea and Australia should qualify in a low gear, but the other places will be hotly contested. The first round of games begin on September 2, with the sixth and final round on February 29

QATAR football team being under new management isn't an ideal way to prepare for a tough group

Form Guide 2014 World Cup QUALIFIERS 3RD ROUND

2011 Asian Cup – January 2011.

Iran (WR: 54)

Qatar (90)

Beat Maldives 4-0 (agg)

Beat Vietnam 4-2 (agg)

Bye

Beat Turkmenistan 5-4 (agg)

Group D: Win 2-1 vs Iraq; Win 3-0 vs UAE Win 1-0 vs N. Korea QF: Lost 1-0 vs S. Korea (aet)

Group A: Lost 2-1 vs Turkmenistan Win 2-0 vs China Win 3-0 vs Kuwait QF: Lost 3-2 vs Japan

Group C: Lost 2-1 vs S. Korea Lost 1-0 vs Australia Win 5-2 vs India Failed to Qualify

DNQ

3rd Round: Runners-Up Group 1

4th Round: 3rd - Group A

3rd Round: Top Group 5 2010 World Cup Qualification Summary

Previous World Cups

4th Round: 4th - Group B, Failed to Qualify. Argentina, 1978 France, 1998

Bahrain (100) Indonesia (137)

Inter-Continental Playoff Lost 1-0 (agg) vs New Zealand

4th Round: 4th - Group A, Failed to Qualify DNQ

2nd Round: Lost 11-1 (agg) vs Syria

DNQ

Germany, 2006

DNQ: Did Not Qualify

Qatar’s Third Round Schedule

Date

Opponent

Venue

September 2

Bahrain

Bahrain National Stadium, Riffa

September 6

Iran

Jassim Bin Hamad Stadium, Doha

October 11

Indonesia

Gelora Bung Karno Stadium, Jakarta

November 11

Indonesia

Jassim Bin Hamad Stadium, Doha

November 15

Bahrain

Jassim Bin Hamad Stadium, Doha

February 29

Iran

Azadi Stadium, Tehran

www.twitter.com/rorycoen

september 2011

Qatar Today 83

Doha Diary

Antoine-Louis Barye:

Le Michel-Ange de la MEnagerie

ANTOINE-LOUIS BARYE, 1795 - 1875 THESEUS AND THE MINOTAUR Estimate: 200,000 EUR 300,000 EUR ($289,600-434,400 / QR1,052,570-1,578,860)

or a sculptor, there can be no higher praise than to be compared to Michelangelo, the greatest artist of the Renaissance. This was the honour bestowed upon artist Antoine-Louis Barye (1795-1875) by one of the leading French art critics of the nineteenth century. Looking at the selection of fifty-one animalier sculptures by Barye that feature in Sotheby’s sale of the Fabius Freres Collection in Paris on October 26 and 27, it is easy to understand such a prestigious moniker. With consummate skill, Barye could turn his hand to any depiction of the animal kingdom, from the elephants and wild cats of Africa to Turkish horses and birds of prey. The drama of the chase lent itself to a fluid, and on many occasions, dramatic rendition. Barye’s reputation has been judged on the superb bronze casts made during his lifetime. The auction offers an unprecedented opportunity to acquire some of the finest casts of Barye’s oeuvre. The sculptor was championed by the famous art dealer, who was instrumental in bringing back into fashion a taste for nineteenth-century eclecticism and style during the early 20th century. He had an eye for quality and sought only the very best. Considered the inventor and undisputed master of animalier sculpture, Barye created an exceptional oeuvre parallel to that of his friend, the painter Eugene Delacroix. Although Barye studied with some of the leading artists of the age, the most formative lessons he undertook were his own visits to the Paris zoo, the Jardin des Plantes. During the early years of his career, Barye would arrive at the zoo as early as 5 am in the morning to sketch. A sympathetic keeper let him in out-of-hours and even gave the hungry artist breakfast from the bears’ provisions! Barye was ambitious to make his mark on the art world and to achieve this he took up a

84 Qatar Today

september 2011

Doha Diary ANTOINE-LOUIS BARYE, 1796 - 1875

position with the goldsmith Fauconnier and was responsible for the animal models produced in the studio.

ELEPHANT CRUSHING A TIGER Estimate : 150,000 EUR - 250,000 EUR ($217,200362,000 / QR789,430-1,315,710)

Fame and success Barye’s first success at the Salon came in 1831 when he exhibited a plaster model of Tiger Devouring a Crocodile to critical acclaim. The sale includes an extremely fine bronze cast estimated at Ä50,000-70,000 / $72,400-101,350 / QR263,143-368,400. Its uncompromising depiction of the ferocious combat demonstrates Barye’s vivid imagination and his ability to observe and express the combat of animals in the wild. Encouraged by this recognition, Barye left the goldsmith’s studio and began to make his own living. Royal commissions soon followed and the first major acquisition by a member of the French Royal family dates from this period. Charging Elephant was purchased by the Duke of Nemours, King Louis ANTOINE-LOUIS BARYE, 1796 - 1875 CHARGING ELEPHANT, 1832 Estimate : 300,000 EUR - 500,000 EUR ($434,400-724,000 / QR1,578,860-2,631,430)

Philippe I’s second son and this unique work, cast in 1832, is estimated at QR1,578,860-2,631,430 ($434,400-724,000). Barye’s ascent in the Parisian art world was swift and he was decorated as a member of the Legion of Honour in 1833. He had achieved fame and with it came ever more significant commissions. Barye’s masterpiece, Theseus and the Minotaur, was acquired by the

king’s youngest son, the Duke of Montpensier, and was exhibited at the Salon to rapturous acclaim in 1851. Estimated at QR1,052,5701,578,860 ($289,600-434,4000) the sculpture depicts an epic confrontation between good and evil. Emperor Napoleon III elevated Barye to an officer of the Legion of Honour in recognition of his contribution to art. His greatest impact on the story of 19th century French sculpture was his revival of bronze casting as an art form. He set up his own foundry in 1838 and this unusual step caused the sculptor to be likened to the bronze masters of the Renaissance. Barye controlled each stage in the production of his bronzes and he brought his goldsmith’s attention to detail to the chasing of the bronzes. He developed a signature patina which featured a subtle palette. Elephant Crushing a Tiger is an original bronze foundry model and a classic example of Barye’s eye for detail (est. QR789,430-1,315,710, $217,200-362,000 ). As the father of the animalier movement, Barye challenged the accepted hierarchy of subject matter in a medium traditionally limited to the depiction of the human figure. The success he achieved in his lifetime is a fitting testament to a unique style that may have been imitated but has never equalled ANTOINE-LOUIS BARYE, 1795-1875 CROCODILE DEVOURING AN ANTELOPE Estimate: 60 000 EUR - 80 000 EUR ($86,100-114,800 / QR313,280-417,700

@QATARTODAY

By Alexander Kader The author is Sotheby’s Head of European Sculpture and Works of Art

september 2011

Qatar Today 85

Doha Diary

An ‘Arabic’ insight How communicating in Arabic helps bridge the gap between nationals and expats

e stood floating in a sea of white robes, a couple of Americans sporting digital cameras and goofy grins. For the past four hours Nasr had whisked us along to majlises and wedding parties, introducing us to friends, family and impossibly young grooms. Though Jared and I were awestruck by our cultural inundation, more striking was the ease of entry into the world. One simple, friendly word in Arabic the evening before had unwittingly launched our crash course into Qatari society. Qatar might just be the most challenging Middle Eastern country for Arabic students. The language is notoriously difficult to learn and nearly impossible to master. It mocks its aspiring speakers with

By Charlie Gand e l ma n other worldly pronunciations, complicated rules and even more complicated exceptions to those rules. To reach a level of proficiency and comfort with most languages, a year or two in the classroom, accompanied with diligent study habits will suffice. But for the audacious Arabic student brash enough to strive for a degree of fluency – itself a relative term for the language – complete immersion in an Arabic-speaking environment is an unquestionable requirement. In Qatar, where non-Arabs far outnumber native speakers, where the languages of the expats are far more useful than the national language of the state, complete immersion is implausible. Unaware of Qatar’s demographic and linguistic make-up before arriving, I eagerly accepted an opportunity to study Arabic full time at Qatar University during the 2009/2010 academic year with 50 other students. Though we were all discouraged by the initial revelation that our target language was of limited use outside the classroom, I soon experienced the language’s door opening, culturally exposing and friendship making powers in Qatar. Two years after arriving, my most lasting memories in this country are the unexpected adventures that began with a simple connection with Qataris over their language -- and it never required a high level of ability. It didn’t even require knowledge of more than a few phrases. I met Nasr at Souq Waqif, when he approached me and Jared, my roommate on the programme, asking to use an empty chair. ‘Itifadel’, I responded in Arabic, simply meaning, ‘go ahead!’ Twenty minutes later, we found ourselves sitting at a table surrounded by a dozen of Nasr’s Qatari friends and cousins, cracking jokes and entertaining them with our funny Arabic accents. Twenty hours later,

september 2011

Qatar Today 87

Doha Diary we were in the midst of Nasr’s whirlwind tour of Qatar culture. More than a year and a half later, I still count Nasr as a friend. My time with Nasr was not a unique experience. The pattern has been consistently similar: a few words of Arabic and an earnest desire to speak, practice and connect over language would serve as the beginning of other unbelievable memories and friendships. There was the Qatari father and son who picked me up while trying to hail a cab and soon after invited me into their home after an interesting Arabic conversation; the security guard who brought me to a wedding at his family’s opulent reception hall; the students at Qatar University who sought to show me the traditions and culture we can’t see in malls; and just this past weekend, a spontaneous dhow ride with a Qatari family off Banana island after my friend engaged in a conversation using only a few Arabic phrases. All distinctive experiences; all beautiful insights into Qatari society; all the result of making the basic effort to speak Arabic. As my Arabic progressed throughout the year, and my ability to converse improved, my experiences were richer and deeper. Towards the end of my programme, I travelled with a group of friends to camel races and found, upon asking a loitering Qatari, that the camels were not in the mood to race. Our day was salvaged when Esau, as he was called, welcomed us into his Land-cruiser for an impromptu desert adventure. He careened around the area, showing us the racing track, training camels and robotic jockeys. He graciously and patiently drove for over an hour searching for camel bones, which one of my teacher friends sought as a prop for her students. He even let us try on his traditional headdress, telling us which one looked the most authentically Qatari. I should have asked, but I am confident he would have let us commandeer the wheel of his SUV. Because Esau spoke no English, and my friends knew no Arabic, I was able to translate between them, creating a dialogue with a new friend rather than enduring an awkward silence sitting with a stranger.

It was Esau’s first time with Americans, and for some of my friends a first with a Qatari. In a country where expats and locals go years without meaningful interactions with each other, it was the type of cross-cultural experience that transformed perceptions and provided an authentic, basic human view of each other. Arabic quickly transformed a stranger into a friend. Time and again, Arabic has demonstrated itself a powerful tool for creating connections with locals and Arabs here. But why? I can’t imagine that learning Spanish, for example, would create the type of close encounters in Spain as I have experienced

The simple act of speaking only a few words, fosters a symbiotic relationship with locals wherein our interest and effort sparks a desire in our hosts to show us the wonderful, rich culture often absent from our daily lives.

here. Why Arabic? The power of Arabic gains strength from an atmosphere of skepticism that exists between locals and foreigners in Qatar. Many expats bemoan the dearth of native culture they experience in Qatar; after years in the country, they complain that their experiences with the natives are limited to passive interactions in the public sphere. That mindset can perpetuate the tired clichés that are needed to make sense of the black and white robed nationals in their midst. These generalizations lead some Qataris to resent the swath of foreigners who arrive in their country with dollar signs in

their eyes and smugness toward their hosts, eager to exploit Qatar as nothing more than a scorching ATM in the sun. Both perceptions of the other are misguided and based on stereotypes, but they originate from a simple fact: the conspicuous lack of interaction between some Qataris and foreigners, the non-intersecting existences of many locals and nationals. After nearly two years in Qatar, I have found Arabic the most effective and direct way to bridge these misunderstandings. By making the effort to speak the national language, we take an active interest in their country, culture and history. These interactions demonstrate to Qataris that many foreigners are not solely interested in Qatar as a financial opportunity but interested in Qatar for its distinctive and beautiful qualities. The simple act of speaking only a few words, even when only a few words are all we know, fosters a symbiotic relationship with locals wherein our interest and effort sparks a desire in our hosts to show us the wonderful, rich culture often absent from our daily lives. When I eventually return to my home country, I am fulfilled knowing that I will have real answers when friends, family and strangers ask, “What was Qatar like?” When people ask me in 2022 what it was like to live in a dazzlingly wealthy country that air conditions the capital, builds futuristic transportation systems and constructs artificial stadium cooling clouds, I will be happy to describe an alternate picture of a people with a fascinating culture and ingrained values that far precede the skyscrapers. Though Arabic does not always greet us when we leave our houses, the smallest effort to speak and connect with locals leads to authentic moments and enduring friendships. The tiniest effort can provide a doorway into the beautiful qualities that make our new home special. As I experienced with Nasr, even a single word response in Arabic – the most basic, simple effort imaginable yields disproportionate rewards for both foreigner and locals, creating the lasting memories and experiences that will define our experiences in Qatar

bookmark www.issuu.com/oryxmags

By Charlie Gandelman The author is a native of Chicago, works in Communications at a think tank in Doha. He arrived in Doha after graduating from University, where he focused on Middle Eastern studies and arabic.

88 Qatar Today

september 2011

something should discribe the headlin e

THE FOCUS

WELLNESS IS

VOLUME 1

2010

HEALTHCARE

healthcare suppliment

CITIES OF BLINDING EXPENSE 92

doha diary

Celebrating Qatari art at Mathaf athaf: Arab Museum of Modern Art opened its new exhibition, Swalif: Qatari Art Between Memory and Modernity, which runs until October 29, 2011. The show features more than 75 Qatari artworks from Mathaf’s extensive collection of Arab modern art, and illustrates an important chapter of Qatar’s art story between the 1960s and the early 2000s. Vice Chairperson of Qatar Museums Authority and Mathaf’s patron, HE Sheikh Hassan bin Mohamed bin Ali Al-Thani said, “Mathaf will showcase some of the best artwork by Qatari artists, demonstrating that there has been a vibrant art scene in Qatar going back several decades.” Accompanying the exhibition are programmes that engage with the community, including workshops for schools and universities. The Education Department has hosted workshops with Qatar Academy, resulting in exhibition labels written by students offering a fresh view of artworks.

the opening of swalif at mathaf

Programmes will be launched aimed at encouraging dialogue with the artists and the developing cultural scene in Doha.

yousef ahmad one of the qatari artist speaks at the opening ceremony

Qatar First Investment Bank hosts iftar

atar First Investment Bank hosts third annual iftar for Qatar Orphan Foundation. Qatar First Investment Bank (QFIB) commenced its ‘Ramadan Blessings Campaign’ hosting its third iftar for Dhreima Qatar Orphan Foundation. The iftar was first of several community-based activities that QFIB took part in during the Holy month of Ramadan. Dhreima’s children and QFIB employees also had the opportunity to participate in a workshop conducted by world-renowned calligrapher, Sabah Arbili who engaged the children in colouring an art piece designed specially for the occasion. Arbili recently

90 Qatar Today

september 2011

showcased his work at 'AlJoud Exhibition', supported by QFIB with proceeds funding Reach Out to Asia’s projects in Pakistan. Dhreima Qatar Orphan aims to provide an Islamic system of care and shelter for orphans in Qatar. The General Director, Khalid Kamal said, “We thank QFIB for their support. This is a clear testimony to the Bank’s commitment to upholding Shari’ah principles and Islamic teachings not just in their day-to-day business activities but also in their community initiatives. We also thank Sabah Arbilli for volunteering his time to help the children gain a better understanding into the different forms of art.”

Doha Diary

SFS-Q Students shine at Model Starbucks UN conference maintains its commitment

en students from Georgetown University School of Foreign Service (SFS) in Qatar returned from a Model United Nations (MUN) conference in Vienna, with one student bagging the best delegate award. Held at the United Nations’ headquarters, the Vienna International Model United Nations Conference is an annual event that began in 1995. During meeting simulations and committee sessions, SFS-Q delegates actively participated in committees. SFS-Q student, Eilin Francis, was selected

‘Best Delegate’ for her committee, the UN Food and Agriculture Organization. “Attending the MUN was a great experience. My committee was concerned with the improvement of nuclear safety issues, especially after the Fukushima disaster, and I can now understand the complexity surrounding the issue ,” said Aya Elwadia. Georgetown SFS-Q organises its own MUN, with the event considered one of the region’s largest student-based conferences, and an academic platform for young people to discover and develop their potential in making a positive impact.

Msheireb Properties hosts iftar tent at Msheireb Downtown site Msheireb Properties staff distributed free Iftar meal boxes to residents of the Msheireb neighborhood as well as construction workers. The Tent was open to all during the Holy Month and is part of the company’s social responsibility outreach programme.

nvironment through its recent partnership with Al-Wakra Municipality and local environmental associations in Qatar. This summer, Al-Wakra Municipality and Starbucks Qatar volunteered to clean Al-Wakra beach. Upon completion of the cleanup initiative, Starbucks Qatar presented the Al-Wakra Municipality with gifts from Starbucks as a gesture of appreciation. Al-Wakra Municipality officials and members from the local neighbourhood appreciated the efforts of Starbucks partners. These activities are part of Starbucks Community Connections programme which aims to connect, discover, and respond to the environmental and social needs in local neighborhoods and communities. Starbucks MENA Regional Communications and CSR Manager, Rana Shaheen said: “We are dedicated to building a future conscious community that encourages young children and adults to care for our environment today and indeed for tomorrow. It is through such partnerships with like-minded establishments and governmental entities that we are able to continue developing our focus on the key pillars of caring for the environment.” Starbucks has been building on the Community Connections programme for three years across nine Middle Eastern countries. To date they have delivered over 170 projects amounting to over 10,200 hours spent on community service in the region.

september 2011

Qatar Today 91

Doha Diary

QT TwitPick If you are on twitter, then chances are,

you are already familiar with GreatDohaFind. Even if @GreatDohaFind does not have all the answers, it gives a shout out to all its followers and eight out of 10 times manages to find what you are looking for. We got in touch with the duo behind the handle, who started tweeting in January 2010 and prefer to remain anonymous.

What’s the reason behind the anonymity? It allows us to tweet freely, fairly, without bias, and without prejudice. We shall continue to stay anonymous as we feel it adds value to our purpose.

Al Meera and ROTA Initiative Helps Families in Need

n preparation for Ramadan, Qatar’s leading retail brand Al Meera and Qatar Foundation’s Reach Out To Asia (ROTA) collaborated on a programme which saw staple food items distributed to underprivileged families in Qatar. The food, provided by Al Meera free of charge, was distributed over the course of three days at the Amna bint Wahab Independent Secondary School on Al Rayyan Road. ROTA volunteers provided the manpower for the programme. “Ramadan is a month focused on reflection and helping those less fortunate than ourselves,” said Dr Mohammad Al-Qahtani, Deputy Chief Executive Officer of Al Meera. “It is our hope that these families will be able to celebrate the month of Ramadan without any further burden on ourselves. We are also thankful for ROTA, for without them, this programme would not have been possible.”

92 Qatar Today

september 2011

So, why GDF? In 2010, we were two newcomers to Doha. When we moved to Qatar, we noticed a lack of information for great quality places, people and things, and not a lot of people that we could turn to for advice. Yes, there are the odd tourist guides, yellow pages, websites, but nothing in real-time. So as we went around finding great places to eat, shop, hang out, consultations of doctors or dentists, baby food, etc, we realised we should share this information. We thought these are great ‘finds’ in Doha, because as the city is developing, you really have to go out of your way to ‘find’ things, particularly as a newcomer. Thus, the term 'Great Doha Find'. Surprisingly, we found others who were looking for the same information and even more surprisingly, people started asking us for advice. At times we knew exactly where to refer them to (“like where do I get a particular brand of baby food?” or “where can I get home delivery laundry?”). Other times we didn’t know the answer and so we retweeted and found other followers who could help. And this is what is so great about Twitter, and what keeps us going. We feel we can really help people. But it’s not always great finds, is it? No. We actively seek out the WORST in Doha as well and tweet it. We believe in

name and shame and believe that highlighting bad customer service, poor quality products, or bad practices will bring about change. What were the questions most on your mind as a new visitor to Qatar? They were the questions that go beyond just facts. Questions that give a piece of advice from experience. Questions that cannot be answered by an advert, yellow pages or by dialling 180. Questions like “Where can I find a great dentist?”, “What do you think about a particular place for renting?” “Where can I take my kid for some fun – aside from the usual malls”. What are the craziest questions you get asked? The weirdest question was to introduce a man to a lady as a potential suitor! We also get asked by companies to promote their products and services, but sometimes we have to decline if we don’t believe in it or if their service is horrible. Some of the best known companies in Qatar have asked to sponsor @GreatDohaFind, as it represents a clever unsolicited way of promoting them. However, we have declined as our followers are smart people and will see through that. We are open to taking sponsorships in companies and initiatives we believe in and whose customer service is exceptional and who have fantastic people working for them. We have also received an offer to buy out @GreatDohaFind, but we are having too much fun with it to sell it right now! (Every month Qatar Today will feature an interesting Doha tweep in this new column. So if you have a favourite, do send a direct message to @QatarToday)

Cities of Blinding Expense

As our Cover Story looks at the improving real estate sector in Qatar, we look at the Ten Most Expensive Cities in the World to live in this year, based on the price of food and basic goods and services. The survey was conducted by Bloomberg Businessweek.

Tokyo, Japan Although the consumer price index in the Tokyo area has been falling since 2009, the city remains the world’s most expensive city. While housing costs are not included in this survey, ECA International estimates that the average monthly rent for a two-bedroom apartment in Tokyo was $4,352 in September 2010.

Nagoya, Japan Nagoya is one of Japan’s premier industrial and technological centres and is well known for its high quality of life and competitive business costs, according to the U.S. Commercial Service.

Stavanger, Norway

Yokohama, Japan The Port city of Yokohama - adjacent to Tokyo - is home to more than 300 IT companies and has a growing biotechnology base. It has nine main business districts and exports many cars and auto parts. A movie ticket will cost you $22 here.

Zurich, Switzerland

Luanda was the most expensive city in ECA International’s 2009 ranking. While the city has a high poverty rate, it remains one of the most expensive places for expatriates to maintain standards of living comparable to those in their home countries.

The financial sector is an important part of Zurich’s economy, and the city is home to the Swiss Stock Exchange and companies such as Credit Suisse and Swiss Re. Mercer ranked the city second in the world for quality of life in 2010, but such a high standard of living does not come cheap.

Kobe is one of Japan’s busiest ports and is a manufacturing centre for appliances, food and transportation equipment. The city offers many types of cuisine, though it’s known best for high-grade and pricey Kobe beef.

8 10

Bern, Switzerland Bern is the centre of Swiss government, the engineering industry and the precision industry. It’s also a manufacturing centre for watches and other technology used in the medical, IT and automotive sectors, according to the Bern Economic Development Agency. Other cities in the top 20 were Basel (Switzerland), Copenhagen (Denmark), Helsinki (Finland) Moscow (Russia), Caracas (Venice), Sydney & Canberra (Australia), Stockholm (Sweden), Libreville (Gabon) and Paris (France).

september 2011

Stavanger was mainly a fishing community until oil was discovered in the North Sea in the 1960s. The industry has become central to the local economy - with Statoil being the largest oil company - and has attracted many residents from other countries.

Luanda, Angola

94 Qatar Today

Norway’s capital is a major hub for trade, shipping and finance and is home to the Oslo Stock Exchange. Oslo has ranked among the world’s most expensive cities for years, which is not surprising when a quick lunch costs about $45 and a dozen eggs go for $8.50.

Kobe, Japan

Oslo, Norway

Geneva, Switzerland

Geneva is home to such international organizations as the United Nations and Red Cross. An important centre for banking, government and technology, Geneva hosts many professional visitors and tourists. It ranked as the third-best city in the world for quality of life in Mercer’s 2010 report.