EME Outlook - Issue 31

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ISSUE 31

BUSINESS TRAVEL GUIDE 30

Iceland: Land of fire and ice

ALYASRA FOODS 56 A fresh take on foodservice

DUBAI REFRESHMENT PJSC 66 Diversifying to thrive in an ever-complex F&B market

MORAVIA CANS 96 A cost-effective, sustainable and global aerosol can producer

ALSO FEATURING: H E I N E K E N | C L A S S I C F I N E F O O D S | P I Z Z A E X P R E S S U A E

Business Travel Guides

A complete guide to EME’s leading business travel destinations

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ICELAND I celand. A sparsely populated North Atlantic island nation, home to just 340,000 people, it has risen to pre-eminence as one of the 21st century’s touristic phenomena.

Topping bucket lists and entrancing visitors from far and wide, the country has become reputed as the home of some of Northern Europe’s most

From volcanoes and geysers to glaciers and waterfalls, Iceland’s iconic landscape is arguably unparalleled, not only in Europe but globally Writer: Jonathan Dyble Project Manager: Matt Cole-Wilkin

wonderous natural beauty.

“Iceland is a small country, but it has an abundance of attractions,” states Jóhannes Þór Skúlason, Managing Director of the Icelandic Travel Industry Association (SAF).

“From Reykjavík, you only need to travel a short distance to get close to the solitude of black sand beaches,

Reykjavík

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colourful rhyolite, fountain applemoss, sheep, horses and puffins. You can almost smell the national history – our ancient heroes will come to life in every part of Iceland if you let them, while local foods like tender lamb and age-old recipe-perfected langoustine will make you lick your lips.”

Arguably Iceland’s biggest draw,

PHOTO BY NICOLAS J LECLERCQ ON UNSPLASH

however, is the breathtaking views that the country’s unique natural landscape provides, with volcanoes, glaciers, waterfalls and geysers found north to south, east to west. Þór Skúlason affirms: “For most visitors, time spent in Iceland is an adventure of never before seen landscapes and once in a lifetime

experiences during the never-ending days of midnight sun or under glowing northern lights in the dark of winter.”

The tremendous variety on offer in Iceland has resulted in a tourism industry that has grown enormously in recent years, with arrivals growing by anywhere between 24 and 40 percent annually between 2013 and 2017.

PHOTO BY TIM TRAD ON UNSPLASH

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30 See page

Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 395,000 each month.

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser, Jordan Levey or Matt Cole-Wilkin to find out more. joe.palliser@outlookpublishing.com

+44 (0)1603 959 676

jordan.levey@outlookpublishing.com

+44 (0)1603 959 668

matt.cole-wilkin@outlookpublishing.com

+44 (0)1603 959 669

W E L C O M E EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com

BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTORS Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Joe Palliser (Business Travel) joe.palliser@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT MANAGER Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Jordan Levey (Business Travel) jordan.levey@outlookpublishing.com Matt Cole-Wilkin (Business Travel) matt.cole-wilkin@outlookpublishing.com PROJECT MANAGERS Josh Hyland josh.hyland@outlookpublishing.com Matthew Selby matthew.selby@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Administrative Assistant: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com Digital & IT: Hamit Saka Helpdesk: James Le-May

CONTACT EME Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com www.emeoutlookmag.com Follow us on Twitter - @EME_Outlook Like us on Facebook: www.facebook.com/emeoutlook

EME

Game, set and stat Strawberries and cream, Rufus the hawk, an all-white dress code – Wimbledon has become synonymous with tradition and oddities that have stood the test of time.

Staged at the All England Lawn Tennis Club, 1877 saw the first ever Championships take centre stage, the tournament now regarded as the most prestigious on the professional circuit.

The past 30 years have seen the involvement of tech giant IBM, a partnership which has seen technology transform the player and fan experience through a great number of innovative initiatives. Deputy Editor Jonathan Dyble and I were fortunate enough to receive an invite to join IBM on so-called Manic Monday for a tour of the company’s bunker, a visit which has resulted in two special topical focus features in this edition.

We spoke to both Simon Boyden, Digital Architect for IBM and Alexandra Willis, Head of Communications, Content and Digital at the All England Lawn Tennis Club about the use of technology at SW19, specifically looking into the creation of content and use of data.

Another huge brand engaging sport is Heineken.

With low and non-alcoholic beer now a must-have for the world’s largest brewers, we caught up with Heineken’s marketing supremo Gianluca Di Tondo to discuss Formula E as a means to promote responsible consumption and its 0.0 beer brand.

F&B also forms a major focus in this edition’s company features section, which is packed full of exclusive insights from the industry, including interviews with Al Yasra Foods, Classic Fine Foods, PizzaExpress UAE, Dubai Refreshment PJSC and Al Sayer Franchising Company.

We also explore the region’s construction sector with profiles on several leading companies including Affan Innovative Structures, Arabian Construction Company and Finland’s ADMARES, while our other features come from the oil and gas and manufacturing industries.

In the world of business travel, this issue’s focus is on Iceland, home to arguably northern Europe’s most spectacular scenery both on land and in the sky in the form of the Northern Lights. Jóhannes Þór Skúlason, Managing Director of the Icelandic Travel Industry Association, provides detailed insight throughout.

At the end of the magazine you will find a new regular slot, The Final Word, which asks some of our contributing executives for their thoughts on the same question. In this case they respond to: If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Tom Wadlow Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue...

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NEWS

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EXPERT EYE

Around Europe and the Middle East in seven stories Insight into Accenture’s conversation with a former Tesla software engineer

S P E C I A L F E AT U R E S

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TOPICAL FOCUS

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FOOD & DRINK

Industry 0.0 Heineken on the rise of lowalcohol beer and its Formula E partnership

IBM AND WIMBLEDON Serving Smart Content How IBM and Wimbledon harness technology to bring tennis to the masses

From Data Deuce to

Analytical Advantage Unlocking statistical insights for fans, players and the media alike

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SHOWCASING LEADING COMPANIES Tell us your story and we’ll tell the world

F O O D & D R I N K

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ALYASRA FOODS

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DUBAI REFRESHMENT PJSC

Championing Change A fresh take on foodservice

BUSINESS TRAVEL

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ICELAND

Land of fire and ice

FINANCE

Elevating the Fintech Evolution Alastair Lukies, CBE, unveils the UK’s government backed FinTech Alliance

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DUBAI

The Middle East’s futuristic visionary

A Refreshed Approach Diversifying to thrive in an evercomplex F&B market

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AL SAYER FRANCHISING COMPANY

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CLASSIC FINE FOODS

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Pursuing Perfection Forward-thinking franchising in the Middle East

Food Made Personal Helping industry operators bring their food to life

PIZZAEXPRESS UAE

A People’s Business Evolving with the times to progress beyond a casual dining venue

CONSTRUCTION

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ARABIAN CONSTRUCTION COMPANY

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AFFAN INNOVATIVE STRUCTURES

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ADMARES

Creativity Unconstrained Building masterpieces across the Middle East

Avant-Garde Architecture Daring to be different Challenging the Conventional A pioneer of cutting-edge construction

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The Abandonment Accelerator The key to enhanced offshore oil decommissioning

F O C U S

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CONTAMINATION EXPO

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EXPLORATION AND PRODUCTION OFFSHORE CONGRESS HUB

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The Aluminium Advocate A cost-effective, sustainable and global aerosol can producer

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WORLD ENERGY CONGRESS

MANUFACTURING MORAVIA CANS

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HYDRAWELL

Energy for prosperity

Seven industry-leading events under one roof

Technology takes centre stage at EPOCH 2019

3RD ARAB MINISTERIAL FORUM ON HOUSING AND URBAN DEVELOPMENT Putting sustainable housing on the development agenda

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SOBHA REALTY

Compelling, Captivating Construction Depicting Dubai’s architectural superlatives

THE FINAL WORD

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If you could offer one piece of

advice for a young entrepreneur entering your industry, what would it be?

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Around Europe and the Middle East in seven stories…

AUTOMOTIVE

R E TA I L

Microsoft to launch first European retail store

Waymo, Renault sign deal to develop self-driving trucks for use in France Autonomous vehicle specialist Waymo has signed a deal with French automotive giant Renault that will see the pair collaborating on the development of self-driving trucks for use in France.

The agreement also includes a third party in the form of Nissan, with the technology also set to be trialled and tested for use in Japan and other Asian countries.

“Our Waymo Driver can deliver

transformational mobility solutions to safely serve riders and commercial deliveries in France, Japan and other countries,” said Waymo CEO John Krafcik.

Waymo, a subsidiary of Google’s parent company Alphabet, has already been making significant strides with its self-driving vehicle technologies, having been testing a fleet of Chrysler Pacifica minivans just outside of Phoenix in the US.

F I N A N C E

Saudi Arabia expands scope of $28 billion Industrial Development Fund Saudi Arabia has broadened the extent of the 105 billion riyal ($28 billion) Saudi Industrial Development Fund (SIDF) to support key energy,

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logistics and mining projects across the kingdom.

This scope has expanded significantly, the finances having

Global technology giant Microsoft has launched its third flagship retail store in London as the firm looks to bolster its high street presence.

The 22,000 square metre shop which opened on July 11 in Oxford Circus joins the existing pair of Microsoft outlets based in Sydney and New York.

This latest shop features numerous attractions including an Xbox gaming room, a customised McLaren, conference rooms and a digital classroom that aims to provide visitors with an insight into coding.

“This is our very first foray into Europe, and we couldn’t be more pleased to be in London,” said Microsoft CMO Chris Capossela when speaking with CNBC.

previously having been earmarked exclusively for local manufacturing businesses. Further, SIDF has also revealed that it will now be willing to support international ventures that are backed by Saudi investors.

Initially launched in the 1970s, the fund is a crucial part of the country’s overriding strategic plan to diversify its economy away from heavy reliance on oil, helping to establish long term, sustainable businesses and industries.

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST

EME A E R O S P A C E

E D U C A T I O N

Saudi Airline flyadeal cancels Boeing 737 Max order, instead opting for Airbus A320

Qatar Investment Authority invests $150 million in education startup Byju Indian online education startup Byju has revealed that it had raised a total $150 million from Qatar’s sovereign Wealth Fund, the Qatar Investment Authority (QIA), reportedly valuing the enterprise at $5.5 billion.

“This investment underscores QIA’s strong commitment to the education sector and our focus on investing in leading innovators in the tech, media

and telecoms industry globally,” said QIA CEO Mansoor Al-Mahmoud.

Having initially launched in 2015, Byju has now raised just shy of $1 billion from a series of funding rounds according to Crunchbase, with QIA’s investment joined by Tencent, Naspers and the Canadian Pension Plan Investment Board.

Budget Saudi Arabian airline flyadeal has announced that it will not be proceeding with its provisional $5.9 billion order for Boeing 737 MAX aircraft, instead revealing new preliminary agreements for a fleet of Airbus A320 jets.

The announcement comes after two MAX aircraft crashed in Ethiopia and Indonesia within the last year, with flyadeal having signed a commitment to order 30 737 MAX planes in December.

Saudi Arabian Airlines, the parent company of flyadeal, will be receiving the 30 jets at the Paris Show in June 2020 on its subsidiary’s behalf.

E N E R G Y & U T I L I T I E S

Lidl to install over 4,000 solar panels at Ireland distribution facility

F I N A N C E

Zurich Insurance appoints new EMEA head Zurich, one of the world’s leading insurance companies, has announced the appointment of Alison Martin as its new CEO of Europe, Middle East and Africa (EMEA).

Having initially joined Zurich in

European supermarket company Lidl has earmarked €1 million for the purchase and installation of 4,364 solar panels at its new flagship distribution facility that is currently under construction in Waterford, October 2017, she has been acting as the Ireland.

It is estimated that the solar panels company’s Group Chief Risk Officer since January of last year, helping to increase would generate more than one million focus on managing the risks from digital kilowatt hours of energy on an annual transformation within the industry. basis, drastically cutting the centre’s “Alison is perfectly suited for this carbon footprint. role,” said Mario Greco, Group Chief Alan Barry, director of Property & Executive Officer. “I am confident she Central Services at Lidl said: “We were will successfully expand our capabilities very clear when building our largest to meet customer needs in the region. distribution centre that we would She knows our culture, she knows our integrate the latest sustainability innovations that will generate ongoing business and is well suited to take our EMEA business to the next level.” energy savings.”

GO TO WWW.EMEOUTLOOKMAG.COM/NEWS FOR ALL OF THE LATEST NEWS FROM EUROPE & MIDDLE EAST

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How Tesla got it right: A CASE STUDY

Two Senior Managing Directors at Accenture spoke with a former Tesla software engineer about the automotive specialist’s rise to pre-eminence

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Written by: Eric Schaeffer and David Sovie, Senior Managing Directors at Accenture

igital technology is highly disruptive, but also the biggest opportunity to reposition product-making companies.

We gathered insights on the challenges from leading companies when working on our new book Reinventing the Product. Here are some excerpts from our conversation with a trained software engineer who has dealt with smart connected products for most of his career, and who worked for US mobility specialist Tesla.

What is the key feature characterising a Tesla car as a connected product?

I would say it is a car that has been uncompromisingly re-architected on a software basis. Tesla models are driven by software and not hardware architecture, despite the fact that there is a tremendous amount of highend physical engineering in them. But it is software that controls the coupling of all those hardware components.

Can you think of any analogies in other product fields?

A Tesla model compares to a conventional car like a flip phone to a smartphone. For both, very highend electromechanical engineering is necessary. Both are demanding to design from a hardware perspective.

But in one of them the user experience and the operation of the device is coded rigidly into the hardware – like in a flip phone. Tesla, rather like a smartphone, is by contrast a radically software-defined device that can change its function fluidly and very

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ABOUT THE EXPERTS Eric Schaeffer is the Global Lead for Accenture’s Industrial practice, helping automotive, industrial equipment and infrastructure companies to digitally reinvent their businesses and create a new level of innovation and efficiency across the extended connected value chain.

David Sovie is Senior Managing Director at Accenture, and Global Lead for High-Tech Industry where he helps clients digitally reinvent their business across the entire value chain.

The duo are the co-authors of Reinventing the Product: How to transform your business and create value in the digital age, published by Kogan Page.

dramatically after the product has shipped. The beauty is that ongoing improvements of the user experience can be conducted via software updates.

What sort of improvements are we talking about?

This is a broad spectrum. These vehicles are sensor platforms that

experience and data-record the road life around them via cameras, ultrasonic sensors and radar. That data can be used to inform the development of driver assistant and autopilot capabilities or to develop driver-training sets. It can be used to compare the car’s behaviour under human and automated control in order to tune the algorithms used in the autopilot functionality.

The software-based existence of a Tesla gives you a really wide platform on which you can deploy and test any software that supports the car, from driving features to energy management to entertainment.

So, in a way, the car finds itself in permanent optimisation mode?

This is crucial. Due to its quality as a smart and connected product, you can follow in a meticulous way how the product is being used. You see which features are more relevant to the customer and which are not. You can adjust interfaces along their actual usage patterns.

You can prioritise features that are most commonly accessed and deprioritise those that are less used.

You simply get tremendous product management insight from that operational data history.

The product, being able to report its experience in the world, gives you a boost in developing features to make it behave in a way the operator expects and eventually appreciates the car as a good user experience.

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Give us a real-life example of how software can change the user experience.

Take the first version of the highacceleration mode in Tesla’s Model S, for instance. It brought the car from nought to 60 miles per hour in 3.3 seconds. A simple, remotely conducted software update helped to improve that to 3.1 seconds. It was a very significant improvement of the user experience and only doable with a connected and software-rich car. In more traditional cars, the software would not be embedded deeply enough to influence such physical performance features. The same Tesla car a customer bought, say, in 2013 is today a much, much better car than it was when it was bought – due to permanent software updates.

How do you establish pricing models for fluid improvements of a car experience?

That is an interesting question. To pay an initial lump sum for a product and not much thereafter seems less compatible with a world in which you keep data connections with products in the field in order to keep them up

to date and safe. As a manufacturer you have different expenditure for the staff and infrastructure to support the product over its whole lifetime. In that view the income is better stretched across the lifespan of the device as well. That is why making smart connected products drives businesses towards subscription models such as ‘product as a service’. You have to decide how to decompose those services and how the initial cost for the mere hardware can be lowered.

Attached to that is the important question of whether a product maker such as Tesla or another intermediary becomes the owner of the capital asset, being responsible for hardware maintenance. That would turn it into an almost Uber-style service provider.

Does an engineering style such as Tesla’s that is so vastly driven by data analytics need a special company culture?

That is definitely the case. What I see unique with Tesla is that it is run

with a very high appetite and tolerance for risk combined with an explicit approach to managing it.

As a defining part of the corporate culture, this enables it to make substantially more rapid progress in product development and vehicle architecture than many competitors.

How is that reflected in the organisational set-up?

There is the universal recognition that all three engineering components that deliver the final product are equally important and need maximum dedication. There is the physical product itself, the combination of hardware and software that provides the operation of the vehicle. Then there is the development of the user interfaces, integrating the vehicle’s capabilities to a unique experience for the user. And then there is thirdly the back-end service infrastructure that monitors, manages and enhances the fleet of products in the field, enables improvements via software updates and operates the data collection. Tesla recognises that all three things need to be executed extremely well; most companies don’t yet have that done.

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H E I N E K E N

Nico Rosberg (middle) helped to launch Heineken’s partnership with Formula E

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Low and non-alcoholic beer is now a must-have for the world’s largest brewers, not least Heineken, which is looking to Formula E as a means to promote responsible consumption Writer: Tom Wadlow

ustry 0.0

eer, it is safe to say, has stood the test of time.

It is the oldest recorded recipe in the world, the Egyptian’s documenting brews with ingredients such as dates, pomegranates and indigenous herbs around 5,000 BC. Harsh sounding by today’s standards, these ancient beer recipes have evolved into what is now a metropolis of variety accentuated by the rise of craft. From porters and pilsners to wheat and rye, it is arguably the most diverse beverage category of modern times.

The most recent beer phenomenon, however, has involved lowering or entirely removing a key ingredient – alcohol.

According to a recent MarketWatch report, the global non-alcoholic beer segment will grow at an annual rate of 7.7 percent between 2019 and 2024, activity which will see its value rise from $4.5 billion to just over $7 billion a year during this time.

For Heineken, the world’s secondlargest brewer, this is a serious market.

“Another report published by Global Data has shown that one of the main driving factors behind this comes from a noticeable behavioral change in Heineken’s target audience,” says Gianluca Di Tondo, Senior Director, Global Heineken Brand.

“Today, 34 percent of 19-34-year-olds say they are often and, in some cases, always influenced by how a product affects their health and wellbeing when purchasing an alcoholic drink.”

Di Tondo and company have spent significant time and resources on marketing its non-alcoholic brand, Heineken 0.0, notably through its Now You Can series of TV adverts, one of which showing a driver ironically caught out by police for illegal parking.

“We believe in the power of our brands to help influence behaviours to make moderate drinking cool,” Di Tondo continues.

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H E I N E K E N

“With Heineken 0.0 we are aiming to give consumers a choice for a variety of drinking occasions. It also contributes to the growing cultural trend around the importance of responsible alcohol consumption and living a balanced, healthy lifestyle.

Moving forward our challenge will be to sustain this messaging and ensure that it continues to resonate with our consumers.”

Finding the formula

The brewer’s partnership with Formula E represents an opportunity to do just this.

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“With Formula E we share a passion for excellence, progressiveness, and creating enjoyable and memorable moments in cities all around the world”

Signing a five-year agreement to become the electric street racing series’ official beer and cider partner in October 2018, Heineken is building on the successful collaboration with other major sporting events such as Formula One, UEFA Champions League and Rugby World Cup.

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WHEN YOU DRIVE, NEVER DRINK Asked how important this campaign is to Heineken’s partnership with Formula E, Di Tondo responds: “It communicates a powerful antidrink driving message where consumers are left in no doubt – when you drive, you never drink.”

“It reinforces our view that when you’re behind the wheel, abstinence is the only option.

In 2017, Heineken conducted wide ranging global research into behavioural drink driving triggers. The insights from this have enabled the brand to better target its marketing in order to reduce drink driving.

“Our 2018/19 campaign featured a robust behavioural change programme and a new communications campaign, featuring former F1 World Champion and Formula E investor and ambassador, Nico Rosberg, both with a clear commitment to drive real change.

“The non-alcoholic segment is a very interesting prospect for Heineken and our Formula E partnership is an excellent opportunity for us to expand on our innovative products and moderate drinking platform, in new and exciting ways.

“In 2019, our aim is to keep pushing the envelope with our ‘Enjoy Responsibly’ messaging and continue to affect real and noticeable behavioural change.”

For Di Tondo, this latest campaign presented the ideal opportunity to market the 0.0 brand and spread the responsible drinking message.

“With Formula E we share a passion for excellence, progressiveness, and creating enjoyable and memorable moments in cities all around the world,” he says.

“We also have a shared belief about the importance of being in control and putting safety first, and we will use the partnership to further embed Heineken’s ‘When You Drive, Never Drink’ campaign, which is a key part of our Brewing a Better World sustainability strategy.”

In practice, Heineken has been helping to transform several host cities throughout the 2018/19 season which is set to conclude in New York on July 14.

This has centred around the ‘If you’re in the city, you’re at the race’ campaign, tapping into consumers’ passion points and leveraging the unique identity of Santiago, Mexico City, Rome and New York to create impactful brand moments and electric entertainment. Such activations have included circuit branding, digital initiatives, PR activation and live fan experiences.

Starting with the four aforementioned cities, Di Tondo’s ambition is to expand the partnership as the five-year agreement progresses.

“Formula E is one of the most

exciting new sporting properties,” he adds. “It gives Heineken an excellent opportunity to engage with current and potential millennial and GenZ (above LDA) consumers in key cities around the world.

“We will do this by showing fans unexpected and interesting facets of the sport, activating strongly around key race locations.”

Indeed, the marketing specialist concludes by restating the value of such collaborations in order to grow its customer base and generate further awareness of the non-alcoholic beer category.

“To continue to fuel our growth we needed to engage with new consumers and expand our global footprint, as well as connecting with significant sporting events in Heineken’s target markets.

“It is essential to associate with premium properties to drive awareness and allow us to market effectively. Therefore, we needed a platform that complemented our existing partnerships, and shared the same values and passions as our consumers. This will ultimately enable us to recruit new consumers in order to drive penetration and growth.”

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James Hillery drives the Mini Cooper Pro Challenge completed in the UK Mini Pro Challenge, James Hillery finds himself leading the rookie drivers championship.

James heads to Brands Hatch on July 20-21 and, with a few upgrades to the car, hopes to emulate his last visit there when he won in the WI T H FOUR RACES

BRSCC Fiesta Junior Championship. “I’m really looking forward to Brands Hatch,” he says.

“Our new sponsors Car Dealer have joined us in time for the Mini festival attracting drivers and spectators from across Europe and with the upgrades to the car, we’re looking for success.”

What are you driving?

Find your next vehicle using the new Car Dealer website featuring all makes and models. With thousands of vehicles to choose from, whether you’re buying or selling, you’re bound to get a great deal. Just visit www.cardealer.co.uk

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Elevating the Fintech Evolution

inancial technology. Two words that are readily associated with innovation, it is often thought that the field has only began to come to fruition in recent years with the emergence of mobile banking, cryptocurrencies and alike.

In reality, however, fintech has been prevalent for decades, manifesting itself in applications that many take for granted or fail to recognise.

The term fintech itself was coined in 1993, but, by definition, its implementation dates back much further than this.

The credit card, for example, was launched in the 1950s, removing the need to carry change. The ATM meanwhile was introduced in the 1960s, followed by electronic stock exchanges in the 1970s.

Even following these flagship developments, Tim Berners-Lee’s creation of the World Wide Web in 1990 opened a multitude of new

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A platform built to enhance technological cooperation and accelerate financial progression, the FinTech Alliance is upholding a thriving digital environment Writer: Jonathan Dyble

Alastair Lukies

doors for the financial industry, from ecommerce transactions to online broking.

Fast forward to the present day, and this growth curve has continued to accelerate and change the shape of the many industries, no better evidenced than by the rapidly shifting tide in the UK market.

“There are, currently, more than 1,600 fintech firms in the UK contributing £7 billion to our country’s economy, and predictions suggest these numbers will keep growing in the years to come,” reveals Alastair Lukies, CBE. “A community of this size needs space to thrive, but until now it has been hard to find a place where stakeholders could unite to discuss the topics that matter and focus on finding solutions to the challenges that are common to all of us.”

Such was the motivation behind the formation of the FinTech Alliance, a brand-new organisation chaired by

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“Collaboration is fundamental throughout the UK – if we, as a country, want to keep leading the way in innovation, we need to have a strong community.”

Its reach will not be limited either.

From lending, payments and money transfer providers to personal and equity financers and insurtechs, the entire ecosystem will stand to experience substantial benefit.

Lukies continues: “Our platform Boundless benefit is built on providing opportunity Launched on June 10, 2019 in and education to those working partnership with the UK government, the FinTech Alliance is still in its infancy. in the sector. It will also open up international opportunities and build Its ambitions, however, are both bridges, enabling global growth and sophisticated and extensive, gearing success. up to become a multifaceted digital engagement platform that will benefit the entire financial and technology ecosystem.

“We want to be the go-to place for everything fintech related,” explains Lukies. “A place where anyone interested in the sector can go to access the latest news and insights, government and regulatory policies, access talent, and connect with funding.

“I’m incredibly excited that companies and individuals alike will finally have “Much work has one single online destination to go to gone in over the share best practices, seek advice and become a stronger community.” past 10 years from This community-centric aspect the government, is the overriding ethos driving the organisation’s vision, proud to be regulators, positioning itself as the UK’s first incumbents, fintech collaboration platform. The Alliance has even committed to innovators and most reinvesting all of its profits back into importantly many the sector, driving circular benefits and providing a fully inclusive environment regions across the that will support industry growth and country to create the empower UK businesses.

“We want this to be a platform unique alchemy that built for and by the people in we have today...” our community,” reveals Lukies.

Lukies that stands to be the resolution of this problem, providing a platform for substantiated cooperation.

“The UK is leading the way when it comes to fintech and we have to keep working very hard if we want to stay on top,” he adds. “That’s why it is so important we have a strong and united community. Hence, the FinTech Alliance.”

EME “Users will be able to raise their brand profile and find business opportunities; access services, tools, resources, advice and mentoring; build a network of contacts and interact with key stakeholders; connect with investors to meet capital requirements; and much, much more.”

Enabling an ecosystem

Looking ahead, such merits will be crucial in helping UK businesses bolster their expertise, stature and presence within the sphere of financial technology.

Ultimately, this is the motivating factor behind FinTech Alliance’s expansion ambitions, gearing up to broaden its reach across the country in order to bring together different communities and facilitate mutually beneficial growth.

Pointing to the future, Lukies concludes: “The UK has been a leader in fintech for some time. However, this is not something that has happened by chance, and certainly something we cannot be complacent about.

“Much work has gone in over the past 10 years from the government, regulators, incumbents, innovators and most importantly many regions across the country to create the unique alchemy that we have today.

The FinTech Alliance will not only demonstrate this thriving environment digitally but will further cement our key role in the global fintech ecosystem.

“We are here to help the ecosystem thrive and to strengthen the community we are helping to build.”

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Serving Smart Content

A partnership now 30 years in the making, IBM and Wimbledon have made huge strides in how information is obtained and distributed. We went behind the scenes at SW19 to find out more Writer: Tom Wadlow

T Awash with monitor and engineers in their element, it is the job of IBM’s bunker to ensure that Wimbledon’s highly technical operations run smoothly

he All England Lawn Tennis Club. Spiritual home of tennis and abound with tradition, it may not appear the most obvious candidate for trailblazing the use of technology in sport.

It is a venue steeped in legend and storytelling. From the inaugural Wimbledon Championships held in 1877 to the longest ever professional tennis match timed at 11 hours and five minutes in 2015, SW19 continues to produce moments of sporting history.

Meanwhile, traditions such as strawberries and cream and an all-white dress code have remained stoutly the same.

But the past three decades have also seen Wimbledon move with the times – and emphatically so.

When Martina Navratilova and Stefan Edberg converted match points to win their titles in 1990, they may not have contemplated the idea of reliving the moment within two minutes via an AI-generated highlights video.

Fast-forward 30 years and this is exactly what every participant and fan is able to access.

As an avid version of the latter, it was with enthused intrigue that I and Deputy Editor Jonathan Dyble set foot into what has been dubbed the bunker, hub of all things intelligent operated by IBM. Awash with monitors and engineers in their element, it is the job of Digital Architect Simon Boyden to ensure these highly technical operations run smoothly.

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“Wimbledon came to us with a challenge... They want to be creating their own media so that whenever something amazing happens on one of the courts, it is their video that is being put on Twitter and Instagram”

Watson at Wimbledon

“We use the analogy that this is like organising a two-week wedding,” he says, following a brief introduction to how IBM Cloud is the foundation of its Wimbledon activities, providing flexibility and scalability to enable realtime insights.

“We’ve got 20 million looking at the website and streaming data – it is a crucial part of Wimbledon’s brand so it is our priority to make sure everything is available. In terms of our cloud setup, this is hosted in four data centres around the world for resilience and speed or proximity to the users.”

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Underpinning many critical functions in the bunker is IBM Watson.

Designed to unlock the value of data, Watson is the corporation’s suite of enterprise-ready AI services, applications, and tooling.

Since 2017 the system has processed statistics and live footage of player gestures and crowd reactions to instantly rank match highlights and produce videos within the aforementioned two minutes of a match completing.

“Wimbledon came to us with a challenge,” Boydon says. “They want to be creating their own media so that whenever something amazing happens on one of the courts, it is their video that is being put on Twitter and Instagram.

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“So, the question for us was how can we take all of this video and create highlights packages in a more automated, faster way.”

Analysing thousands of hours of footage through the two-week tournament, this year has seen Watson become even more intelligent.

“Bias in AI is a really hot topic at the moment, and what we’ve done this year is leverage an IBM product called OpenScale which has allowed us to add an extra data point,” Boydon continues.

“If you imagine Andy Murray playing on Centre Court, of course the crowd will go wild when he wins a point to finish a five-setter. The next match on may start with a quieter crowd as people go for a break, but it doesn’t mean that the quality of tennis is any lower.

“OpenScale helps us to even these factors out, and this is really important for Wimbledon as it ensures all disciplines of tennis get a fair representation.”

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IBM AND WIMBLEDON: 30 YEARS IN THE MAKING For 30 years, IBM has worked in partnership with the All England Lawn Tennis Club (AELTC) year-round and during The Championships to deliver everything from IT operations to fan-facing digital properties, including the latest apps and the award-winning Wimbledon website.

IBM helps Wimbledon use AI to make processes more efficient, to make experiences more insightful, and ensure the sporting showcase runs safely and securely for its critical three-week period.

Here are some key milestones achieved over the past three decades: 1990: IBM first appointed as official IT supplier and consultant.

1995: Introduction of the wimbledon.org website, a pioneer of its time and basis from which many other sporting event websites have been made.

2001: In-ground match information displays using LED-based screens provide spectators with score updates and results.

2003: Wireless infrastructure installed to support photographers and journalists.

2008: IBM Slamtracker launched.

2009: Wimbledon iPhone app launched.

2012: New wimbledon.com site released, featuring the Live@Wimbledon channel.

2017: Introduction of AI-produced highlights packages.

2018: 49.5 million visitors across digital platforms, including 1.2 million Wimbledon app downloads and over 14 million views.

Another key feature is Watson Acoustics, an application which effectively listens to the strike of a tennis ball to allow the creation of tighter highlights packages, which are automatically cut and presented to the Wimbledon.com and social media teams who can publish almost instantly.

Bunker tour complete, we worked our way up to the media terrace via corridors occupied by the likes of Claire Balding and John Lloyd to meet Alexandra Willis, Head of Communications, Content and Digital at the All England Lawn Tennis Club

(AELTC), Wimbledon Championships.

Herself a tennis lover (which she expressly states should not be a criterion for the job), Willis has presided over the IBM partnership for the last nine of its 30 years.

“What’s fascinating for me is that my role has changed significantly, which is a great metaphor for change generally in the content, marketing, tech and communications industries,” she tells us. “Once upon a time we just had a website which sat in the IT department – today we adopt a multi-platformed marketing strategy that uses all sorts of clever technology to bring it to life.

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“The great thing about our relationship with IBM is that we work out what our challenges are and bring these together with what tech IBM has available. The solutions you see have come from our briefs and what we want to do with the event, and while I wouldn’t describe myself as overly technical, I am heavily involved in setting those briefs.”

Discussing our learnings from the

THE IBM TECHNOLOGY GARDEN Although consumers and the visiting public see the end result of IBM’s endeavours in the form of highlights videos, live scores, statistics and more, the company demos the inner workings via its onsite kiosk.

For 2019, IBM partnered with a data visualisation studio to build the IBM Technology Garden, designed to showcase how it collects and what it does with millions of data points.

For example, the gathering of scores and statistics from a match is represented florally, with each cluster of shoots and flowers showing the points, games and sets won, along with the length of the match.

Weather is another equally important (if not frustrating) element of Wimbledon. Here, IBM uses an opening and closing flower to depict live conditions – petals move as wind speed picks up while colour changes reflect shifts in temperature.

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bunker and the introduction of bias filtering to Watson, Willis immediately points to a major benefit.

“Wimbledon is so much more than a singles tournament,” she says.

“We know from our fans that they love a variety of tennis, from mixed doubles and wheelchair to juniors and invitationals, and it is fantastic to see them enjoying the mixture of content.”

Serving the masses

Alexandra Willis, Head of Communications, Content and Digital, AELTC, Wimbledon Championships

Such packages are, thanks to concerted efforts to diversify content and distribute to a wider audience, seen by more consumers than ever before.

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The Wimbledon app is central to this.

Freshly upgraded for 2019, it can now serve Wimbledon audiences in territories with lower bandwidth and less developed mobile hardware.

This tremendously boosts the potential reach of AELTC content.

For example, IBM cites that some 900 million fans in India express an interest in Wimbledon, and that the new progressive web app is designed to provide a lightweight experience requiring less bandwidth than is available in markets like the UK. “The demand for catch-up style content in parts of the world that may be asleep during live play is huge,” Willis adds. “This year, for example, we’ve understandably had huge

Andy Murray and Serena Williams in the Mixed Doubles on Centre Court, Wimbledon 2019

“Our partnership with IBM is critical in helping us to disrupt the traditional perceptions of Wimbledon through innovative, world-class uses of technology,” Willis tell us, explaining how the collaboration extends the year-round, well beyond the two-week limelight period of The Championships.

“In particular, it is enabling us to place content with fans where they want to consume it and acknowledges the ever-increasing focus on video and new content formats.”

interest from the US in Coco Gauff and her incredible story, as well as Serena Williams playing mixed doubles with Andy Murray.

“We’ve also had a lot of traction from Australia thanks to Ashleigh Barty, who is now the number one female player in the world. But these are just a few examples – we get messages from people watching all over the world.”

Chatbots are another means of obtaining information,

EME again a Watson-powered solution available through the mediums of Facebook Messenger and Fred, the in-app assistant designed to help guide visitors around SW19.

Further, the production and distribution of digital content does not simply end at the conclusion of the mixed doubles final on the last day of The Championships.

As our conversation draws to a close on the sunshine-clad terrace, we ask Willis a simple but nonetheless important question relating to her responsibilities – what about next year?

“We have already started writing our to do list,” she responds. “It is all about thinking of what can be done better next year and even beyond that. It is a continuous, ongoing improvement process but we only have two weeks to nail it when the tournament is on.

“However, we recognise that the demand for content extends far beyond those two weeks and have made a conscious effort to go all out over a six week period while the grass court season is in action.”

Willis also highlights how the week after Wimbledon represents an opportunity to reflect and celebrate what has happened through a variety of different types of content, including mid-form videos and 30-minute podcasts, mediums which have been enormously successful so far.

“Wimbledon doesn’t simply close its gates though,” she adds. “There is appetite for what is happening in the tennis world which could impact The Championships as well as events here throughout the year.

“There is a lot to talk about, and our job is to target that as effectively as we can.”

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From Data Deuce to Analytical Advantage IBM is compiling point by point statistics to create one of the sport’s leading analytical cloud databases: the Wimbledon Information System Writer: Jonathan Dyble

Roger Federer in action on No. 1 Court in the second round

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luded to in the opening statements of the preceding article, Wimbledon is best described as a special affair.

The tennis grand slam has entrenched itself as one of the most prestigious sporting events of the calendar year, renowned as beautifully British and eclectically eccentric, yet perfectly balanced with innovation and modernisation.

Settling into the north-westerly facing stand of No. 3 Court on Manic Monday, it was easy to see how this equilibrium between The Championships’ habitual heritage and avant-garde technologies had come to fruition.

As the third march of the day began, crowd-wide mutters of admiration quickly spread after 141 miles per hour was displayed on one of the subtly placed courtside serve speed trackers following a trademark opening from 15th seed Milos Raonic.

This pattern continued during the first two sets while numerous challenges on pinpoint aces from opponent, and eventual victor, Guido Pella showcased the best of Hawkeye that ourselves and 2,000 other spectators took great satisfaction from, despite immaculate displays from the uniform-clad line judges’ in what turned out to be an enticing, marathon five-set match.

Swept up in the atmosphere, it was easy to take even these most prominent and familiar technologies for granted, let alone those that have been helping to revolutionise the sport from behind the scenes.

While artificial intelligence has become a flagship for the tournament in recent years, evident in the latest string of bias detection advancements that Tom has been referring to, there are others that have equally come to the fore.

Transforming tennis

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“Wimbledon is increasingly becoming a data-driven media organisation,” explained Simon Boyden as we entered the IBM bunker.

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Pointing to data as another key driver of next-generation content, the Digital Architect was quick to highlight its role in enabling the delivery of increasingly informative insights when coupled with cloud technologies.

“We collect around 4.8 million data points in an average championship,” he continues, “working with professional tennis players in doing

COMMITTED TO CHANGE IBM and Wimbledon’s commitment to the digitalisation of tennis is reflected in some of the following facts: 62.8 million data points have been collected by IBM since 1990.

These are collated by 48 professional tennis players, backed up by IBM data scientists, for 100 percent accuracy.

Wimbledon Information System’s match statistics archives date back to the advent of the competition in 1877.

3,500 accredited media and journalists are provided with access to IBM’s captured data.

During The Championships, IBM Cloud scales up 55,000 percent to meet demand.

In 2018, 147,160 tennis points and 4.8 million data points were recorded.

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so, teaching them how to use our technologies and positioning them across the courts to compile the details of every point in every match.

“We select sportspeople over technical professionals due to their ability to not only understand the rules of the game but equally the flow. They recognise exactly what has happened, such as the difference between a

forced or unforced error, and are able to record that, ensuring we maintain maximum accuracy.”

With between one and three statisticians located on each of the 18 courts, every game is tracked in this way. On Centre Court and No.1 Court, for example, one data entry person calls the game, another monitors the speed and direction of serves and a

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One of IBM’s Wimbledon data scientists in action in the bunker

third inputs the information into a database.

Meanwhile data scientists are also located in IBM’s bunker with access to live video of all concurrent matches, instant replays and more, providing assistance to iron out discrepancies or indeterminate details.

“We’re really focused on getting 100 percent accuracy and sub-second response time,” Boyden adds.

Embracing engagement

Petra Kvitova (CZE) in action during the second round of the Ladies’ Singles on No.1 Court

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Collected and collated, this validated point-by-point database has several competitive advantages, be it providing new fan experiences or optimising IT operations.

“This information portfolio is partially used to create key television graphics,” Boyden reveals, highlighting the media application as a key

necessity behind the rapid response times. “Again, the same 48 employees are given responsibility to recommend interesting statistics to use in onscreen pop ups based on the way any given match may be headed.

“The graphics may constitute anything from first service percentages versus second service percentages to the total number of points won by a particular player – they are entirely motivated by an understanding of the game and facilitated by new technologies and the data available.”

On-screen graphics are not the only way in which this data is consumed, however.

Equally, when the likes of John McEnroe or Boris Becker are commentating, or indeed when Sue Barker or Claire Balding are presenting coverage, many of the key insights that

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Goran Ivanišević and John McEnroe converse at Wimbledon 2019

they highlight are discovered using the Wimbledon Information System.

“When arcane statistics are pulled up, they generally come from this space,” Boyden affirms. “Our cloud platform does a variety of things, providing a huge range of statistics about players, specific matches and even historical information, with our database stretching back to the 1870s.”

Players too have been the benefactors of this ever-improving data portfolio.

Boyden continues, eluding to

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“We collect around 4.8 million data points in an average championship, working with professional tennis players in doing so, teaching them how to use our technologies...”

the player portal as a third and final spearhead: “We upload videos here and offer access to the point trail information of any match that is compiled by our 48 tennis pros turned IBM experts.

“It makes for a great training aid, allowing any competitor to look at both their own game and a potential opponent’s game, identifying strengths and weaknesses on both sides and facilitating the development of tailored tactics and game plans.”

Owed to these ground-breaking, revolutionary strides, technological

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Simon Boyden, Digital Architect, IBM

innovation has become not only what fans want from tennis and sport in general, but what they expect.

Be it the development of AI-centric highlights or improvements in technologically driven training techniques, IBM’s partnership with Wimbledon has brought countless benefits thick and fast for fans, players and the media alike over the past three decades.

Chris Fava, also known as Strawberry Man, in his 2019 outfit at Centre Court, Wimbledon 2019 Bob Bryan (USA) and Mike Bryan (USA) on Court 18 in the third round of the Gentleman’s singles

Looking beyond the 2019 Championships, as this collaboration moves past its 30th birthday and into a new chapter, it is one that will more than likely continue to bear fruit in unlocking insights and inspiring content for years to come.

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ICELAND I celand. A sparsely populated North Atlantic island nation, home to just 340,000 people, it has risen to pre-eminence as one of the 21st century’s touristic phenomena.

Topping bucket lists and entrancing visitors from far and wide, the country has become reputed as the home of some of Northern Europe’s most

Reykjavík

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From volcanoes and geysers to glaciers and waterfalls, Iceland’s iconic landscape is arguably unparalleled, not only in Europe but globally Writer: Jonathan Dyble Project Manager: Matt Cole-Wilkin

wonderous natural beauty.

“Iceland is a small country, but it has an abundance of attractions,” states Jóhannes Þór Skúlason, Managing Director of the Icelandic Travel Industry Association (SAF).

“From Reykjavík, you only need to travel a short distance to get close to the solitude of black sand beaches,

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colourful rhyolite, fountain applemoss, sheep, horses and puffins. You can almost smell the national history – our ancient heroes will come to life in every part of Iceland if you let them, while local foods like tender lamb and age-old recipe-perfected langoustine will make you lick your lips.”

Arguably Iceland’s biggest draw,

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however, is the breathtaking views that the country’s unique natural landscape provides, with volcanoes, glaciers, waterfalls and geysers found north to south, east to west. Þór Skúlason affirms: “For most visitors, time spent in Iceland is an adventure of never before seen landscapes and once in a lifetime

experiences during the never-ending days of midnight sun or under glowing northern lights in the dark of winter.”

The tremendous variety on offer in Iceland has resulted in a tourism industry that has grown enormously in recent years, with arrivals growing by anywhere between 24 and 40 percent annually between 2013 and 2017.

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Languages: Icelandic Area: 103,000 km² Population (2017): 338,349 GDP (2017): $23.9 billion Currency: Icelandic króna Time zone: GMT Dialling code: +354 Internet TLD: .is Highest recorded temperature: 30.5 °C

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growth rates with low inflation and unemployment.

In the wake of the financial crisis, however, Iceland, like much of the rest of the world, was in crisis. Yet from 2010 onwards, this crisis began to meet its resolution, largely owed to the country’s major tourism boom – an industry that has risen to replace fishing as the single most important economic contributor.

“We largely focus on Reykjavík as a centre of business travel where we have quality conference facilities including Harpa and five-star hotels, but there are many further opportunities in the countryside as well,” explains Þór Skúlason, referencing SAF efforts to uphold and promote the industry.

“Iceland is proud of its reputation for reliability, high-tech infrastructure and service excellence. Even though it’s an island, it is centrally situated between continents and offers good connections to North America and Europe.

“When it comes to the MICE sector, we have high hopes for the future.

Iceland has built up the aforementioned reputation and accessible flight connections to and from North America and Europe over several years, as well as the new mantra of MICE travel: Unconventional.”

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PRIOR TO THE economic crash of 2008, Iceland was renowned as one of the economic marvels of Europe and indeed the world. A major producer of renewable energy and a key player in the fishing market with consolidated global trade links, the country maintained consistently high

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‘Harpa has brought a new dimension to Iceland’s cultural life and conference scene since opening in May 2011’

Having received the European Union Prize for Contemporary Architecture, also known as the Mies Van der Rohe award, the concert hall and conference centre has become a social hub of the country, drawing millions of international visitors for a series of major events.

It is home to the Iceland Symphony Orchestra, Icelandic Opera and the Rejyjavík Big band and hosts numerous music festivals each year such as Reykjavik Arts Festival, Reykjavik Jazz Festival, Sónar Reykjavík, Tectonics and Harpa International Music Academy.

Further, European Workplace Innovation Network (EUWIN) 2011, European Association of Behaviour and Cognitive Therapies (EABCT) 2012, You Are in Control, VestNorden, Peace Congress in Reykjavik, Poptech and Via Nordica are just some of the prestigious conferences to have been held at the facility in the past eight years.

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ONE OF REYKJAVÍK’S architectural spectacles and most distinguished landmarks, Harpa has brought a new dimension to Iceland’s cultural life and conference scene since opening in May 2011.

The name Harpa was selected from 4,156 proposals entered by 1,200 citizens. Translated, it is an old Icelandic word referring to a specific month in the old Nordic calendar, the first day of this month being celebrated as the beginning of the summer season.

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We offer two types of boat tours the Amphibian tour and the Zodiac Tour AMPHIBIAN We offer exciting boat trips on the lagoon in one of our four amphibian boats. During the excursion you sail among the huge icebergs in the picturesque scenery of Jökulsárlón.

On the boat you get to taste the 1000 year old ice and if you are lucky you might even see some seals.

The excursion takes 30–40 minutes and includes an English speaking guide who explains to you the geology and facts of the lagoon. Other languages may be offered upon request.

info@icelagoon.is

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ZODIAC On the Zodiac we are able to cover large areas of the lagoon and get closer to the icebergs than on the amphibian. When possible, the Zodiac goes almost all the way up to the glacier (as close as safe).

The Zodiac tour is about 1 hour long Passengers are provided with flotation suits and a life jacket. passengers must be 10 years old or older or at least 130 cm tall to go on the Zodiac tour.

CARBON NEUTRAL All vehicles operated by our company have been carbon offset by Kolviður the Iceland carbon fund. www.kolvidur.is

www.icelagoon.is

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Tel: +354 478 2222

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The Icelandic Travel Industry Association SAF HAS BEEN key to facilitating growth in Iceland’s thriving tourism sector.

Having established itself as the mutual vehicle of Icelandic companies operating in the field of travel and tourism, its purpose is to promote and protect common industry interests.

“Within SAF we aim to ensure that Icelandic tourism is based on respect for the country as well as the people who live here, seeking to represent the overall interests of the tourism industry,” reveals Þór Skúlason. “Its operating conditions need to be competitive in every sense.

“It is also important to educate people and promote security and environmental matters; above all we want

Jóhannes Þór Skúlason

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tourism in Iceland to be known for its professionalism and quality.”

Speaking in depth with the organisation’s Managing Director, we discover what Iceland is really like from a local perspective, and what leisure and business travellers can expect from the country both now and during the course of the coming year.

government and lobbying for a more competitive environment for Icelandic tourism companies. Iceland has been building up tourism as a year-round industry and increasing the number of quality destinations and experiences all over the country, and SAF is focused on working together with all parties to promote professionalism and quality.

EME Outlook (EMEO): Since inception, how has SAF developed and progressed in terms of its key objectives and the messages it tries to get across?

Jóhannes Þór Skúlason (JS): The essence of SAF’s operations is protecting the total interests of Icelandic tourism, which has changed substantially in recent years. Today it is the biggest line of work in regard to both foreign earnings and employment in Iceland, and SAF has an important role in communicating with the

EMEO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

JS: In Iceland we have clean water, low air pollution and access to renewable energy, an area in which Icelanders are leading globally. Tourism and agriculture are closely connected, and, in many places, you can find high quality accommodation, excellent food and recreational activities in the same place. That way you also get to meet the locals in their natural environment,

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see where the cod is caught, lamb is reared and the skyr (like thick yoghurt) is made, not to forget the ice cream which Icelanders eat as much on cold winter days as lukewarm summer days.

It is hard to say how many places serve food of some kind, but we have close to a thousand restaurants all around the country. Hot dog is a famous fast food, but slow cooked food and fine dining built on the highest quality local ingredients is what will capture your heart.

Food tourism has grown and gained attention globally along with an increased awareness of gourmetcooking, local food and culinary culture. Increasingly, travelers are choosing to connect to the places they visit, instead of only exploring the landscape and man-made structures.

Food tourism is a way to experience a particular place or a region through its local food and drink. An emphasis is placed on local ingredients and production methods that make the area unique. Thus, restaurants strive to create dishes out of local ingredients,

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nature, activities and adventure. In Iceland, there are ideal conditions for practicing adventure tourism, but in recent years companies have sprung up all over the country offering worldclass entertainment. You can go for walks and world class mountain hikes, enjoy whale watching, snorkeling or diving, quad biking and snowmobile tours, walk on and into the glaciers, lower into a cave and walk inside the lava fields or bathe in the lagoons and hot springs around the country.

Icelandic adventure tourism and destinations have been gaining EMEO: What trends are transforming the tourism industry international recognition in recent years; this year two of them have in Iceland at present? How are you been mentioned internationally as top responding to these trends?

JS: Iceland as a destination is destinations in the world.

The Lonely Planet Travel Guide has in fierce competition with other destinations for the favour of tourists. chosen north Iceland’s Arctic Coast Way as one of 10 essential European We need to continue to build tourism destinations to visit in 2019. Launched in Iceland, which compares with the best in the world, with professionalism, in June 2019, this new route will take you away from the crowds and into quality and safety as our guidelines. the beauty of the north, winding its Adventure tourism is growing in way along 800 kilometres of coastline, the world and increasingly attracting through 22 villages and breathtaking travelers who want to experience and you will find ambitious local restaurants in even the most remote villages in Iceland. It’s a taste worth the trip.

Whale watching at sea is also highly appreciated by many visitors, with minke whales, dolphins, humpback whales and even blue whales if you are ready to go far enough from the mainland. The sea is a large part of the Icelandic identity and it’s a chance to enjoy the rich seafaring experience of our island nation.

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landscapes. For those seeking an authentic Icelandic experience, renting a car and heading up north is the way to go this summer.

TripAdvisor’s 2019 Experiences Trends Report showed that outdoor activities are on the rise and number four on the top 10 list of over 200,000 experiences worldwide is a snorkeling tour in Silfra lava canyon in National Park Thingvellir.

According to TripAdvisor it is a once-ina-lifetime experience of diving between the country’s tectonic plates.

Of course, these are just two of hundreds of excellent destinations and experiences Iceland has to offer, and their awards recognise the overall quality and professionalism of Icelandic tourism.

EMEO: How do you see Iceland developing as a business travel hub over the next year to two years?

JS: Iceland has always inspired curiosity, an important element for successful conferences, incentive tours, and other business functions.

MICE visitors continue to elevate the Icelandic economy. In 2017 we welcomed an estimated 120,000 international MICE travelers, a number that has been growing steadily since the opening of the Harpa conference hall and convention center in Reykjavík in 2011.

In recent years air passengers have

increased considerably in Iceland. The country’s location between America and Europe has made more and more people stop over in Iceland on their way across the sea. These are passengers who can use short stop times to meet customers, hold meetings or experience Iceland in a short time. This tourism market is growing rapidly and there are great opportunities for the country to service this market.

EMEO: Are there any plans or projects in the pipeline that you wish to highlight?

JS: Winter tourism has been growing in Iceland in recent years. When you come to Iceland, you don’t expect a heatwave. You may even know that it might snow in the highlands in July!

The wild weather does attract some people who want to experience the biting frost and the chill – and that we can pretty much guarantee in the wintertime, even though Icelandic winters are rather mild compared to many other Arctic regions.

Short days, clear skies and the right chemistry is also likely to reveal the magic of aurora borealis, the dancing colourful lights in the sky, so you simply want to lie in the snow and gaze upwards. When you return home, your friends should be able to see the remains of the northern lights in your eyes because at its best it is a unique

experience. But some people are more down to earth and prefer skiing in the slopes up north.

Please don’t forget to go swimming in the warm geothermal public swimming pools or nature baths around the country, because that is a sport which we love all year round.

From the pool we go directly to the shop for a delicious and well-deserved ice cream to make up for the loss of calories spent sitting in the hot tub – or cold tub if you feel like testing your inner Viking. A visit to Iceland in the wintertime is a true adventure.

EMEO: Are you optimistic about the future of the tourism industry in Iceland?

JS: In recent years, Icelandic tourism has experienced immense growth.

In 2010 we had 500,000 visitors, but this year we are expecting more than two million which is incredible considering our population of 350,000 inhabitants. We think we have dealt well with this growth, taking in both the challenges and opportunities, but the growth is slowing down, and the number is stabilising. We believe that tourism in Iceland has a long and prosperous future because we focus on professionalism and quality.

The destination Iceland is now firmly on the world map as a beautiful and unique place to visit due to our nature and culture that attracts visitors. We are very optimistic for the long-term future of Icelandic tourism and look forward to welcoming visitors from all over the world in the coming years and introducing them to the nature and experiences of Iceland, the adventure island.

The Icelandic Travel Industry Association Tel: +354 511 8000 saf@saf.is www.saf.is

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Outlook Recommends “Hitting headlines, topping bucket lists, wooing nature lovers and dazzling increasing numbers of visitors – there seems no end to the talents of this breathtaking northern destination” – Lonely Planet

TRAVEL AND TOURS

NATURE

Keahotels

Special Tours Wildlife Adventures Special Tours Wildlife Adventures operates whale watching, puffin watching, sea angling, RIB Express, new year’s fireworks cruise and the original Northern Lights by boat tours – all from the city centre of Reykjavík.

The firm takes great pride in offering customers unique experiences at sea with a highly skilled and friendly crew as well as an experienced guide on every tour. Special Tours also owns and operates the spectacular Whales of Iceland exhibition in Reykjavík, where 23 life-size whale models are exhibited with in depth information about whales, ocean conservation, underwater film and interactive experiences. More information on www.specialtours.is.

Jökulsárlón (Glacier Lagoon)

Iceland’s glacier lagoon, located approximately 370 kilometres east from Reykjavík, is said to be one of the country’s greatest natural wonders.

Huge blocks of ice continue to break away from the glacier resulting in the presence of icebergs such as Breiðamerkurjökull in the 250-metre deep lagoon – the deepest lake in Iceland.

Blue Lagoon

Reykjavík Excursions Trex Travel Experiences 40

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HOSPITALITY

Blue Lagoon Iceland is renowned for using the powers of geothermal seawater to create transformational spa experiences for all. Described as an otherworldly wonder in the heart of a volcanic landscape, the site that’s a 50-minute drive from Reykjavík also provides accommodation and culinary experiences for tourists.

Þingvellir

Operating 11 hotels across the country, Keahotels is one of Iceland’s largest and most esteemed hotel chains. The facilities combined are equipped with a total 900 rooms, serviced by more than 300 employees all year round.

Keahotels has also been in the Group of Outstanding Companies since 2013, owed to its reasonable rates and exceptional offerings.

Hotel Klaustur Hotel Berg RESTAURANTS 101 Reykjavík Street Food Forréttabarinn Messinn

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We'll take you there All the most exciting places in Iceland!

• Tailor-made services • Large & small Groups • Day tours

• Airport transfers • Alamo, Enterprise & National - Rent-a-car • New & environmentally friendly coach fleet

Get in touch and tell us what you would like to experience in Iceland and we’ll come back with suggestions and ideas for your perfect excursions and experiences. sales@re.is

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Transport Links AT A GLANCE, navigating your way around Iceland’s alpine terrain may appear to be a daunting task. But with a bit of research, it’s easy to see that it is a relatively straightforward undertaking thanks to the abundance of available, modernised transport links.

“There are no trains in Iceland, but we have many small airports and two domestic airlines with scheduled flights from the capital to the countryside,” states Þór Skúlason. “There are also excellent car rental and bus services, and many travelers like to make their own agenda with a rented car, but others prefer scheduled bus tours with a guide in the front seat to share local information with the newcomers.”

PHOTO BY ERIK NIELSEN ON UNSPLASH

In this sense, both air and road travel pose as attractive options, while both are also fantastic in their own right as ways of seeing the country’s iconic landscape from aerial and lateral perspectives. Þór Skúlason adds: “The roads here weave through fields of grass and lava, through tunnels and over mountains, and just travelling around the everchanging landscapes is a unique experience in itself.”

“The roads here weave through fields of grass and lava, through tunnels and over mountains, and just travelling around the ever-changing landscapes is a unique experience in itself” PHOTO BY SIMON ENGLISH ON UNSPLASH

PHOTO BY JUAN ENCALADA ON UNSPLASH

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NORTHERN LIGHTS BY BOAT THE ORIGINAL NORTHERN LIGHTS

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We have 70 modern coaches with 14-69 seats, equipped with your comfort in mind.

Modern coaches with adjustable seats, ample leg-space, large windows for sightseeing and pneumatic suspension to ensure maximum comfort when travelling the regular roads. Also special purpose vehicles like mountain buses specially modified and equipped for winter and highland travel. We handle all kinds of transfers such as: airport transfers, luggage transport, hotel and camping tours, highland tours and adventure tours. Friendly, experienced drivers ensure you a pleasant and safe journey to enjoy the magnificent landscape of Iceland. TREX is a successful Icelandic bus company with more than 40 years‘ experience.

Info & bookings TREX.IS

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Landmark Attractions

Reynisfjara

Northern Lights

“The Northern Lights, or Aurora Borealis, are among the most popular tourist attractions in Iceland… This spectacular natural light show is best admired in remote places and is particularly impressive at times of increased solar activity” – PlanetWare

Dettifoss Waterfall

Strokkur

“A favourite stop along the Golden Circle is the highly active Geysir Hot Spring Area with boiling mud pits, exploding geysers and the lively Strokkur which spouts water 30 metres (100 feet) into the air every few minutes” – Iceland Travel

PHOTO: PASCAL KOBEH

“As the most powerful waterfall in Europe and most voluminous waterfall in Iceland, Dettifoss has a reputation to uphold. Measuring 144-feet or 45-metres high and 100-metres wide, Dettifoss draws huge crowds each year and is one of the sites which make up the famous Diamond Circle of North Iceland” – Extreme Iceland

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“With its enormous basalt stacks, roaring Atlantic waves and stunning panoramas, Reynisfjara is widely considered to be the most beautiful example of Iceland’s black sand beaches. In 1991, National Geographic voted Reynisfjara as one of the Top 10 non-tropical beaches to visit on the planet” – Guide to Iceland

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Adventure

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Luxury

Hotel RangĂĄ is a four star luxury resort in South Iceland, perfectly located to explore and discover everything Iceland has to offer.

Tel. (+354) 487 5700 | hotelranga@hotelranga.is | www.hotelranga.is

Outlook Creative Services

Outlook Publishing’s award-winning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

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DUBAI Brimming with innovation and architectural giants, Dubai is a hive of activity, soon to be hosting the much-anticipated Expo 2020.

Here is a rundown of what the city has to offer Writer: Tom Wadlow

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ubai – synonymous with luxury and almost unlimited ambition.

The innovative epicentre of the United Arab Emirates, the city is awash with modern architectural phenomena and breathtaking skyscrapers, the most famous of all, the Burj Khalifa, being the tallest building in the world.

It is an exciting time for the emirate.

With Expo 2020 fast approaching, it will soon be the focus of the world’s gaze for 173 days by hosting what is the largest festival on earth, an event that is predicted to draw in 25 million visits, 70 percent of which coming

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from outside of the UAE. Away from Expo 2020, a constant draw for tourists is Dubai’s shopping scene, not least in the form of Dubai Mall which is also home to an enormous aquarium. Traditional souqs are hives of activity brimming with timeless bargaining banter.

Dubai is the first Middle Eastern city to make the UNESCO list of creative cities of design, a reflection of its cultural dynamism which showcases itself in dance, music, fashion and food.

Although based in the middle of what is a swathe of boundless desert, this destination certainly makes for an unforgettable business trip or holiday.

Be it hospitality, service, food and drink or recreation, Dubai has successfully put the UAE and indeed the Middle East on the map for a reason.

EME FACTS & FIGURES

Languages: Area: Population (2018): GDP (2018): Currency: Time zone: Dialling code: Internet TLD: Climate:

Arabic 4,114 km2 3.1 million $102.6 billion dirhams (AED) Gulf Standard Time +971 .ae Sub-tropical desert

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The Business End

ALTHOUGH DUBAI WAS initially built on revenues from the oil industry, with production peaking in 1991 at 410,000 barrels per day, it has been steadily declining ever since, now accounting for less than five percent of the emirates gross domestic product.

Today, the city focuses its economy on tourism by developing luxury hotels and real estate. Dubai is the top business gateway in the Middle East and Africa region with the government setting up industry specific free zones throughout the emirate.

Dubai has seen a sizable growth in the number of international visitors in the past decade through the addition of new landmarks and attractions. A major draw for tourists is shopping, however, it does have possession of other modern sites such as the Burj

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Khalifa, which is a stunning feat of architecture that pierces the peaceful skyline at a measurement of 828 metres in height.

Dubai also holds some older, more historical attractions such as the Al Fahidi Historic District, which was built by merchants from the Persian town of Bastak, who settled in Dubai to

take advantage of tax breaks granted by the sheikh. But by the 1970s the buildings had fallen into disrepair as the residents started to move into the newer, more comfortable accommodation. Dedicated locals, with the support of the UK royal Prince Charles, prevented the area’s demolition in the 1980s.

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In Focus Burj Khalifa THE BURJ KHALIFA is well known for being the tallest skyscraper in the world, standing at 828 metres.

The architecture behind this skyscraper is intricate with its triple lobed footprint – an abstraction of the Hymenocallis flower, the tower is composed of three elements arranged around a central core.

Subject to a naming controversy, the building was originally to be known as the Burj Dubai until the team behind the project ran into financial problems and required more financing. Sheikh Khalifa, the ruler of the United Arab Emirates, granted monetary aid and funding, resulting in the changing of the name to Burj Khalifa.

It is the most impressive venue in Dubai to host business events, with floor 112 dedicated to such activities and fitted with 990 square metres of meeting space and an outdoor terrace. The minimal finishes of the area allow the possibility to customise the venue, while its exceptional views are matched by expertly prepared cuisine, advanced audio-visual equipment and wireless connectivity.

Most visitors to the Burj Khalifa will head to one of the two observation decks, the first at levels 124 and 125 with an even more impressive view possible at floor 148. Standing at 555 metres, it is also the highest observation deck in the world.

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Outlook Recommends “Dubai is a stirring alchemy of profound traditions and ambitious futuristic vision wrapped into starkly evocative desert splendour” – Lonely Planet

HOTELS & HOSPITALITY

AIRLINES

OUTDOOR ACTIVITIES

Emirates

Anantara, The Palm

Set up in 1985 with just two aircraft, Emirates today flies the world’s biggest fleets of Airbus A380s and Boeing 777s, offering its customers the comforts of the latest and most efficient wide-body aircraft in the skies. Based in Dubai, the firm connects people to more than 160 destinations around the world.

Touted as the must-do activity in Dubai, desert safari is extremely popular with tourists. Desert Safari Dubai is one of the best-known operators, offering three different options – morning, evening and overnight safaris. More than 500 people opt for the evening safari every month.

Located on the world-famous Palm Jumeirah just off the coast of Dubai, Anantara The Palm Dubai Resort boasts 400 metres of private shoreline and surrounding views of the Arabian Gulf. Indulge in an exclusive beach escape, while still enjoying the excitements of the city.

Skyview at Burj Al Arab Sat 200 metres above sea level in the iconic Burj Al Arab building, the Skyview bar and restaurant offers anything from modern day classics to innovative cocktails. Afternoon tea is the main speciality to be enjoyed here.

Desert Safari Dubai

Etihad Airways

Big Red Quad Bike Rental

Qatar Airways Air Arabia

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Skydive Dubai

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Hotels to Remember THE BURJ AL Arab (Tower of the Arabs) is a luxury hotel located in Dubai, United Arab Emirates. Of the tallest hotels in the world, it is the fifth tallest, although 39 percent of its total height is made up of non-occupiable space. Burj Al Arab stands on an artificial island 280 metres (920 feet) from Jumeirah Beach and is connected to the mainland by a private curving bridge. The shape of the structure is designed to resemble the sail of a ship. It has a helipad near the roof at a height of 210 metres (689 feet) above ground.

Burj Al Arab “One of Dubai’s most famous tourist landmarks, the Burj Al Arab Jumeirah often stands among the top five – if not the absolute peak – of the world’s most iconic hotels.

Since its opening in late 1999, the hotel with its distinctive sailshaped silhouette, has thrust Dubai onto the global luxury tourism landscape” – Visit Dubai

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Transport Links

Dubai International Airport

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Jumeriah should use the monorail service which connects to Dubai Marina, while taxis and ride hailing services are a good bet to get almost anywhere out of reach by public transport.

There are also around 120 bus routes, although these can be slower than some alternatives, among them boats and bicycles, the latter available for rent via online registration.

Car hire is the final option, but not for the faint hearted. Dubai is home to enormous seven- or eight-lane highways which are subject to heavy traffic at peak hours. It is a safer bet to use road transport when day-tripping away from the city centre.

PHOTO: PASCAL KOBEH

DUBAI INTERNATIONAL AIRPORT is one of the busiest airports in the world, handling around 84 million travellers a year through its three terminals, the third being exclusively operated by Emirates. A second airport (Al Maktoum) near Jebel Ali is a work in progress and only receives a handful of passenger flights, the majority of traffic being cargo.

In terms of getting around the city, the metro service has been a popular addition since it opened in 2010. There are two lines, red and green, which link the main airport with other major landmarks such as Dubai Creek and Dubai Healthcare City.

Those looking to get onto the Palm

There are 120 bus routes across Dubai

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Landmark Attractions IMG Worlds of Adventure

“Housed in an air-conditioned hangar the size of 28 football fields, IMG Worlds of Adventure is the world’s largest indoor theme park. The $1 billion park is truly impressive, with more than 20 rides and attractions split across four themed zones – Marvel, Cartoon Network, Lost Valley Dinosaur Adventure and IMG Boulevard – and 28 dining outlets” – Lonely Planet

Dubai Museum

“Housed in the Al Fahidi Fort, this is the oldest existing building in the city, and is a must-visit for a taste of old Dubai. Built in 1787, this fort was once a monarch base, a force of defence, a weapons arsenal and prison, before being renovated during the reign of Sheikh Rashid bin Saeed Al Maktoum” – Visit Dubai

Dubai Mall

“It’s the world’s largest and most visited shopping mall, with a total internal floor area of 5.9 million square feet. In 2014, more than 80 million visitors shopped at the mall’s 1,200plus retail stores” – Forbes

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Tell us your story and we’ll tell the world.

EME OUTLOOK is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries in Europe and the Middle East regions.

With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Europe and the Middle East.

Reaching a combined audience of more than 395,000 people, EME Outlook covers a full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across both digital and print platforms, a FREE marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to grow your business.

To get involved, please contact Outlook Publishing’s Managing Director, Ben Weaver, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions. www. emeoutlo okmag.co

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Serving Smart Content

ISSUE 31

A partnership now 30 years in the making, IBM and Wimbledon have made huge strides in how information is obtained and distributed. We went behind the scenes at SW19 to find out more Writer: Tom Wadlow

T Awash with monitors and engineers in their element, it is the job of Digital Architect Simon Boyden to ensure these highly technical operations run smoothly

PJSC DUBAI REFRESHMENT in an ever-complex 00

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A fresh take on foodservice

Diversifying to thrive F&B market

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A cost-effective, sustainable aerosol can producer

he All England Lawn Tennis Club. Spiritual home of tennis and abound with tradition, it may not appear the most obvious candidate for trailblazing the use of technology in sport.

It is a venue steeped in legend and storytelling. From the inaugural Wimbledon Championships held in 1877 to the longest ever professional tennis match timed at 11 hours and five minutes in 2015, SW19 continues to produce moments of sporting history.

Meanwhile, traditions such as strawberries and cream and an all-white dress code have remained stoutly the same.

But the past three decades have also seen Wimbledon move with the times – and emphatically so.

When Martina Navratilova and Stefan Edberg converted match points to win their titles in 1990, they may not have contemplated the idea of reliving the moment within two minutes via an AI-generated highlights video.

Fast-forward 30 years and this is exactly what every participant and fan is able to access.

As an avid version of the latter, it was with enthused intrigue that I and Deputy Editor Jonathan Dyble set foot into what has been dubbed the bunker, hub of all things intelligent operated by IBM. Awash with monitors and engineers in their element, it is the job of Digital Architect Simon Boyden to ensure these highly technical operations run smoothly.

BUSINESS TRAVEL GUIDE 00

Iceland: Land of fire and ice

ALYASRA FOODS 00 A fresh take on foodservice

DUBAI REFRESHMENT PJSC 00 Diversifying to thrive in an ever-complex F&B market

MORAVIA CANS 00 A cost-effective, sustainable and global aerosol can producer

ALSO FEATURING: H E I N E K E N | C L A S S I C F I N E F O O D S | P I Z Z A E X P R E S S U A E

and global 10

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+44 (0) 1603 959 650 ben.weaver@outlookpublishing.com

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A LY A S R A

F O O D S

Championing

Change

One of GCC’s foremost foodservice providers, Alyasra Foods is embodying excellent customer experience and optimised operations, owed to extensive digital transformation efforts Writer: Jonathan Dyble Project Manager: Matthew Selby

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eafood has long been a staple of Kuwaiti diets.

A small Middle Eastern landmass hugging the upper reaches of the Arabian Gulf, the country’s arid climate and desert-based terra firma has long dictated that fresh water, arable land and, resultantly, traditional land-based agricultural has been hard to cultivate.

As such, many of Kuwait’s longstanding household favourite foods and dishes, from Muttabaq Samak to Murabyan, are strictly fish based.

However, culinary diversification has began to sweep across the country in the past three decades.

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F O O D S

“Up until the 1990s, fish was the primary source of protein in the GCC region. Back then, a family in Kuwait identified this relatively linear national diet as a major opportunity – they began importing frozen chicken from Brazil,” reveals Niels Miles Frandsen, introducing Alyasra Foods.

“They sold this in supermarkets across Kuwait, capitalising on a shift in consumer tastes as chicken gradually came to the fore of people’s diets.

Indeed, Alyasra Foods established itself as one of the pioneers of this shift.”

The statistics speak true of Frandsen’s depiction. In the 20-year period between 1991 and 2011, annual domestic poultry consumption rose from 23 million tonnes to 143 million tonnes, while the country now imports over 96 percent of its food.

“Leveraging this base the family quickly diversified the company’s portfolio, incorporating frozen meat, frozen vegetables, frozen fish and

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[Alyasra] now houses operations spanning Iraq, Saudi Arabia and more recently the UAE, has launched its own in-house brands range and is heavily focused on the ongoing development of a particularly successful foodservice business serving hotels, restaurants and caterers (HORECA)’

an array of other products into its distribution channels that served many major supermarkets, allowing it to become the largest supplier of frozen foodstuffs in the country,” he adds, eluding to the 70 percent market share that the company once had in the frozen category.

Fast forward to the present day and with Frandsen as the current CEO, Alyasra Foods has changed drastically since this time having explored both new regions and subsectors.

It now houses operations spanning Iraq, Saudi Arabia and more recently the UAE, has launched its own in-house brands range and is heavily focused on the ongoing development of a particularly successful foodservice business serving hotels, restaurants and caterers (HORECA).

It is the latter that now accounts for the majority of Alyasra’s business, the firm having sold its retail distribution division in 2014.

Your health starts from within

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“Alyasra Foods made this sale as I arrived as the Chief Executive Officer,” Frandsen explains. “It was in fact a major reason why I felt the role would be a good fit for myself.

“I had no prior knowledge of the food and drink sector, but it was evident that the company was at a crossroads. It was clear that some bold decisions were going to be made, and it was set up to be a fantastic opportunity where I could help take the business to the next step together with the owners.”

An operational evolution

Alyasra Foods has achieved much in these past five years, largely owed to the ongoing transformation that has swept through the enterprise during this period.

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“Selling the retail business marked a monumental change, but equally outlined the perfect opportunity for such a transition to happen,” admits Frandsen.

Indeed, the past half-decade has witnessed substantial consolidation practices from Alyasra Foods while its major revenue streams have shifted.

However, more recent times have seen the business turning its attentions towards the pursuit of growth – ambitions that have been accelerated by operational digitisation.

For the Chief Exec, the resultant benefits have been twofold. “It’s enabled us to differentiate ourselves through great customer experience, providing our customers with a really easy way to transact through multiple channels,” he states.

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“Our sales staff, for example, will soon be able can sit down with a tablet and chat with any client, tapping into the company cloud database in order to leverage information and provide greater insight in a seamless manner.

“Secondly, we’ve been really looking at how to accelerate our customers’ profitability. We’re no longer purely

interested in providing them with a product and service; we’re also hoping to cut their costs, help them become more profitable and raise their profiles in the eyes of consumers.”

And while customer experience has been a core benefactor of these technological efforts, providing Alyasra with numerous competitive

PARTNER POWER A big part of Alyasra’s success over the years can be attributed to the company’s powerful, long-standing relationships with suppliers and partners.

Frandsen explains: “We are highly dependent on partners that think like us. We cherish fruitful, win-win collaborations and try to not always go for the best and biggest in foodservice, instead looking for partnerships that sustain for a long time where relationships as a value become important.

“We don’t take these for granted, and make sure that our suppliers are involved in our success. It doesn’t matter if they are bigger or smaller than us – we ensure that each and every one of them feel like they’re part of the Alyasra family.”

As such, the company spends extensive time and resources to ensure that its prospective partners speak its own language, a process which has proved to be fruitful in providing the company with numerous competitive advantages.

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LAMB WESTON

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amb Weston is a leading supplier of frozen potato, sweet potato, appetiser and vegetable products to restaurants and retailers around the world. For more than 60 years, Lamb Weston has led the industry in innovation, introducing inventive products that simplify back-of-house management for our customers and make things more delicious for their customers.

From the fields where Lamb Weston potatoes are grown to proactive customer partnerships, Lamb Weston always strives for more and never settles. When we look at a potato, we see possibilities. Learn more about us at lambweston.eu Recently, Lamb Weston / Meijer launched a new fries concept, Hot2Home, which ensures fries are delivered hot and crispy to the consumer at home, every time. A stunning combination of product and packaging innovation, Hot2Home™ is set to boost repeat sales from happy consumers and in turn drive profits for operators across the industry.

Hot2Home upholds outlet standards with a revolutionary type of fry and specially developed packaging that keeps fries hot and crispy for 20 minutes. Customers want hot and crispy fries with their meal and Hot2Home is the first overall solution for delivering fries with the guarantee that they stay in optimal condition for up to 20 minutes. Our research team has been listening to both our customers and their consumers and we know the size of the challenge. The team spent months developing and testing both the fries and the packaging until we knew it would deliver!

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advantages, they have simultaneously provided a multitude of other enhancements.

Frandsen continues: “We’re also bettering our own operational excellence. We’ve been able to cut costs by bolstering as many operational processes as possible using technology, be it efficiencies in our warehouses or the productivity of our workers.”

Employee excellence

The latter is a point that Frandsen is quick to emphasise, highlighting that the aforementioned overhauls and optimisations have allowed the firm’s employees to take greater pride in their work.

“Our staff have definitely seen the benefit,” he adds. “Initially our plans caused a level of uncertainty, but the workers have come to recognise that these changes are serving to help them rather than causing them to fear for their jobs.”

Offering the opportunity to work with industry-leading technologies, Alyasra Foods has equally been benefitting from bolstered talent retention as a result, crucial in enhancing client relationships and providing a host of other circular benefits to the business.

“Aside from our customer experience efforts, we’re working hard to build a pool of talent at the moment,” Frandsen explains. “It’s something the GCC has traditionally struggled with, particularly when compared with the likes of the UK or US.” The firm’s management have largely been tasked with this, those most familiar with the company’s cultures and inner-workings responsible for upholding the businesses training practices. However, the enterprise readily uses external resources in necessary cases.

“We have to be very specific when doing this, but in areas where we’ve lacked competency that have occurred

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during this digital transformation phase, we’ve leveraged external resources on occasion to provide our staff with the best insights possible.”

Leapfrogging into the future

Embedding this revitalised, transformation-driven culture throughout the four markets that it currently operates in will be Alyasra’s primary emphasis moving forward.

In turn, Frandsen is confident that this short-term goal will provide grounded foundations for achieving the company’s long-term ambition of becoming the largest foodservice distribution company in the GCC. “In summary, I’d say we’ve undertaken a radical 360-degree change in how we conduct business,” he states. “But this is just the beginning, and it’s our inspiration to become the go-to company for foodservice in the region.

“We’re not uniquely progressive from a global perspective, but I’d consider us a foodservice innovator in the GCC, definitely.”

Positioned ahead of the regional curve, Alyasra’s future looks bright.

The CEO concludes, drawing further optimism from the current economic climate: “The GCC is experiencing dramatic change; mindsets are shifting and it’s having huge impacts on many sectors including our own – the HORECA industry is going through a boom again, for example.

“Our eyes will remain firmly focused on Saudi Arabia, and with positive prospects on the horizon, I’m confident about the region and our direction.”

Alyasra Foods Tel: +965 222 49100 www.alyasrafoods.com

TOSCHI

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oschi is an Italian food company founded in Vignola in 1945 that produces syrups, candied fruit in syrup, toppings and products for gelato. The experience gained over the years has led Toschi to create a wide range of products for all types of markets and consumers.

Toschi produces high quality syrups, 100 percent made in Italy, that are perfect to prepare flavored coffees, mocktails and much more.

Toschi succesfully exports in more than 50 countries in the world and it is now available in Kuwait and Saudi Arabia with Alyasra Foods.

www.toschi.it

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A Refreshed Approach Operating in a complex food and beverage market, industry veteran Dubai Refreshment PJSC is responding to challenges and opportunities by diversifying its product portfolio Writer: Tom Wadlow Project Manager: Matthew Selby

he UAE’s food and drink industry is in a stable state.

Home to several longstanding and successful enterprises, the sector represents one of if not the most important manufacturing segments contributing to the nation’s economy, an economy which the government is determined to further diversify outside of oil.

And it appears to be doing a commendable job. In 2017 the BMI Risk/Reward index ranked the UAE as the most favourable environment in the GCC for the food and drink trade, and fourth most attractive globally.

Further research suggests the industry will reach $196 billion in 2021, up from $130 billion recorded in 2018, with subsectors such as non-alcoholic beverages among those tipped for solid growth.

Indeed, this market is tipped to expand by an annual rate of around 5.9 percent thanks to the popularity of products including fruit and vegetable juices, soft drinks, mineral water and spring water.

For F&B manufacturing and distribution specialist Dubai Refreshment PJSC (DRC), today’s dynamic backdrop offers tremendous potential to grow both its core and supplementary lines of business, building on a legacy stretching back 60 years.

“The fact I am working for a company with such an extensive legacy fills me with great pride,” comments Chief Operations Officer Sherif Elmeligy.

“We are very well-known to the local communities here in Dubai who will know DRC for its factory that was a landmark on Sheikh Zayed Road for over 40 years. It was on the outskirts when it was built and now it lies in the centre of Dubai.”

Elmeligy’s journey to the emirate is a somewhat unconventional one, the Egyptian starting his career in finance before moving into the drinks business

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and working in Saudi Arabia, Ghana, Algeria and back home in Egypt, the switch in industry triggered by a desire to be operating at the frontline of business.

“It has been a series of life experiences being able to meet and interact with different cultures and societies,” he adds, recalling how he was approached by DRC while he was on a business trip in Thailand back in 2012, the move to Dubai coinciding with the instability surrounding the aftermath of the Arab Spring.

Moving with the times

An immediate task was to help steer and realise DRC’s plans to build a new, state-of-the-art manufacturing base.

Though iconic, the site on Sheikh Zayed Road had its limitations, so the long-term decision was made to develop a facility fit for the future.

BRAND POWER DRC bottles/packs and/or distributes products for a number of leading brands, including:

• Pepsi • 7UP • Mountain Dew • Mirinda • Nestlé ice cream • Lipton Ice Tea • Aquafina • Gatorade • Robinsons • Teisseire • Edita • Snack Time

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The main priority is to increase the size of our nontraditional product categories to have a fair balance within our portfolio. It is important not to rely too heavily on one product line, so by growing in several areas we can safeguard against any unforeseen challenges”

“The entire process, from planning through to construction and operation, took four to five years, and now it is one of the biggest soft drink manufacturing facilities in the lower Gulf,” Elmeligy says.

“We have the capability to produce three different beverage categories – carbonated soft drinks, iced tea and purified water. This translates into a current capacity of around 60 million cases – however, the infrastructure can accommodate 120 million cases by adding more lines and vertically expanding our storage, meaning we have catered for the long-term expansion of the company.”

This is where Wael Nehme, VP of Supply Chain & Projects, enters the conversation.

“Our lines have been selected from the top manufacturers – several from Germany and another from France,” he explains.

Dubai, UAE

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“They are all automated with minimum need for human intervention and operate with extremely high efficiencies and output. The machines are also flexible in that they can produce various pack sizes and shapes.”

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Nehme’s remarks are backed up by some striking figures. In operation since 2016, the new facility is able to manufacture up to 180,000 cans per hour, 80,000 plastic bottles per hour and 24,000 glass bottles per hour, with room to add another five lines.

Nehme continues: “In terms of our warehouse, current storage height is around 14 metres, but we can go to a high bay warehousing system as high as 37 metres in one area, which allows us to introduce further capacity.”

For Elmeligy, the new site combined with the company’s established reputation with large brands is what differentiates it in a competitive marketplace.

“For example, we have a strong local share in PepsiCo’s Mountain Dew, which equates to around 30 percent of our business at the moment,” he adds. “In terms of the citrus segment generally,

PEOPLE POWER Elmeligy and Nehme are the first to admit that DRC’s workforce are the lifeblood of the company, from blue collar staff on the frontline to supervisors and management in the back office.

“We are still a labour-intensive industry in many areas such as merchandising and loading delivery vehicles, so it is important to offer a competitive package to attract the labour we need,” Elmeligy explains.

“We provide our labour workforce with quality accommodation and amenities such as soccer fields, multipurpose courts and recreation centres. Many of these workers are expats working away from their families, so it is important we give them a home away from home.

“On the other side, around one third of our employees are supervisors and management, and we are creating lots of opportunities to promote from within via a fair performance development review process.”

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our share is much higher than any other competitor, which is a large portion of the UAE’s soft drinks industry.”

Such partnerships translate into an impressive company reach which is served by its in-house distribution operation.

Wael Nehme

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l Bonian FM is a market-leading provider of Integrated Facilities Management Solutions in the UAE. We offer bespoke FM solutions, with the added benefit of advanced engineering expertise in MEP systems (mechanical, electrical, and plumbing). Our strong and established background in MEP design, contracting, and maintenance, which started regionally in 1987, and in Dubai back in 1997, is the cornerstone on which we base our growth and for which are very well reputed.

Our specialised team of experts delivers the highest quality of services, providing technologically advanced, sustainable, and cost effective solutions, which are aligned with local and international best practice standards. Our services offering is diverse and well structured, with us offering turnkey hard and soft FM solutions to clients across various sectors including residential, commercial, retail, hospitality, and industrial. We look after properties of varying scales, from small single property contracts to full portfolios.

Our hard services team follows a proactive approach in day to day issues across the facilities we manage, by following predictive and preventive approaches to maintenance. This team is also capable of preparing energy saving studies. We offer retrofit solutions that save energy, allow our clients to better manage their MEP systems, and promise a solid ROI.

Our partnership with DRC Our story with Dubai Refreshments (DRC) began in 2012 when our MEP contracting team at Albonian International was awarded the contract to carry out all MEP installations, including cooling and air conditioning, food and beverage piping networks, electrical installation, and plumbing systems, at DRC’s new greenfield factory development in Dubai Investment Park. The construction work was challenging due to sheer scale of the operations planned by DRC’s vision for a state of the art facility to re-affirm their place as market leaders in the food and beverage manufacturing industry in the region.

Once the factory was operational, Al Bonian Facilities Management took charge of the MEP installations maintenance works along with the maintenance of DRC’s portfolio of properties.

Our dedicated team of skilled technicians works hand in hand with DRC’s own team to ensure the production runs as smoothly as possible. We have recently renewed our commitment to DRC for another three years, well into 2021.

Our partnership with Dubai Refreshments goes well beyond the contract and our team supports DRC no matter the cost. We stand firmly by DRC’s journey towards sustainability and growth, working tirelessly to ensure its achievement.

Our soft services team is built on partnerships with market leaders in cleaning, security, and other services, to ensure we deliver the perfect balance between quality and price. We choose our soft services team based on each contract’s requirements to meet the applicable needs of our clients and their properties.

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The company sells to around 16,000 outlets, with around 95 percent of orders being fulfilled by DRC’s own transport fleet, another facet of the business which enables seamless integration of further product verticals.

This element of control from start to finish results in what Elmeligy describes as a superior customer service, the addition of technology to the distribution operation helping to provide real-time information on orders and enabling clients to order via web-based applications.

Safeguarding the future

While the newly-expanded production and distribution numbers are cause for optimism, Nehme is quick to add another important factor behind DRC’s recent investments.

“This new, larger facility hasn’t just

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been about expansion,” he says. “We have also added new capabilities such as the Lipton Ice Tea and Aquafina bottled water, and we are continuing to diversify our portfolio.”

Such a move, while strategically a natural one, has been necessitated by the introduction of a recent 50 percent excise tax on carbonated soft drinks by the UAE government.

But while the levy presented an obstacle in the form of reduced sales, DRC has embraced new partnerships which are helping to expand the non-carbonated soft drinks portfolio, which currently accounts for around 10 percent of business.

For example, it now operates a franchise of the Egyptian FMCG company Edita, specifically importing wafers and cakes. Another local franchise that DRC acquired is Snack

Since 1981, Interplast has been setting manufacturing benchmarks across the Middle East. The ISO 9001:2008 & ISO 22000:2005 certified company manufactures a diverse range of products from facilities spread across Sharjah, Dubai and Abu Dhabi. With decades of experience and modern manufacturing facilities, Interplast manufactures products to international quality standards and caters to customer demands by ensuring timely delivery and providing exceptional services.

Harwal Container Manufacturing (HCM) is a sister company of Interplast and a member of Harwal Group. The ISO 9001:2008 & ISO 22000:2005 certified company manufactures PET preforms and bottles for Mineral Water, Juice, Carbonated Soft Drinks and Dairy Products by providing complete bottling solutions with closures. HCM has commissioned top of the range injection molded machines for forming PET preforms of various sizes and is continuously expanding to meet the increasing needs of the industry in addition to manufacturing custom design bottles according to specific customer requirements.

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The new facility is able to manufacture up to 180,000 cans per hour, 80,000 plastic bottles per hour and 24,000 glass bottles per hour

The facility’s current storage height is around 14 metres, but it can utilise a high bay warehousing system as high as 37 metres in one area

Time, an agreement which sees the company distribute its croissants and Rusks range. These are in addition to distribution rights for Robinsons and Tesseire.

This is not to suggest that the core business is not subject to development, however, as another new collaboration will see the company bottle and distribute premium mixers in the future.

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“Our strength in the market has without doubt helped us to acquire these new lines of business, and given our capabilities we knew that diversifying was a natural option for us,” comments Elmeligy.

Diversification has also occurred in relation to DRC’s power supply, another move which is helping to safeguard the company’s long-term, sustainable future.

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Name of congratulates Advert Dubai Refreshment P.J.S.C. on their 60th Anniversary

www.crowncork.com “Last March we installed the largest rooftop solar integration in the UAE,” says Nehme.

“It is around 50,000 square metres in size and contains 11,000 PV solar panels, a huge increase on our previous installation which we used to heat water. Now we can cover up to a third of our electricity demand using solar, which amounts to around five to six million kilowatt hours per year.”

This equates to an impressive annual carbon dioxide saving of 4,000 tonnes, while other plant efficiencies brought about by new machinery are estimated to be saving a further 1,500 tonnes a year.

Another important initiative involves ramping up the recycling of wastewater, while further environmental and financial saving are being made thanks to investment in wastewater treatment.

“We have a plant which has a capacity of 1,300 cubic metres per day,” Nehme continues. “At the

moment we only use around 600 cubic metres, so we have room to expand this as we add more production lines to the business.

Half of the treated water is used for irrigation and truck washing, and the other 50 percent is sent to companies involved in industrial sectors like construction.

“The benefits of this are two-fold,” Nehme adds. “Clearly, it is more sustainable for the environment, but is also helping DRC financially by saving on costs such as drainage fees and water bills.”

These strategic investments leave the leadership duo in an optimistic mood, the conversation ending with a look into the future priorities of the business.

Coming back to the importance of diversification, Elmeligy concludes: “The main priority is to increase the size of our non-traditional product categories to have a fair balance within our portfolio. It is important not to

rely too heavily on one product line, so by growing in several areas we can safeguard against any unforeseen challenges.

“Since October 2017, carbonated soft drinks have been imposed with strict taxation measures which has resulted in a decrease in transactions, but we have responded to the challenges, stabilised the situation through a combination of sales improvement and cost reduction initiatives, and we have strengthened in other areas. This will always be a crucial segment to us, but our future is a multifaceted one.”

Dubai Refreshment Company Tel: +9714 802 5000 info@pepsidrc.ae www.pepsidrc.com

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Pursuing Perfection A regional flagship for Caribou Coffee and Five Guys, Al Sayer is providing the foundations for forward-thinking franchising in the Middle East Project Manager: Matthew Selby

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offee. A universally renowned staple drink across communities around the world, it has established itself as one of the most popular caffeinated beverages on the planet.

According to current estimates, more than two billion cups of it are consumed every day (25,000 every second). Yet despite its undeniable global popularity, the drink remains a relatively new

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addition to modern culinary delicacies in the grand scheme of history.

Unbeknownst to many, the earliest evidence of coffee’s consumption dates to the early 15th century when it was found in the Sufi monasteries of Yemen. From here, it took less than a century for the refreshment to spread throughout the rest of the Middle East and North Africa, even reaching Persia, Turkey and South India.

Its rapid rise in popularity became somewhat turbulent, having been banned by religious leaders in Mecca, Cairo, Ethiopia and even in the Catholic Church in centuries gone by.

Nonetheless, coffee has continued to prevail, no better reflected than by the current demand for it in the region where it was first discovered.

According to Euromonitor international, the coffee industry in the Middle East is expected to be valued at $4.4 billion by 2021. And while the versatile drink continues to become recognised as a multicultural, artisan experience, those providing the beverage, such as Al Sayer Franchising Company, will continue to thrive.

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A flagship franchising business of American coffeehouse chain Caribou Coffee, Al Sayer’s own exponential growth speaks volumes of these changing tastes, having opened over 200 branded Caribou Coffee stores throughout Kuwait, the UAE, Bahrain, Oman, Saudi Arabia, Lebanon, Turkey, Qatar and Egypt since 2005.

Coffee, however, is not the sole string to Al Sayer’s bow of expertise.

More recent times have witnessed the enterprise making additional strides into new markets, namely evidenced by the launch of its first Five Guys store in Kuwait in 2016. Subsequently, the three years since have proven to be a

Al Sayer Franchising opened its largest Caribou Coffee Shop in UAE and the Middle East back in 2014.

Since then the brand has strengthened across the region with the more store openings

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monumental success, the company in turn opening 75 such restaurants across Kuwait and Oman while also further expanding its portfolio with The Cheesecake Factory Bakery brand.

“Adhering to our corporate values and vision, we are recognised as one of the fastest growing franchising companies in the food and beverage industry locally and regionally,” Hamad Al Sayer, CEO, states in his corporate message.

Al Sayer continues: “Passion is the essence of what we do – we are committed to deliver best experiences, adopt high practices and build enduring partnerships. At Al Sayer Franchising Co., we believe that competition is the drive to any corporate success as it fosters knowledge exchange in the marketplace to pursue perfection.

“We are keen to learn from others’ experiences as well as innovate and set new standards in our industry.”

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T H E A L S AY E R B R A N D P O R T F O L I O Caribou Coffee

Since its inception in 1992, Caribou Coffee has become one of the leading branded coffee companies in the world. It is the second largest franchise-operated premium coffeehouse in the United States based on the number of outlets, providing high quality beverages, foods and coffee lifestyle items. The brand is renowned for its unique blend of expertise and authentic human connection, housing all of the aforementioned in welcoming coffeehouse environments.

Five Guys

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Started by the Murrell family, a family with five sons, Five Guys’ first store opened in Washington DC in the United States almost 30 years ago. Having succeeded domestically, the brand has since become an international phenomenon, its first opening outside of North America having occurred in London in 2013, with subsequent expansions occurring across the Middle East in more recent years.

Passionate, energetic, creative

Embodying this overriding ethos and testament to the company’s rapid rise, consistent delivery of high quality, innovative products and adherence to best industry practices are the firm’s staff.

Currently employing 3,000 people, Al Sayer and its diverse team, consisting of over 30 different nationalities and operating across 10 countries, share this mutually adopted vision.

It is because of this that the business has been successful in identifying new markets and new opportunities, in turn introducing international concepts, products and brands to the Middle East and beyond, offering new experiences to a range of different demographics.

“I thank our family members who work with passion and total commitment, in addition to our franchise partners who work alongside us to deliver high-quality experiences to our guests,” the Chief Executive affirms, highlighting the firm’s recognition of these contributions.

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The Cheesecake Factory Bakery

Founded in 1972, The Cheesecake Factory Bakery has risen to become a global premium cheesecake, layer cake and speciality items enterprise, providing its products to the foodservice, retail and grocery markets. Its reputation has been built on quality combined with consistency, values that are ingrained in its culture as a franchise business.

Make your business look more attractive Established in 1984, POSIFLEX used to design and manufacture PC and peripheral OEM/ODM products.

POSIFLEX began its transformation in 1991 to commit to the professional design and production of point of sale (POS) management systems and peripheral products and started marketing OBM products worldwide under the brand name POSIFLEX in 1996.

Now, POSIFLEX is marketed worldwide as one of the leading brands in the industry and has established subsidiaries and offices in various nations (e.g., the United States, Germany, Japan, India, China, Singapore, and Malaysia) to provide local and prompt services.

23, Datong St., Tucheng Dist., New Taipei City 23679, Taiwan Tel: +886 2 2268 5577 | Fax: +886 2 2268 5388 E-mail: sales@posiflex.com.tw www.posiflex.com

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l-Sayer Kitchens Company launched in early May 1994.

Today it serves as one of Kuwait’s leading suppliers and exclusive agents for a wide array of professional kitchens, refrigeration, bakeries and laundry equipment for household, supermarkets and hospitality industry.

The Company represents a number of world-leading reputable brands of commercial and industrial equipment thereby offering a comprehensive and wide range of products ideally suited for businesses in diverse market areas.

We are getting support from our fabrication factory which specialises in the production of stainless steel kitchen cabinets and other items for food service industry.

T (+965) 24 719 442

www.alsayergrp.com This acknowledgement is equally reflected in both Al Sayer’s attitudes towards retaining its existing staff and its employee strategies geared towards acquiring leading industry talent, positioned as an employer of choice with competitive advantages and equal opportunities.

Considering each and every one of its team members to be a valued asset, it promotes a passionate, energetic, creative, family culture at all of its franchise outlets, providing its teams with dynamic, growth-oriented career paths.

“At Al Sayer Franchising we work hard to put in place the best tools to reward performance,” the message from Al Sayer Franchising Co’s HR Director reads.

“What we provide is sustainability and growth as shown in our high retention rates from our staff that have been progressed from freshers to managers and unit heads.

We are keen on internal promotions

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Currently employing 3,000 people, Al Sayer and its diverse team consists of over 30 different nationalities operating across 10 countries

“I thank our family members who work with passion and total commitment, in addition to our franchise partners who work alongside us to deliver high-quality experiences to our guests”

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and on capturing and attracting the best talent to handle the upcoming growth.

“We offer a job that has an attractive work environment and reward for performance.”

Looking again at Euromonitor International’s predictions and the recent alternate expansions of Al Sayer, it seems that such opportunities will remain in an abundance for the foreseeable future.

In terms of the company’s wider outlook, the coming years look equally bright, the firm embodying the same characteristics as its staff in the way of progression.

Its forward-thinking, growthcentred philosophies will continue to act as pillars of consolidation moving forward, set to be powered by expanded partnerships, the introduction of new brands and an enhanced regional presence.

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Food Made Personal Partnering with artisanal producers all over the world, Classic Fine Foods prides itself on helping food industry operators to connect with their customers and tell their stories Writer: Tom Wadlow | Project Manager: Lewis Bush

An important trend that we are seeing is the need to tell a story.

“Consumers are increasingly conscious of where their food comes from. How long ago was the fish caught? How was the fish caught? How far away from the restaurant does it come from? These are all questions we as suppliers and chefs need to answer.”

For Christophe Barret and food sourcing specialist Classic Fine Foods

(CFF), provenance is everything.

More than ever consumers are scrutinising the story behind their food and drink purchases, so much so that the journey a product takes before reaching them can carry equal weight to the substance of the item itself.

“Sustainability, for example, is therefore a major requirement for our chefs in today’s restaurant industry as their customers will choose dishes that are produced responsibly,” adds Barret, who is approaching one year as CFF’s Chief Executive Officer.

“I’m French and I love food – two things that often go hand in hand,” he adds. “I started my career in the retail industry 25 years ago and joined Classic Fine Foods in October 2018 after 14 years working in five different markets.”

Personal touch

Christophe Barret, CEO

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Although now owned by a leading international wholesale company, Classic Fine Foods has been able to operate with a strong degree of independence which has enabled it to maintain what Barret believes is an organisational hallmark and key point of difference.

“In this industry you absolutely have to engage with people, whether they be your team, your customers or your suppliers,” he says.

Benoit Blin MCA, host of the Bake Off Crème de la Crème, at TheTasteLab for a new product launch with customers

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“That is the most important lesson I have learned over the past 20 years and is something I believe helps stand CFF out from the crowd. You need to be personal and gain trust in order to develop and deliver the best products in the world – this goes from the producer all the way through to customer service and delivery.”

CFF represents a vital link between food producers and the chefs/

operators of restaurants and premium retail outlets, what Barret describes as a triangular network.

“I love speaking to chefs about food, and that is where our relationships start,” he continues. “These people work extremely hard and often spend long hours in the kitchen, which means they need reliable partners they can trust as well as someone they can build strong relations with.

CFF – AN INTRODUCTION Registered in 2000, Classic Fine Foods is the only premium foods specialist to operate in 11 different countries across Europe, the Middle East and Asia, its headquarters residing in Hong Kong.

Supplying hotels, restaurants and retail outlets, the company’s mission is ‘to source and bring exceptional ingredients and unique gourmet products to the most demanding chefs around the world, whatever their type of cuisine and cooking style’.

This mission is backed up by adherence to globally recognised quality standards, including BRC Certification, ISO 22000, a status gained as a result of an unwavering dedication to maintaining an entrepreneurial culture and delivering standout customer-driven services.

CFF’s coverage can be summarised by the following key numbers: Customers: 12,000 Brand partners: 650 from 32 countries SKUs: 30,000 Employees: 1,000 Storage capacity: 45,000 square metres Delivery trucks: 150

BONDUELLE GROUP

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or more than 40 years, Bonduelle Food Service has been closer to chefs, everywhere around the world and in all types of catering.

Flavors, textures, colors... Bonduelle wants to help chefs put vegetables in the heart of the plate to reveal their full potential!

AWARENESS: We create awareness about the role that Bonduelle and its vegetables solution play.

INSPIRATION: We offer chefs more inspiration by showing them how to create rational and emotional added value with vegetables.

INNOVATION: We transform our knowledge into valuable and inspiring solutions for chefs on a product and service level.

Vegetable knowledge: Bonduelle is an expert in agronomy, producing the best quality in vegetables in a responsible and sustainable way with close links with farmers.

Culinary expertise: We have identified roles by observing chefs at work, since decision-making processes are hidden in the chefs’ minds.

On this basis, we have built a new segmentation of our offer to act in keeping with chefs’ needs and to develop the most promising uses in terms of business and values for tomorrow.

Do you want to include more vegetables in your menus?

With Bonduelle, chefs get more out of vegetables.

Bonduelle Food Service is more than just vegetables, it also offers complete and tailor-made solutions (products, services, inspiration, etc) that will helps chefs meet the growing demand for plant-based food by helping them to easily create the tastiest dishes for their guests.

T +33 3 20 43 60 60 E export@bonduelle.com

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PARTNERS AND PRODUCTS Working with 650 producers all around the world to supply the food industry, CFF’s network and knowledge is formidable.

Among these partnerships are: Sturia – French farmed caviar Loch Fyne – Scottish smoked salmon and shellfish Stanbroke – Australian beef John Stone – Irish beef and lamb AACO – Australian wagyu beef Terre Bormane – Italian extra virgin olive oil and vinegars Weiss – French chocolate Bridor – French pastries, patisserie and breads Maison Ponthier – French fruit purees Aalst le Patissier – Singaporean chocolate Sunraysia – Australian juices CFF Rungis – French integrated purveyor of the freshest perishables from Europe

“We put them in front of a mixture of smaller and larger suppliers across our geographies, and the first and foremost requirement of our decision to partner is product quality. We listen to chefs, we are curious about food and we are always looking to innovate and try new things.”

One such partner that has recently joined the CFF family is French stalwart Maison Ponthier in operation since 1946 and described by Barret as one of the finest suppliers of ingredients for pastry.

The collaboration involves the distribution and the marketing of chilled and frozen purees via the CFF network in 10 markets, including the Philippines, Singapore, Japan, China, Malaysia, Vietnam, UAE, Hong Kong, the UK and Macau.

The venue for this landmark event was TheTasteLab, founded in 2016 in London, UK and the first of two hubs for sharing food knowledge, the other

And many more delicacies including fresh seafood from Australia, fresh fruits and vegetables from Europe, fresh seasonal produce from japan and fresh seafood from Europe, North America and Australia.

Many of CFF’s collaborations have resulted in a number of firsts being delivered to its markets. For example, the company is bringing the first Australian wagyu beef to the UAE thanks to its partnership with Australian producer AACO under the brand Westholme.

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opening in 2018 in Singapore, where the company has been present since 2001.

A place for chefs to meet, share their experience and learn in a relaxed, yet highly professional environment, TheTasteLab offers a programme of pastry and cuisine classes and a variety of events including training courses, workshops, demonstrations and culinary journeys.

The next phase

TheTasteLab represents an exciting nod to the future, both in terms of the ideas and knowledge that can be shared and the way in which consumers and professionals in the food industry interact.

It will no doubt form an important part of CFF’s marketing and communication strategy as the company enters the next chapter of its story, a juncture which for Barret is all about laying the foundations for expansion.

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Denis Dramé MCA, Pastry Chef at Classic Fine Foods UK

Breeder, Producer, Selector-refiner of french caviar CONTACTS Diane FIOCCA | +33 5 57 34 45 42 | d.fiocca@kaviar.com Marine FONTAINE | +33 5 56 30 27 94 | m.fontaine@kaviar.com

INSERTION PUB CFF 2019.indd 1

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TheTasteLab represents an exciting nod to the future, both in terms of the ideas and knowledge that can be shared and the way in which consumers and professionals in the food industry interact

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Jose Luis, Pastry Chef for TheTasteLab at Classic Fine Foods Singapore

“The priority at the moment is to continue stabilising following the acquisition by METRO,” he says.

“This will provide us the platform from which to grow further into new markets. Being part of an international wholesale and food specialist means we have tremendous opportunities to develop.

“Our strategy is a relatively simply one – to make our customers’ lives easier. We can do this by finding ways to digitalise our relations in some areas, and that will develop a capability to better use information about new

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I love the fact we work with entrepreneurs who have a real passion for their craft and believe in their product”

trends and products.

“This process has started already.

We are digitising internally and want to broaden our offer to customers, and this could involve working with new technology startups.”

Barret’s desire is for CFF to transform into a platform to source products and create partnerships with producers, an ambition which will be fast-tracked by the recent creation of a Commercial Director position within the company.

“As well as making life easier for clients, we also need to keep

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Inside a CFF warehouse from where produce will distributed directly to customers

‘Barret’s desire is for CFF to transform into a platform to source products and create partnerships with producers’

improving the quality of what we offer, both in terms of products and services, delivering on time, every time,” the CEO adds, pointing to the fact that CFF opened new warehousing facilities in Vietnam, Hong Kong and Japan last year to provide increased capacity and more efficient logistics operations.

He concludes by circling back to his opening remarks, expressing why he remains motivated to elevate the company to new heights.

“I love the fact we work with entrepreneurs who have a real passion for their craft and believe in

This culture we have of building relationships with suppliers and customers is why I enjoy working with CFF so much”

their product. This culture we have of building relationships with suppliers and customers is why I enjoy working with CFF so much. There is a lot still to come.”

Classic Fine Foods hq.cff@classicfinefoods.com www.classicfinefoods.com

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A People’s BUSINESS

Having doubled in size in just three years, PizzaExpress UAE is reaping the rewards of a familyand respect-based culture which is seeing every employee sharing its success story Writer: Tom Wadlow Project Manager: Matthew Selby

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he UAE is home to more food and beverage outlets per head than anywhere else in the world barring Paris.

Around two thirds of people living in the GCC nation eat out at least once a week, an appetite for cuisine fuelled by the likes of Dubai which was home to more than 11,800 restaurants at the end of 2018.

It is an extremely competitive environment, one which requires a high-quality product, constant innovation and a memorable customer experience in order to succeed.

For Prashanth Menon, Operations

Director at PizzaExpress UAE, this dynamism is what makes the industry a fascinating one to work in.

“The market has really started to respond to trends with new and exciting options popping up all the time,” he says. “This industry has taken off in areas such as delivery where I have witnessed value propositions in the UAE which are world leading.

“I personally love the fact that it has become so competitive because this is driving the sector to deliver higher quality, more innovation and a deeper understanding of consumer needs.”

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These observations reflect PizzaExpress UAE’s own recent growth journey since it was acquired by the UK-based parent company in May 2015, moving from the previous franchise model to an equity business.

Since then, its footprint has doubled from seven outlets to 14 spread across six of the seven emirates – seven in Dubai, three in Abu Dhabi and one in Fujairah, Ajman, Sharjah and Ras Al Khaimah.

“The key ingredients of our brand’s success in the UAE have been consistently serving our customers high quality, freshly made food coupled with attractive restaurants and a warm team,” Menon explains.

“The business has successfully appealed across different cultures and currently has a diverse segmentation between all the major nationalities in the UAE. We have been able to adapt and develop offerings which appeal across

SAFETY AND SERVICE PizzaExpress UAE’s uncompromising approach to high standards are demonstrated by its certification in two categories: HACCP: Acknowledging food safety practices, all 14 restaurants are HACCPqualified, an initiative driven by a dedicated team which involves all staff undertaking teaching and examinations.

Dubai Service Gold Standard: A Dubai government scheme, this highlights the knowledge and service provided by PizzaExpress UAE’s staff across the network, an important hallmark showcasing an industry-leading commitment to customer experience.

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these various nationalities, including AL SAFFAR INTERIORS expats, many of which from the UK immediately identify with the brand.”

Undoubtedly a turning point in the et up in 1992, Al Saffar Interiors formed when the UAE was company’s development, the shift to readying itself for a wave of an equity-based model in 2015 also infrastructure development, seeking to heralded a fresh approach to finance fulfil the demand from corporate and with the arrival of Yashin Lalloo. commercial enterprises.

Now serving as Director of Finance, It is a multifaceted company able to the South African national moved deliver a full suite of interior solutions from Etihad Airways having previously for residential and commercial buildings thanks to its team of 190 qualified and worked for accounting giant Deloitte in passionate professionals in our group. several countries around the world.

“My route here is a very different Al Saffar is headquartered in Dubai’s Al Quoz Industrial Zone-1, And joinery/ one to Prashanth, who has a great deal workshop set up at Dubai’s National of experience in the UAE’s hospitality Industrial Park. scene,” he says.

“The biggest thing for me when looking for my next challenge was the opportunity to drive growth and impart change, and PizzaExpress has most definitely enabled this.

T +971-4-3233947 “I’ve only been in the industry for E info@alsaffarinteriors.com three and a half years, but I quickly www.alsaffarinteriors.com learned that one of the exciting things about this environment is the autonomy Prashanth and I are given by importance and impact of people.

UK head office to make decisions.”

Having already cited the company’s multinational consumer appeal, Menon Built on respect further reveals that PizzaExpress’s While Menon and Lalloo’s journey to own UAE team comprises people from PizzaExpress are entirely different (the no fewer than 14 different countries. former destined to become a doctor Indeed, for the leadership duo this is before a change of heart), a common their greatest asset. lesson learned has centred around the “What this industry has taught

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me is the value of patience and the unlimited potential to meet people,” Menon says. “I have been introduced to so many different cultures and approaches to life, and it has been a tremendous learning journey and one which has always kept me on my toes.”

“The other standout facet of PizzaExpress UAE is the family-feel, respect-based culture we have managed to install,” adds Lalloo.

“No matter your role in the company, the respect for everyone and each individual’s contribution is engrained in our DNA. “I have learned more about people management than anything else – many of our workers are expats and spend long periods away from home in order to provide for their families, and the fact we have been able to gel with these people and create that family feeling is so important.”

This culture curation has led to the

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PizzaExpress has become a favoured alcohol venue in the UAE

company being listed by Great Place to Work for both 2017 and 2018, an initiative held dearly by Lalloo and especially Menon, who proudly points to the firm’s high staff retention rate.

“While the trophy and certificate were nice to receive, there is a bigger purpose here,” Menon says.

“It is about laying the foundation for the future of PizzaExpress UAE – yes, we have beautiful restaurants and a sound growth strategy, but what about the people part? We want people who want to work for us and who want to execute this vision and strategy.”

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Beyond casual dining

A key part of this vision is to differentiate in what is an extremely crowded market.

The company takes tremendous pride in the modern, contemporary and welcoming makeups of its restaurants, venues which are routinely upgraded and invested in.

Maintaining an attractive, high quality food offering is another vital component, as Menon explains: “The team is consistently developing new

SOCIALLY RESPONSIBLE Asides its core offering of quality food and entertainment, PizzaExpress is positively impacting the community in a number of ways, including:

Healthy options: “You wouldn’t believe that calorie counting would be so important a few years ago, but we are ahead of the curve and are tapping into a trend in the UAE for healthier food,” comments Menon. “It is very important to us, and we are partnering with nutritionists to help us develop healthy options for our menu such as glutenfree cauliflower base pizzas and vegan alternatives.”

CSR: From sponsoring charity runs to employees donating tips to disaster relief efforts, PizzaExpress UAE is committed to making a difference to those in need across the country.

Sustainability: Several initiatives are helping to reduce the company’s environmental footprint, including a zero waste to landfill policy and concerted effort to cut plastic from operations, including straws and new delivery boxes.

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PizzaExpress’s menu has been adapted far beyond a traditional pizza offering

offerings which are based on trends and local preferences.

“Some of the innovative items introduced into the menu include the entire pasta range which is freshly prepared, side dishes including chicken wings and the Sujuk Reale Pizza which uses the Arabic sausage as a star in the dish.

“Alcohol restaurants have also developed an innovative bar snacks menu and cocktails unique to the UAE.” The latter statement refers to a particularly dynamic and successful part of PizzaExpress UAE’s business, the company operating three alcohollicensed restaurants – two in Dubai and one in the World Trade Centre in Abu Dhabi.

Home to live music and a tailored food and drink offering, these restaurants have added an entirely new dynamic.

“Our Jazz@JLT alcohol-licensed venue in Dubai has been a massive success so far,” says Lalloo. “It is one of the best-known, best-value drinking establishments in Dubai and has really transformed the perception of what a PizzaExpress is.

“Rather than being a casual dining restaurant which serves alcohol, it is an entertainment venue, and this is a very big differentiating factor. I would go as far to say that this is the best PizzaExpress in the world to be in on a weekend. The service is very interactive and Prashanth has done a great job in moulding the team to handle the pressures that such a venue provides.”

This is reflected by a string of awards, including TimeOut 2018’s winner of highly commended for Best Evening Brunch (Jazz@JLT), Best Live Entertainment Venue (PizzaExpress Live), Best performance for under

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500 people (PizzaExpress Live) and the Whatson award for the Best Party Brunch for 2018.

For Menon, it comes back to the notion of standing out from the crowd.

“This was about how we differentiate, and we opted to create a venue where all parties feel welcome. Families with kids to expats enjoying a weekend party can all be accommodated in our venue,” he explains.

“Another USP is that we offer different live music every day of the week as opposed to contracting a band for six months, which is the norm. We like to welcome local musicians on open mic nights and have been a platform for them to go on to bigger things, and this has been great to see.”

Remaining agile

Looking ahead, Lalloo and Menon identify three major objectives for PizzaExpress UAE, targets which will

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only be achieved by maintaining its people-first culture and resultant high performance across the board.

The first of these objectives involves growth of the brand and keeping a strong focus on an offering of quality food in attractive venues at affordable prices. Outside of the restaurant, the second priority is geared towards exploiting the growing delivery segment through partnerships with the likes of Deliveroo and Dark Kitchens. Third is the desire to adopt a multi-brand approach in order to diversify the business, as has been the case with PizzaExpress Live.

It is a dynamic, exciting period that lies ahead for the company’s leadership duo, Menon concluding on an optimistic note.

“The economy has gone through challenges in recent times which has included job losses, lower oil prices and the introduction of VAT. Despite this,

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the market has still grown and been highly competitive with many new entrants being able to penetrate the market and have success.

“At PizzaExpress, we are still optimistic about the industry as there is such a large appetite for dining out and delivery in the UAE. The market is constantly being flooded with new concepts, new entertainment offers and will continue to be this way going forward.

“The biggest challenge will be how agile businesses are in adapting to the conditions and developing a model which allows them to operate in all conditions.”

PizzaExpress UAE Tel: +971 424 8076 www.pizzaexpress.ae

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The Aluminium

ADVOCATE Championing the use of aluminium packaging, Moravia Cans continues to produce cost-effective, cutting edge aerosol products for clients all over the world Writer: Tom Wadlow | Project Manager: Thomas Arnold

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nfinitely recyclable and extremely durable, almost three quarters of all aluminium ever produced is still in use today.

It is believed that around 900 million tonnes of aluminium have been made since 1880, with the majority now sitting in buildings, electrical cables, machinery and within transport applications. Recycling all of this would equate to 17 years’ worth of current annual aluminium production.

It is a marvel of a metal. 100 percent reusable and able to indefinitely retain its properties, aluminium has rightly become the poster child of sustainable packaging solutions, commonly dubbed the most valuable item in the recycling bin.

For Martin Boaler, it represents the true definition of recyclability.

“Recycling should mean you can return your product and have it reused or remanufactured as the same product again, and again, and again,” he says. “This is not downcycling where the material is used for something less and less valuable and loses some performance each time until it reaches landfill or incineration.”

Boaler is a packaging industry veteran. An engineer and chartered accountant by trade, he now serves as Managing Director of Czech Republicbased Moravia Cans, specialist

Low-cost, leading-edge

Martin Boaler, Managing Director

producer and global supplier of aluminium aerosol containers.

The introduction to Moravia was an unconventional one, with Boaler originally trying to buy the company whilst serving as Head of Mergers and Acquisitions at Impress Group, now part of Ardagh Group. Having stayed in contact with the owners, he accepted an approach to join and lead the company in early 2017.

Moravia produces around half a billion cans a year, a marked increase since the Novak family acquired the business shortly after the Velvet Revolution swept the Czech Republic in 1989, switching the focus to aluminium aerosol cans and away from aluminium tubes.

Today, from its site in Bojkovice in the southeast of the country, Moravia operates 10 production lines, using both the Impact Extrusion process and the DWI (Draw and Wall Ironing) process, more often associated with beverage cans.

“Moravia has a very clear USP and it may come across as a slightly surprising one,” says Boaler. “The Czech Republic has historically provided a high quality, low cost manufacturing base, and this is undoubtedly a factor behind our entry into the market.

“However, what differentiates us and sets us apart is the position we have built as a technology and product innovation leader, with the lowest material content providing the highest product sustainability. This is not always associated with low-cost manufacturers but has been Moravia Cans’ focus for a long time.”

Indeed, Moravia Cans has pioneered the full body shaping of aerosol cans,

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being the first manufacturer to shape the entire can from top to bottom.

“We have led the way in can forming technology,” adds Boaler, “which has led to increasing the fundamental strength of the cans, meaning our products like-for-like can be significantly lighter and more sustainable than our competitors’.”

Boaler cites the example of Unilever’s Dove, one of the many global brands for which Moravia produces cans. Using the DWI production process, the Dove can is 20

VOICES OF METAL Boaler is a strong advocate of the work of several industry associations pressing the agenda for metal packaging.

Two in particular include: Metal Packaging Europe: Operating with a vision to make metal the preferred choice for consumer and industrial packaging, Metal Packaging Europe brings together manufacturers, suppliers, and national associations to boost understanding of its contribution to the circular economy.

AEROBAL: The international association representing manufacturers of aluminium aerosol cans. Set up in 1976, it now covers a global remit with members in Europe, North America, South America, Asia, Australia and Africa, equivalent to 75 percent of the world’s aluminium aerosol can production.

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E kr-tools@kr-tools.eu | sales@kr-tools.eu | T +420 602 692 658 | +420 572 641313

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percent lighter than its counterparts and has scooped several awards, including the The Canmaker Magazine 2017 Can of the Year, and the award for the Most Sustainable Can innovation.

This is a result of industry-leading investment into research and development.

“We invest a higher proportion of our revenue into R&D,” affirms Boaler. “We have our own tool manufacturing facility here, which means we can develop new product designs very quickly. Moravia also has several offline pieces of shaping and printing equipment, something I believe is a big advantage for us in proving new product design.

“Our manufacturing process is continuous, with an aluminium coil or slug input at the start, running through the line and coming out as a complete can. There is almost no work in progress, and this is a very efficient unitary production process.”

Being able to produce prototypes offline minimises disruption to this

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TALUM

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orty years of experience and continuous investments in growth and development of slugs production makes Talum one of the most respected, innovative and technologically advanced slugs producers worldwide.

As a market leader with over 20 percent market share, our focus is on innovation, sustainability, light-weight and flexibility with the aim to supply lighter, 100 percent and infinitely recyclable products to the packaging industry. It will be challenging, but together with Talum customers, we can make it.

manufacturing efficiency, meaning only a small amount of production line proofing is required before a new can is ready to enter production.

While being home to leading-edge machinery is undoubtedly crucial to

www.talum.si

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HEAD OFFICE: Address: 3, Merlin st., Athens 10671, GR Tel: +30 210 3609435 Fax: +30 210 3614161 E-mail: info@aluman.gr

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FACTORY: Address: Inofyta Viotias 32011, GR Tel: (+30) 22620 31531-2 Fax: (+30) 22620 31552 E-mail: info@aluman.gr

Think Innovative, Act Sustainable www.talum.si

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remaining ahead of the industry curve, Boaler also pays tribute to Moravia’s skilled employee base who are responsible for maximising the benefit of such technologies.

“At the moment we have over 450 employees, and their training and development is critical to us,” he adds. “The Czech Republic has a strong education system with some excellent graduates joining our workforce. We are a very young team for the industry, which provides a very solid base for the future.

“While it is becoming harder to attract people as the economy here has developed, I believe the quality of our operation, and the fact we have grown up with the country does make a difference.”

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Our manufacturing process is continuous, with an aluminium coil or slug input at the start, running through the line and coming out as a complete can” The company also works with an international network of suppliers for all grades of aluminium, a supply chain which reflects the global nature of the business.

Sustainable DNA

This includes aluminium used in Moravia’s Impact Extrusion and DWI products, with another focus of the company’s R&D activity being the increased application of alloyed input material including elements such as manganese, magnesium and zirconium.

“The alloys help the product to retain strength once it has gone

through the various heating and deformation processes that are necessary to both coat and shape the product,” says Boaler. “This provides the best strength retention to enable our weight and cost reduction.”

The introduction of proprietary patented super alloys underlines the notion that sustainability is etched into Moravia’s DNA. “A guiding principle has been the desire to produce the most shaped, brand identified cans possible, and at the lowest cost. This requires the best printing and the best shaping machinery and processes to enable complex products to be produced

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Moravia Cans’ production facility in Bojkovice, Czech Republic

as quickly and affordably as more standard products,” Boaler continues.

“We can form complex cans at the same speed as standard cans, and at the same time we can optimise the weight, making them lighter and more sustainable. This has always been in our DNA.” Conversely, it is Boaler’s job to

ensure Moravia remains at the forefront of sustainable packaging development and fulfils its remaining capacity at Bojkovice, which the MD states can be expanded by another 35 percent as new developments continue to come on stream.

“Compared to 2014 we are supplying 50 percent more product,” he states.

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“It is a very promising growth rate and we are focused on maintaining that growth in the years to come.

“There will be a point at which we have to look beyond our single site approach and may have to consider organic or inorganic means of expanding on this, but that is at least a year or two down the line.”

“We have a very strong sustainability story. But we, as an industry, must continue to look at reducing the fundamental amount of energy and material needed to make packaging.

Our story is an impressive one so far in terms of 100 percent recyclability and continuous lightweighting, but it is by no means over.”

Moravia Cans Tel: +420 572 619 411 info@moraviacans.cz www.moraviacans.com

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C O M PA N Y

Creativity Unconstr Arabian Construction Company continues to build iconic structures across the Middle East, not least in Dubai where it is on track to deliver a series of landmark projects Writer: Tom Wadlow Project Manager: Ryan Gray

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tanding out from the crowd has never been more important in the realm of construction.

A sector in contraction in many parts of the world, the ability to differentiate is key to securing success in ever competitive tendering processes.

rained The Middle East, although in a healthier financial state than some other regions, is not immune to the challenge of increasing competition.

“Construction is recognised as a complex and difficult business due to the multitude of parameters which can affect the construction process,” comments Maher Merehbi, CEO of Arabian Construction Company (ACC).

“Added to this level of difficulty, the economy in the Middle East is in a downturn and this

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has an undeniable effect on construction. In such situations, the challenges of securing and realising projects increase dramatically.”

Dubai, a key focus for ACC, represents a market where opportunities remain largely abundant.

In 2018, some $30 billion worth of projects were awarded to contractors, while preparations for Expo 2020

EME continue at a momentous pace alongside the emirate’s push to develop into a truly smart city.

For Merehbi, places like Dubai offer the chance to realise long-held career ambitions.

“Engineering and construction were a career choice from my early academic years,” he explains. “The potential of realising physical projects catering to the everyday needs of people as well as outstanding landmarks made this field a very attractive proposition.

“ACC, being a prominent construction company in the region and a business partly owned by our family, fulfilled my career aspirations.”

Making masterpieces

Indeed, the Merehbi and Mikati families have been running ACC ever since they founded it in 1967, completing a host of memorable projects along the way.

Such a portfolio is being added to with interest in Abu Dhabi and Dubai, hotbed for construction innovation and home to several ongoing developments.

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The first is the Address Residence Sky View project, a multi-use construct comprising two towers sat on a threelevel podium and linked by a skybridge and set for imminent completion.

The development is situated on a prominent plot of land in Downtown Dubai, uniquely characterised by a protruding cantilevered observatory deck with glass floor and roof, along with a hanging glass sky slide promising visitors breathtaking views of the city.

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“The Sky View project was particularly challenging across several disciplines,” says Merehbi, “starting from a very constrained delivery schedule and location adjacent to Burj Khalifa’s busy metro station.

“The construction methods and logistics employed during the construction were also particularly challenging, especially the sky bridge linking both towers and sky walk observatory deck, which weigh 1,500 tonnes and 700 tonnes respectively.

IN GOOD HEALTH Slated for handover in July 2019, the Clemenceau Medical Centre at Dubai Health Care City is a further example of ACC’s ongoing work in the emirate.

It is a luxury 90-bed hospital that will have six state-of-the-art operating theatres, 44 consultation clinics, robotic surgery, and wide-ranging inpatient and outpatient services, using the latest technologies and medical procedures.

“This is a turnkey project fully and exclusively executed by ACC’s in-house teams, i.e. our MEP and Civil divisions,” says Merehbi.

“This has catered for the compressed execution time while maintaining high quality of works.

“ACC’s project management structure allowed a swift integration of the medical equipment technologies, which afforded the client the necessary time for the selection of the medical equipment after the start of the project, all without interruption to the works.”

The building consists of four basements, a ground floor, seven medical floors, three mechanical floors and roof – a plot area of approximately 5,000 square metres with a total built up area exceeding 40,000 square metres.

The hospital will also be able to cater for air ambulance transportation as well as second opinion and consultations via telemedicine.

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AMC PROTECTION

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ince 1996 AMC has been protecting its clients’ investments across the complete spectrum of the construction industry in the Gulf. From airports to architectural masterpieces, skyscrapers to shopping malls to luxury hotels, the broad range of innovative sustainable waterproofing and EIFS solutions offered by AMC to various projects, including multi-billion dollar investments, continue to provide peace of mind and stability in the ever evolving and challenging world of construction in a desert environment.

Working closely with our valued partners in the construction industry AMC continues to develop new designs for increasingly ambitious projects and is now recognised as one of the Middle East’s leaders in design, engineering, supply and application of roofing, waterproofing and insulated facade systems technologies across the region.

ARAB MARBLE

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rab Marble has played a pivotal role in the marble and granite market in the United Arab Emirates, implementing many landmark projects in the Abu Dhabi, Dubai and Al Ain area.

Our personalised approach to customer relations allow our clients open and unhindered access to all management layers.

Recent projects completed in partnership with ACC include the World Trade Center in Abu Dhabi and Address Fountain Views.

Samples of our achievements can be seen all around Abu Dhabi in luxurious five Star Hotels such as the Park Hyatt Hotel & Villas, Shangri-la Qaryat Al Beri and Qasr Al Sarab Desert Resort.

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www.arabmarble.ae

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AMC-Leading the Way in Moisture and Thermal Protection

ABUDHABI: Tel. +9712 6222820, P.O. Box 47275, Abu Dhabi-UAE DUBAI: Tel. +9714 5531590, P.O. Box 15578, Dubai-UAE

www.amc-protection.net info@amc-protection.com

The oldest in Abu Dhabi since 1978, Still yours to discover.

Arab Marble Est. Mussafah, Abu Dhabi UAE PO box #3835 Tel: +971-2-555-5133 +971-2-555-4008 Fax: +971-2-555-4005 Email: am@arabmarble.ae Website: www.arabmarble.ae

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These were lifted into position using strand jacks with very slim tolerance margins.”

Once completed, the development will carry the extra convenience of being directly linked to the Dubai Metro and Dubai Mall via an airconditioned travellator.

Another project for Address involves the construction of a three-tower residential complex featuring 786 serviced luxurious apartments and 194 hotel rooms built over a 12-storey Podium, part of which is an extension

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to Dubai Mall while the remaining part will house the car park facility.

Named Fountain Views and set for handover in August 2019, it is joined to the mall by a three-level link bridge which spans 80 metres in length and is 60 metres wide, built with more steel than the quantity used to build another prestigious landmark, the Eiffel Tower.

One of the greatest obstacles overcome was the logistics setup, made difficult by the very limited access to the complicated shape and location of the plot in the centre of Downtown Dubai.

ALUSTEEL Mr Maher Merehbi, CEO, Arabian Construction Company

Address Fountain Views

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ounded in 1990, Alusteel is now a leader in the building envelope industry. Armed with imagination and resilience, it grew from a small aluminum company into a dynamic façade specialist across the Middle East and Africa.

Alusteel is committed to innovative engineering solutions, consistently exceeding clients’ expectations with high-quality end-products and services.

Its three main factories in Lebanon, Saudi Arabia, and Nigeria, harbour the latest machining technology that allow it to cover market needs in various countries in Africa and the region.

Alusteel’s portfolio of international projects keeps growing, with a diversity of large-scale undertakings exceeding a turn-over of 100 million dollars.

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• We are committed to provide our enhanced standardized quality.

• Technology, Quality & Service Integrated.

• Façade Works Specialists.

Halat, Jbeil, industrial area, St 1001, Alusteel bldg, Lebanon T +961 9 477 393, +961 9 478 053 www.alusteel-lb.com

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“Furthermore, the pace of the project and its design made the execution of the works quite challenging,” adds Merehbi.

“ACC, being a prominent construction company in the region and a business partly owned by our family, fulfilled my career aspirations”

Building productivity

Delivering these projects, both in Dubai and elsewhere across the ACC footprint, is a central priority for Merehbi in the near term.

Beyond this, the company is considering expansion of its operations in India and parts of West Africa, a move which will require the smooth functioning of its wide network of suppliers and subcontractors from around the world.

It resembles a culture built up by ACC over time.

“Transparency and ethics are well anchored principles of the ACC procurement organisation and we have established relationships of trust and mutual respect within our supply chain,” explains Merehbi. “ACC procurement welcomes all suppliers

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“We are optimistic because of the existing demand and the fast pace of social and professional developments taking place”

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who share its sense of commitment and work culture.”

Evolution of this network will also help ACC achieve its goals relating to productivity, something the CEO identifies as crucial to any wider regional industry progression.

“This is one of the main challenges facing the construction industry globally and requires the active implementation of new technology in various construction processes,” Merehbi continues.

“Additionally, the traditional procurement of construction services and the contractual environment in the construction industry must evolve. Construction accounts for approximately nine percent of the global economy, yet it has not sufficiently improved in productivity over the past 50 years.

“The construction industry affects virtually all aspects of society and the growth of the global economy

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and people’s wellbeing mandates the implementation of productivity enhancing technology and environmentally friendly innovations.”

However, Merehbi is confident the Middle East can act as a catalyst for the coming innovations.

The Chief Executive concludes: “The region is a very interesting area with a young and growing population.

Construction is a strategic sector for us, and we are optimistic because of the existing demand and the fast pace of social and professional developments taking place.”

Arabian Construction Company Tel: +961 1 355 910 www.accsal.com

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Avant-Garde

Architecture A construction company that dares to be different, Affan Innovative Structures has established itself as a figurehead of modernity Writer: Jonathan Dyble | Project Manager: Ryan Gray Aluminium has been used in aircraft since 1925, but it didn’t appear on any building site until the 1960s.

“Following the same pattern, carbon fibre, often referred to as the material of the future, was discovered in 1974 and first used in aircraft in 1984, but we’re still yet to see it being used widely in architectural designs.”

In the eyes of Amer Affan, vast swathes of the construction industry have developed a reputation of being somewhat regressive, with sector players consistently relying on traditional techniques, rarely challenging

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status quos.

Going against this grain, however, was the source of Affan’s motivations in setting up Affan Innovative Structures in 2004 – a Dubai-based business that has positioned itself as one of the market leaders in producing world-class steel and glass structures.

Looking at projects from fresh, creative perspectives, and having cultivated a team that is adept in working with the latest technologies, techniques and materials such as

carbon fibre, the company has come to embody forward-thinking architecture in the GCC’s construction industry.

“One particular client of ours, Sidra Hospital in Qatar, was looking for an entrance canopy resembling a thin flying carpet-style look clad in stainless steel back in 2009, a filigree 3D design that was simply not possible to construct in steel,”

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reveals Affan, calling upon an example of the company’s innovative ethos in action.

“At that time, I was also building my own sailing boat in Dubai and realised the advantages of carbon fibre. The mast had about the same dimensions as the span of the hospital’s proposed canopy (25 metres in length) and so I put two and two together and explored the idea of using this same material.”

Affan’s emphasis on partnerships played a key role in enabling this venture, the company having worked closely with Airbus in developing its own architectural technologies surrounding the use of carbon fibre.

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“It doesn’t matter if a project is steel and glass, composite, or anything else – we always try to cooperate with partners if possible,” Affan states. “I’m a person who likes to sleep well and find that four eyes are always better than two.”

On the Sidra Hospital project, this emphasis showed its merits, with Affan Innovative Structures having delivered the lightweight and very slender carbon fibre canopy without any need for backing panels or waterproofing membranes.

“We take on the jobs that no one else is willing to do; that appear impossible at first glance,” the MD adds. “Engineers may view a concept or proposal as being difficult, complex or unfamiliar. And that’s where we excel, owed to our willingness to try new things and dedication to meeting the expectations and requests of our clients.”

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AMER AFFAN Born in Damascus, Syria, Amer Affan left for England at the age of 13, studying for his O levels and A levels before undertaking his first degree at Edinburgh University.

Having gained scholarship for every year of his schooling, this trend continued when Affan joined Trinity College Cambridge, completing his doctorate thesis in just two years and eight months – the second fastest PHD in Cambridge University’s history.

“Post-university, I was offered a job working on the channel tunnel in Guildford before leaving for Germany to accept a role at MERO/Mannesmann,” Affan reveals. “Seven years on, I moved to Dubai where still I worked for MERO/Mannesmann before setting up Affan Innovative Structures a decade later.”

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Experimental and inventive

It is this forward-thinking ethos that has allowed the organisation to excel in the 15 years since its unconventional inception.

“Back in 2004 I worked on a job for one person, but they could only pay the money into a business account,” Affan answers when asked about the firm’s history. “Affan Innovative Structures was therefore only initially launched so that I could accept this single payment, but soon after we began to take on more jobs and I hired my own team.”

From three staff at the end of year one to seven at the end of year four, the enterprise has expanded exponentially, now employing 250 workers across a diverse multitude of different divisions and specialisms.

Naturally, this growth has been accompanied by an ability to provide turnkey solutions that include an abundant range of adept design,

A meeting taking place between the Affan Innovative Structures team

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fabrication, installation and building and maintenance system services, and in turn countless contracts and innovative architectural projects.

And for Affan, this portfolio is epitomised by The Lady Bug – a play area for children commissioned by the Dubai Health Authority for the Al Jalila Hospital in Dubai in 2014.

“We’ve delivered everything from 46-metre carbon fibre palm trees at the Palm Jumeirah to a sculpture bus

stop for Airbus, but The Lady Bug is particularly fond in my memory,” he states.

“I asked the hospital Director why he didn’t want to spend the finances allocated to this project on extra hospital equipment, and I couldn’t believe his answer. He said a happy child recovers much faster than an unhappy child – brighten their days and you can help to get them home and healthy where they belong.”

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Delivering Clear Excellence

Manufacturer of high quality processed glass serving the UAE and GCC Market.

Dubai Investment Park -1 Dubai, UAE Call: (+971) 4 812 1100 Fax: (+971) 4 885 4403 Email:info@glassforms.ae glassforms.ae Fast-forward to the present day and the company’s attentions are largely being captivated by its most significant undertaking to date in the form of Dubai’s Museum of the Future.

The facility is set to be no less than a flagship for the city, contributing substantially to the UAE’s mission of becoming a global innovation centre with its labs focused on health, education, smart cities, energy and transport technologies.

A key player in helping to deliver this, it is Affan Innovative Structures’ role to provide and fabricate the ‘materials of the future’ making the panels of the exterior cladding of the ‘museum of the future’ – a project that will require almost one million square metres of multiaxial glass and carbon prepreg sheets to create the 17,000 square metre cladding panels.

“In order to complete the Museum on time we’ve doubled our fabrication capacity, and by the time we’ve finished this project, we expect to be

Affan’s staff are always on hand to support clients

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“There’s a major construction boom in the UAE at the moment owed to Expo 2020, which is only adding to the potential of this high-value market,” he affirms. “But we’re wary that this won’t last forever and are actively looking for new partners abroad to work with, be it the Far East, Europe, the USA or elsewhere in the world.”

The company is already delivering its expertise and services to international markets on an ad hoc basis, largely in the form of prefabricated structures that includes a luxury resort in the Ivory Coast. Yet its capacity and indeed potential has expanded far beyond this, with Affan looking to profit.

MUSEUM OF THE FUTURE Museum of the Future is a technological museum located in Dubai’s International Financial Centre (DIFC).

one of the most advanced companies in the world when it comes to these specific architectural techniques,” adds Affan.

And understandably so. The torus shaped building will be the latest landmark to mark the Emirate’s skyline and stretch the limits of engineering creativity.

“The UAE is a fantastic market,” Affan continues. “An adventurous and innovative country that is always looking for unique designs like the Museum of the Future, it’s what I’d describe as the dream place for any architect.”

Maintaining momentum

This is not to say that the company’s ambitions are restricted, however.

International growth is high on the agenda for Affan moving forward, the MD ready to leverage these expanded capabilities far beyond its consolidated status in the GCC.

With construction having begun in 2017, the torus shaped building that will reach 255 feet in height is expected to be completed in 2020, with its exterior consisting of 17,000 square metres of multiaxial glass and carbon prepeg panels covered in stainless steel.

Upon completion, the facility will be a spearhead of the UAE’s mission of being a global innovation centre, actively contributing through the production of futuristic inventions.

Much of this will stem from the facility’s innovation labs, focused on health, education, smart cities, energy and transport, as well as offering a testbed for technology giants and startups alike to showcase and develop their concepts.

“Right now, our physical footprint is confined to one country,” he summarises. “We execute projects in Saudi Arabia, Qatar, Bahrain, France, Germany and more, however, our production always stems from the UAE. “We’re looking to change this, and by being at forefront of industry innovation through our involvement in projects such as the Museum of the Future, we’re looking forward to broadening these horizons.

“It’s a commercial decision, but a logical one too. I feel we’re ready to capitalise and tackle many more complex projects around the world.”

Affan Innovative Structures Tel: +971 4 341 9933 info@affan.ae www.affan-uae.com

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Dubai floating villas image gallery

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CHALLENGING the Conventional

A pioneer of cutting-edge construction, ADMARES combines innovative marine, offshore, land and modular techniques to deliver world-renowned projects

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Writer: Jonathan Dyble | Project Manager: Ryan Gray

very week, three million people across the globe relocate to a city. It is no surprise, therefore, that by 2030, 60 percent of the world’s population are expected to be living in urban epicentres, as swathes of people equivalent to the populace of Rome or Madrid relocate to cities every seven days.

With this unprecedented metropolitan influx will come countless challenges, from detrimental environmental effects to potentially challenging social climates. On the contrary, however, the preparations that have begun have led to the emergence of a number of proactive solutions including the rise of marine architecture.

A concept that has proven itself to be ideal in areas where there is high demand for real estate near water, floating and amphibious buildings have revealed their merits in adapting to rising sea levels, dealing with the adverse effects of climate change and maximising the use of green technologies.

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It is because of this abundance of benefits that Mikael Hedberg recognised an opportunity in 2014.

“I began my career in the marine industry upon receiving my master’s degree and after a few years of working within several different areas of the industry, decided to start my own business,” he reveals, outlining his path into the construction industry.

“I founded ALMACO Group in 1998 together with my father and a few colleagues, a company specialising in both the construction and modernisation of cruise ships and offshore accommodation areas, public areas, galleys and provision rooms.

“My time at ALMACO provided me Mikael Hedberg, Founder and CEO with useful experience that served of AMDARES saw the company quickly as a solid foundation when I founded ADMARES in 2014.” develop a niche in the development and delivery of floating buildings and Modular marvel real estate on piles, expertise that have been fine tuned in the past halfHaving firmly piqued his interests in modular construction, Heberg’s launch decade.

Inside an ADMARES construct

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As a result, the Finland-headquartered enterprise has established itself as a flagship of construction innovation globally, with subsequent offices launched in the UAE, UK, USA, Italy and Qatar.

“We are a world leader in alternative real estate using cutting edge, modular techniques and turnkey solutions,” Hedberg reveals. “Our marine division, for example, utilises highly specialised modular technology to build custom private villas, hotels, resorts, islands and even complete cities on water, tailored in design to fit with local architecture and differentiated technical requirements.

“Our products are usually completed 95-100 percent off-site as separate modules, which leads to maximum efficiency, guaranteed higher product quality and greater returns for our client.”

Further, having perfected this operational model, the company has begun to broaden its expertise alongside its geographical reach.

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We are a leading provider of complete automation and power systems Focusing on environmental friendly solutions for offshore and marine industry

www.blueday.no

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Burj Al Arab Luxury Terrace image gallery

Using the same off-site construction and turnkey delivery techniques, ADMARES has been able to leverage its existing transferable skills, applying them in other builds including traditional construction projects and modular healthcare facilities.

“Whether it’s for new projects or extensions, our turnkey construction and pre-assembly solutions ensure minimal disruption takes place, greatly reducing on-site construction timeframes and providing powerful commercial advantages to our clients.”

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Project perfection

It’s an impressive feat of engineering.

The off-site fabrication in Finland and subsequent installation in Dubai was the biggestever undertaking of its kind”

These competencies, as expected, reflect themselves in many of the company’s highly prestigious projects.

Readily able to work with any client in delivering custom-designs, ADMARES prides itself on offering tailored architectures that are in keeping with local cultures and norms and specific technical requirements.

“The Burj Al Arab Luxury Terrace is one of my favourites,” explains Hedberg, pointing to a project that embodies this flexibility.

“It gave us the opportunity to

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The Burj Al Arab is one of Dubai’s most iconic and recongnisable landmarks

create a unique structure that could be installed in its final location with very little disruption to the existing hotel and its guests and the surrounding marine life, all within a remarkably short time frame.

“It’s an impressive feat of engineering. The off-site fabrication in Finland and subsequent installation in Dubai was the biggest-ever undertaking of its kind. Meanwhile, the luxury terrace was an exceptionally large addition to the hotel’s exterior design, which is one of the world’s most famous structures.”

Alongside the Burj Al Arab Luxury Terrace, ADMARES has also executed a multitude of other globally renowned projects.

These include the world’s largest floating villa, featuring 6,000 square metres of space over three floors; the Marasi Business Bay Floating Villas, consisting of nine water homes; and MedModular, the world’s first patented pre-fabricated patient room, in partnership with EIR Healthcare.

“During the last few years we’ve been investing heavily in our modular product development and we will

be announcing a new product soon which is sure to disrupt the traditional construction industry,” States Hedberg, pointing to similarly innovative projects that are also in the pipeline for the company.

Moving forward, this outlook is unlikely to change at ADMARES for the foreseeable future.

With a marked increase in opportunities presented to the modular construction industry, owed to growing confidence in this sector and changing industry and social demands, the company has significant cause for optimism – optimism that Hedberg intends to harness and materialise.

“In many ways, the construction industry is very much stuck in the past and there are many opportunities for big changes to be made,” he states.

“We are striving to be the ones to make those changes; to completely revolutionise the industry.”

ADMARES Group Oy Tel: +358 207 120 700 www.admares.com

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COMPELLING CAPTIVATING CONSTRUCTION Capitalising on the ever-exciting market that is Dubai, Sobha Realty is leading the charge with its avant-garde architecture Project Manager: Ben Weaver

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city renowned for striking superlatives, Dubai’s architectural industry has become transcendent in recent decades.

From the world’s tallest building in the form of the Burj Khalifa, standing at 830 metres (2.76 times taller than the Eiffel Tower), to the weird and wonderful of the Dubai Frame, Museum of the Future, Cayan Tower and Burj Al Arab, it’s a city that has become renowned for creativity, innovation and imagination.

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It is worth noting that the region is not all show, however.

According to Knight Frank’s data, $1 million can purchase 143 square metres of space in Dubai, compared to 16 square metres in Monaco, 22 square metres in Hong Kong, and 31 square metres in New York and London. Further, it continues to rank the highest for living quality across the Middle East according to the Mercer Quality of Living Index.

For this reason, Muscat, Oman-

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based multinational real estate and construction company, Sobha Group, identified an opportunity back in 2003.

Seeking to capitalise on the region’s rapidly growing demand for worldclass infrastructure, combined with economic prospects in the form of sustainable growth and a blossoming pool of international talent, the company which started out as an interior decoration firm in 1976 has excelled in the region in the 16 years since expanding.

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Highly regarded as a leading international luxury developer, Sobha Realty, the Dubai-based spearhead of Sobha Group, has continued to redefine the real estate value chain through a multitude of flagship developments.

A new heartland

The most notable of these is Sobha Hartland.

An eight million square foot waterfront community consisting of luxury apartments and housing, the development situated in Mohammed Bin Rashid Al Maktoum City close to the Burj Khalifa will showcase some of Sobha Realty’s most iconic work, evidenced by the One Park Avenue apartment block.

Defined by breath-taking views and stunning living spaces, the facility will feature fully automated lighting, air conditioning and curtains; state-ofthe-art biometric security systems; smart and sustainable water faucets; noise cancelling façade systems; a smart gym; electric vehicle parking and charging stations; and six sky gardens, each with a unique theme.

Meanwhile, the company is also developing Hartland Greens as part of the expansive project – a collection of six mid-rise buildings set amidst 2.4 million square feet of green space – and 282 villas that will be up to 17,000 square feet in size.

Each of these three diversified components will be located within five

minutes’ drive from the Burj Khalifa, Dubai Mall, the Meydan Racecourse, the Ras Al Khor Wildlife Sanctuary, the metro line and the Dubai canal walkway.

Accommodation draped in grandeur and splendour aside, however, the neighbourhood is also set to include a number of high-end amenities such as two international schools – Hartland International School and North London Collegiate School.

“Designed with world-class facilities aimed at stimulating a passion for knowledge, these are the finest schools to pave the way for your child’s bright future,” Sobha Realty states on its website.

In addition, the Hartland Mall will take centre stage, housing elite brands from

A GLOBAL PORTFOLIO Sobha Group is a multinational real estate and construction group with diversified interests and investments in the UAE, Oman, India, Bahrain, Brunei and Tanzania.

It is the parent entity of a multitude of subsidiaries including PNC Architects, Sobha Electromechanical, Sobha Interiors, Sobha Horticulture, Sobha Restoplus, Sobha Contracting and Sobha Realty, the latter being responsible for the firm’s Dubai-based developments.

The latest of these flagship projects is Sobha Hartland, a $4 billion mixed-use luxury development that includes villas, townhouses and apartments in Mohammed Bin Rashid Al Maktoum City.

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all over the world, while numerous cafes and restaurants will be strewn throughout the gated community, coupled by parks and gardens, to create a sociable, inclusive atmosphere.

An unrivalled social agenda

Architecture is not the only front on which Sobha Realty excels, however.

With the organisation headed up by its Founder and Chairman Puthan Neduvakkatt Chenthamaraksha (PNC) Menon, an Omani billionaire businessman, corporate social responsibility is another area in which the company shines, both in Dubai and across the globe.

The Sobha Rural Women Empowerment Program, for example, sees the expenses of 50 widowed mothers including clothing and medical bills being covered, while educational funding is also provided to their children with the goal of offering them life-changing opportunities.

Empowering youth is similarly a key agenda in the Sobha Icon initiative which provides a platform for less fortunate students to flourish. What’s more, the Sobha Academy, based in India, offers quality education to 900 students at no cost, again helping to

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break the vicious cycle of poverty for numerous families.

Aside from education, the Sobha brand also facilitates a social weddings scheme that has helped to fund over 500 weddings to date, runs a green initiative to reduce the group’s carbon footprint and impact the environment

INTERNATIONAL ESTEEM Outside of Dubai, Sobha has delivered a multitude of iconic projects, undertaking everything from development and engineering to design and interiors. Some of these developments include, but are not limited to: • Sultan Qaboos Grand Mosque, Muscat, Oman • Al Bustan Palace, Muscat, Oman • Infosys, Bengaluru, India • Infosys Multiplex, Mysore, India

in a positive manner, and operates a healthcare centre in Panchayat, India, providing free consultations, checkups and treatments.

“Mr Menon’s philanthropy has positively changed the lives of thousands, with half of his wealth committed to charitable organisations,” Sobha Realty states.

“His devotion to humanitarian causes has not only earned him admirable accolades but the hearts of people around the world.”

It is this passion, reflected in both its architectural excellence and its community upliftment strives, that stands Sobha Group and in turn Sobha Realty apart.

Be it the 70 professionals employed in its design studio who champion creativity, or its commitment to sourcing the best materials from the best manufacturers across the world, the company continues to reach lofty heights due to an adherence to industry best practices.

Combine this with the firm’s relevant, high-end, ideally located developments in Dubai, and the next half decade looks bright for the company as it strives to complete the Hartland development by 2024.

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Built-in Connectivity with Siemens Home Appliances!

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onnectivity can mean many things. Let’s start there. From one hand, we can use that word to describe Siemens Built-in Home Appliances design and the way it seamlessly connects the whole kitchen and its aesthetic. From another hand, and this is just in, connectivity is something that is now built in our Home Appliances.

Now you can connect to your Siemens Home Appliances from wherever you are, via the Home Connect app and the Wifi-enabled Siemens Home Appliances. Remember those moments when you realized you forgot to bring milk, after just arriving back home from the supermarket? Remember all those wondering thoughts whether you turned off the oven after leaving the house? Well, now with Siemens connected home appliances, you can track everything happening at home when it comes to your home appliances.

The ‘Big Bang’ launch was also part of ‘Siemens Future Talks Event’ – Siemens’s knowledge-sharing platform, where some of the region’s boldest visionaries and opinion leaders from across the world gave keynote speeches for the technology shaping tomorrow. The event hosted the CEO of du telecoms Osman Sultan deliver a talk on the future of the smart home. Prof.

Ozgur Demirtas, Founding Chairman of the Center of Excellence in Finance (CEF) at Sabanci University in Turkey, and a Marie-Curie Research Fellow focusing on technology, robotics and IoT, mapped out a compelling vision of a shared future thirty years from now.

Home Connect technologies craft stories of engagement – such as the coffee maker brewing your morning cup without you needing to walk into the kitchen, or the dishwasher automatically placing an order for dishwashing powder when it runs low. Meanwhile, the two cameras installed within the Siemens smart fridge let you take a peek inside wherever they are, through the intuitive Home Connect app. It only takes a few seconds to check what’s available in the fridge when planning meals or when culinary inspiration strikes. It’s also an excellent assist for when you forget your shopping list at home while heading out to the shops.

At the heart of the Siemens Home Appliances universe is the Home Connect app. It’s the console that enables you to connect, from wherever you are.

Siemens Home Connect has been recently launched in the UAE, and the launch shook the city with the ‘Big Bang’ that was prepared - Taking over the iconic Burj Khalifa and using it for revealing and launching this big surprise. “Be on top of the world with every connection” was the main title given for this launch, as with Siemens Home Connect, you can be on top of the world with the latest in what innovation is offering!

H Y D R A W E L L

The Abandonment Accelerator HydraWell holds the key to fast, effective offshore oil well abandonment and it comes in the form of PWC. Tom Leeson, Chief Commercial Officer, reveals how Writer: Jonathan Dyble | Project Manager: David Knott

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For me, pursuing a career in offshore oil was powered by the opportunities to travel.

“When I left university, I wanted to get away from 1980s Britain and see the world, and the sector enabled me to do so. I worked in the Netherlands and Oman, then returning to focus on the North Sea before shifting my attentions to the service sector where I hoped to become more involved with the commercial aspects of the industry.

“Working out in the field was a great introduction to this industry and it has never failed to surprise me with new challenges in the years since. There’s always something interesting to pursue.”

Both well versed and travelled, Tom Leeson has rightfully earned his reputation as an offshore decommissioning and well abandonment specialist.

Having started out as a Production Engineer working with Shell in 1989, an illustrious career has led him to hold a number of international management and consultancy roles. Now based in Aberdeen, the latest of these is his standing as the Chief Commercial Officer of HydraWell.

“HydraWell was brought to life just over 10 years ago now,” he explains, calling upon the company’s history as well as this career path. “A couple of the founders recognised that there was a real need being articulated

by North Sea well operators, particularly in Norway.

“Offshore well owners were expressing concerns about the quality of the isolations in their abandonments – at that time there was a heavy reliance on simple yet ineffective solutions or section milling which was and still is problematic and expensive in its own right.”

Receiving support and sponsorship

EME from said well owners, the company’s exploration of solutions quickly led to the invention and development of HydraWell’s patented perforation, wash and cement (PWC) technologies.

Efficient and effective

So, what is PWC? Simply put, it offers an efficient alternative way of restoring a competent cement barrier behind well casing that is both much quicker and more effective in achieving long-term isolation than other abandonment methods.

The method can either be used for plugging and abandoning wells and for conducting slot recovery or well repair operations for both single and dual casing wells.

Because such projects aren’t related to any income stream, they’re all about managing costs – and this is where PWC’s attractiveness lies.

“If we look at the two other principle options for getting an isolation barrier into the anulus behind the casing well, the first of these is cutting and pulling the casing out. The issue here, however, is that you’ve then got to deal with debris and lifting the casing to surface, and it might be corroded or contaminated with radioactive material,” explains Leeson.

“The second option is section milling, but the issue here lies in swarf, where a typical job might produce roughly four tonnes of these tiny shavings of metal. It’s horrible stuff to handle, can get into and damage equipment at the surface and often requires major clean-up operations. But it has to be disposed of.”

Operating by perforating the casing, washing the annulus behind it, and placing cement across the whole crosssection of the wellbore in a single run, PWC eliminates these challenges.

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In one instance, for example, HydraWell was able to reduce one of its clients plug and abandonment (P&A) processes from 20 days to just three using PWC, drastically reducing the cost and time taken.

“We lead this segment in the market right now,” adds Leeson, explaining how the company has patented its intellectual property.

“We use these technologies in tandem with other industry services, integrating them with elements of abandonment such as cementing.

This is where the real successes lie – when we’re able to plan and execute an entire project through close knit collaboration to ensure that costs are minimised.”

bring the technology with them to other parts of the world.

“We’ve found that Southeast Asia is an emerging market for us,” reveals the CCO. “We’ve recently delivered on some work in Brunei and Malaysia as a result, the latter having been an undertaking with Petronas.

“This was our first project in the country and has been a major step for the business. Petronas operate somewhat differently from European companies, so it was much more than just another P&A. Rather, it was a learning curve in understanding the cultural, procedural and workflow differences, learnings we can take with us moving forward.”

Alongside this subregion, the firm has identified Canada, Brazil and Broadening horizons Australia as potentially high value To date, the company has delivered markets of the future, each meeting a almost 300 annulus cement plugs with specific criterion. a 97 percent success rate, largely in the Commenting on expansion North Sea. potential, Leeson continues: “As you’d In the last 18 months, however, the expect, we’re looking to establish company has begun to look further ourselves in mature basins where there afield, identifying prospective potential is a large stock of aging wells that will business in alternate regions and require abandonment. This has to indeed recognising the technology’s be coupled with the right regulatory mutual benefit to other global regime, however, where governments businesses. As PWC has become and industries alike are encouraged the favoured plugging method for a to ensure that isolations are both number of supermajors, majors and successful and long-lasting, keeping in independent oil companies operating mind corporate responsibility and the in the North Sea, the same companies environment.”

How it works Using a ball drop mechanism, the HydraWell Spray Cementing Valve™ is activated and combined with the HydraArchimedes™ tool, enable placing plugging material in the entire cross section of a single or multiple annuli, and hence, establishing a proper barrier in the well for P&A or sidetrack purposes

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Trusted supplier to HydraWell

The Leading Executive Search Company in the Drilling & Well sector

UK Bollington T +44 (0)1625 352023

Norway Kristiansand T +47 469 41855

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Optimism and opportunity

Moving forward, the aforementioned expansion strategy remains top of the pecking order for HydraWell, particularly as the North Sea market has begun to plateau.

Growth is not the sole ambition in the company’s pipeline, however, with innovation and diversification also

remaining a continual process.

“In terms of investment, we’re currently looking at how we can modify our existing skillsets and capital to work without a rig on site,” Leeson affirms. “Not only would this allow us to bring next generation tooling to market, but in turn we’ll be able to provide even more competitive services.

“If the client can dispense with the rig, then we can probably halve the cost of the well abandonment, for example.”

Coupled with both innovation and expansion will be consolidation for the company, with HydraWell looking to take its industry-leading technology, experienced team and proven abilities in order to institutionalise and formalise PWC as a globally established process.

“We’re optimistic about growth opportunities,” Leeson responds when asked about the firm’s outlook.

info@nordmanpartners.com

“Of course, we’re realistic that there are macro challenges that we don’t have control over. If we end up at $30 per barrel then well owners won’t be spending on abandonment, and similarly if we reach £150 per barrel then sources will continue producing for longer.

“Aside from this, however, we’re expecting a rise in demand for sophisticated abandonments due to regulatory and environmental pressures, particularly surrounding complex P&A projects – a trend that will serve us well for years to come.”

HydraWell Tel: +47 5169 7600 sales@hydrawell.com www.hydrawell.com

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WORLD

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Energy for prosperity

Event Details WHEN: September 9-12 WHERE: Abu Dhabi, UAE WEBSITE: www.worldenergy.org

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THE TRIENNIAL WORLD Energy Congress is the world’s largest and most influential energy event covering all aspects of the energy agenda. Running since 1924, the Congress enables dialogue among ministers, CEOs, policymakers and industry practitioners on important developments in the energy sector.

A flagship event of the World Energy Council, the Congress offers a unique platform for global energy leaders to explore new energy futures, critical innovation areas, and new strategies.

The Congress has been staged in over 20 cities across the world. In 2019, the 24th World Energy Congress will be held in Abu Dhabi under the patronage of H.H. Sheikh Khalifa Bin Zayed Al Nahyan, President of the United Arab

Emirates from September 9-12 2019.

Under the theme “Energy for Prosperity”, the Congress will be a global leadership forum that defines the strategy for a collaborative, sustainable and innovative energy future that enables societal, commercial and community prosperity.

UNDER THE PATRONAGE OF H.H. SHEIKH KHALIFA BIN ZAYED AL NAHYAN, PRESIDENT OF THE UNITED ARAB EMIRATES

TH

BE PART OF THE MOST INFLUENTIAL GLOBAL ENERGY EVENT

REGISTER NOW www.wec24.org

250 70 4 GLOBAL SPEAKERS

SESSIONS

DAYS

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GOAL: ENERGY FOR PROSPERITY

Plenary sessions New visions of energy: Succeeding in a context of disruption

The new people power: Driving change for sustainable energy

Power, policies and purpose: a new era of energy geopolitics

New regional perspectives: The role of gas in the transition to a lower carbon economy in the MENA region

Start-up Energy Transition: The power of the bold

The business outlook for oil

Driving innovation: The role of governments in the future of energy

Reflections on the week: Energy for prosperity

info@wec24.org

WECongress

24th World Energy Congress

worldenergycongress

worldenergycongress

CONTAMINATION

EXPO

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Seven industry-leading events under one roof

Event Details WHEN: September 11-12 WHERE: Birmingham, UK WEBSITE: www.contaminationexpo.com

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THE CONTAMINATION EXPO Series is Europe’s leading contamination and geotechnical specialist event.

Created to provide businesses, private and public sector professionals and more, with access to the latest equipment, procedures and strategies in sectors such as ground engineering, as well as discovering best practices in managing, preventing and recovering from contamination occurrences.

The biggest event of its kind, the Contamination Expo brings the entire industry together in one place.

For two days of the year on September 11-12, the entire contamination and geotechnical

sector meet at the NEC, Birmingham; the only place to be for forwardthinking professionals, authorities, and businesses within the industry.

Across the event the Contamination Expo Series boasts 120 expert-led seminars and 150 cutting-edge suppliers, all intent to improve global geotechnical engineering and contamination prevention and recovery.

The series is made up of seven zones: Land Remediation, Spill Response, Clean Air Technology, Hazardous Materials, Waste Water, Nuclear Decommissioning and Remediation and the Geotechnical & Geoenvironmental.

Unrivalled networking opportunities

150 exhibitors

11 & 12 sept 2019

Inspiring case studies

120 seminars

nec, birmingham

CONTAMINATION EXPO SERIES SUPPORTED BY:

Europe’s leading environmental industries exhibition

REGISTER FOR FREE TICKETS! | contaminationexpo.com RUNNING ALONGSIDE

MARINE & COASTAL CIVIL ENGINEERING

FLOOD EXPO

EXPLORATION

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Technology takes centre stage at EPOCH 2019

EXPLORATION AND PRODUCTION Offshore Congress Hub (EPOCH) has partnered with Lloyd’s Register to give all the delegates the opportunity to experience new VR technology to be

Event Details WHEN: September 16-17 WHERE: Thessaloniki, Greece WEBSITE: www.oilepoch.com

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used in the Offshore industry.

EPOCH takes place in Thessaloniki, Greece, on September 16-17.

“We chose Lloyd’s Register as our VR partner because this company is a leading global provider of engineering and technology-centric professional services,” says Regina Chislova, EPOCH Project Director. “All delegates will be able to try Virtual Reality Safety Simulator recently launched by Lloyd’s Register during two days of the Congress”.

Virtual Reality Safety Simulator was developed to help further support training and knowledge transfer in the energy industry. Through the application of the latest innovation and technology advancements, LR has built a virtual environment to help illustrate the need for a continued focus on safety and risk assessments in the industry.

To take a closer look at this and

other technologies presented at the focus exhibition area, register for EPOCH via the event website.

There will be a two-day business programme full of cases and updates on major offshore projects in the Mediterranean and West Africa, including exploring for hydrocarbons across the Mediterranean by Hellenic Petroleum, Total and ExxonMobil.

Presentations are confirmed from NOCs, EPCs, drilling contractors, investors and governmental bodies.

Among them are Hellenic Petroleum, BP, Shell, ADNOC, Ghana National Petroleum Corporation, Oando Energy Resources, McDermott, Saipem, TechnipFMC, Transocean, Nabors, Lebanese Petroleum Administration, European Commission, Hellenic Hydrocarbon Resources Management and many others. To get the full list, please fill in the form at: www.oilepoch.com/request

3RD

ARAB

MINISTERIAL

FORUM

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F O C U S

Putting sustainable housing on the development agenda

THE UNITED ARAB Emirates is the proud host of the 3rd Arab Ministerial Forum on Housing and Urban Development.

Event Details WHEN: October 6-8 WHERE: Dubai, UAE WEBSITE:

www.arabministerialhousingforum.com

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This prestigious gathering is under the patronage of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai, hosted by the UAE Ministry of Infrastructure Development and Sheikh Zayed Housing Programme and in partnership with UN-Habitat and the League of Arab States.

During this event of historic importance for the region, ministries from across the Arab world will convene in Dubai to renew the vow and commitment towards sustainable development of housing and other critical infrastructures, thanks to the unwavering support, vision and wise leadership of the UAE and League of Arab States.

Over the course of three days, ministers and their technical committees will engage in high

level discussions and networking opportunities with the full spectrum of industry stakeholders including developers, architects, contractors and suppliers to tackle some of the most pressing challenges in the region, such as urgent requirements for the $150 billon of housing projects to be delivered by 2030 across 22 countries, sustainable LEED standards for large scale housing developments and sustainable development and environmental conservation and protection.

The ministerial forum will culminate in a declaration endorsed by 22 ministers of housing and infrastructure development who will pledge in making sustainable, high quality and safe housing to bolster regional economic integration and ensure a good quality of life for Arab citizens.

UNDER THE PATRONAGE OF: His Highness Sheikh Mohammed bin Rashid Al Maktoum Vice President, Prime Minister of UAE and Ruler of Dubai

October 2019, Al Habtoor City, Dubai, UAE

Help address the urgent requirements for the $150bn of housing projects to be delivered by 2030 across 22 countries.

Hosted by

The three-day event will be attended by 22 Ministers Of Housing from Arab countries and their technical committees members, along with 500 senior delegates from leading developers, architects, contractors and suppliers.

In partnership with

Are you interested in targeting public and private housing projects in Arab countries?

If yes, then the 3rd Third Ministerial Forum on Housing and Urban Development is your opportunity to meet with the key stakeholders involved in ongoing and upcoming housing projects from Arab countries.

For more information, visit arabministerialhousingforum.com or email us at partnerships@gmevents.ae

Organised by

gmgroupdubai

the-great-minds-group

arabministerialforumdubai

thegreatmindsgroup.com

T H E

F I N A L

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To round off each issue, we ask our contributing business leaders for their views on the same question

If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Mikael Hedberg Founder and CEO, ADMARES “You need to make sure your idea will solve a problem or bring new benefits to customers. You also need to make sure that that there is a demand large enough for what you are offering. Always make it your mission to become the best in your field, don’t settle for second place. It’s not easy and there are no quick rewards, entrepreneurship is extremely hard work and you will have many grey days but believe in yourself and don’t give up and you will be successful.”

Tom Leeson Chief Commercial Officer, HydraWell “The thing that springs to mind is get time in the field. Being out of the office and taking a look at operations is something that I’ve found invaluable. Finding out what it’s really like to actually implement those decisions that are made from behind a desk is really useful, and anybody who’s transitioned from being out in the field to an office job will say they wish they spent more time doing the former, because ultimately they would have learnt more. To make major decisions you need the knowledge and insight that brings value to those decision-making processes.”

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Maher Merehbi CEO, Arabian Construction Company “Develop your communication and managerial skills. They go a long way towards a successful career in construction.”

Sherif Elmeligy Chief Operations Officer, Dubai Refreshment PJSC “My advice is to understand the dynamics of your market. The UAE and Dubai is one of

the world’s most complicated markets for this industry because there are 195 different nationalities contained within Dubai’s population of 4.5 million people. Each and every individual has their own eating and drinking habits, so there is no one size fits all solution. We have to communicate to different segments of the population for different products, so anybody wanting to do business in food and drink here really needs to know the preferences of each part of our population.”

A pioneer of cutting-edge construction...

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The Burj Al Arab is one of Dubai’s most iconic and recongnisable landmarks

EME ADMARES

A pioneer of cutting-edge construction

A pioneer of cutting-edge construction, ADMARES combines innovative marine, offshore, land and modular techniques to deliver world-renowned projects Writer: Jonathan Dyble | Project Manager: Ryan Gray

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very week, three million people across the globe relocate to a city. It is no surprise, therefore, that by 2030, 60 percent of the world’s population are expected to be living in urban epicentres, as swathes of people equivalent to the populace of Rome or Madrid relocate to cities every seven days.

Dubai floating villas image gallery

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With this unprecedented metroA concept that has proven itself to politan influx will come countlessBurj challbe ideal in areas where there is high Al Arab Luxury Terrace enges, from detrimental environmental demand for real estate near water, image gallery effects to potentially challenging social floating and amphibious buildings Using the same off-site construction Project perfection climates. On the contrary, however, have revealed their merits in adapting These competencies, as expected, and turnkey delivery techniques, It’s andealing impressive the preparations that have begun have sea levels, with the reflect themselves in many of the ADMARES has been to able rising to leverage feat of engineering. highly prestigious projects. its existing transferable skills, applying led to the emergence of a number ofother builds adverse effectsThe of off-site climate change company’s Readily able to work with any them in including client in delivering custom-designs, traditional construction projects and proactive solutions including the rise of and maximising the use ofingreen fabrication ADMARES prides itself on offering modular healthcare facilities. marine architecture. technologies.

Finland and tailored architectures that are in “Whether it’s for new projects or extensions, our turnkey construction subsequent and pre-assembly solutions ensure installation in Dubai minimal disruption takes place, was the biggestgreatly reducing on-site construction timeframes and providing powerful WWW.EMEOUTLOOKMAG.COM ever undertaking of 2 commercial advantages to our its kind” clients.”

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clients.” its kind” commercial advantages to our ever undertaking of 2 WWW.EMEOUTLOOKMAG.COM timeframes and providing powerful greatly reducing on-site construction was the biggestminimal disruption takes place, installation in Dubai and pre-assembly solutions ensure subsequent extensions, our turnkey construction “Whether it’s for new projects or Finland and modular healthcare facilities. fabrication in traditional construction projects and The off-site them in other builds including its existing transferable skills, applying feat of engineering.

ADMARES has been able to leverage It’s an impressive and turnkey delivery techniques, Using the same off-site construction

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keeping with local cultures and norms and specific technical requirements.

“The Burj Al Arab Luxury Terrace is one of my favourites,” explains Hedberg, pointing to a project that embodies this flexibility.

“It gave us the opportunity to

“It gave us the opportunity to embodies this flexibility.

Hedberg, pointing to a project that is one of my favourites,” explains “The Burj Al Arab Luxury Terrace and specific technical requirements. keeping with local cultures and norms tailored architectures that are in ADMARES prides itself on offering client in delivering custom-designs, Readily able to work with any company’s highly prestigious projects. reflect themselves in many of the These competencies, as expected,

create a unique structure that could be installed in its final location with very little disruption to the existing hotel and its guests and the surrounding marine life, all within a remarkably short time frame.

“It’s an impressive feat of engineering. The off-site fabrication in Finland and subsequent installation in Dubai was the biggest-ever undertaking of its kind. Meanwhile, the luxury terrace was an exceptionally large addition to the hotel’s exterior design, which is one of the world’s most famous structures.”

most famous structures.” design, which is one of the world’s large addition to the hotel’s exterior luxury terrace was an exceptionally undertaking of its kind. Meanwhile, the in Dubai was the biggest-ever in Finland and subsequent installation engineering. The off-site fabrication “It’s an impressive feat of short time frame. marine life, all within a remarkably and its guests and the surrounding little disruption to the existing hotel installed in its final location with very create a unique structure that could be

Alongside the Burj Al Arab Luxury Terrace, ADMARES has also executed a multitude of other globally renowned projects.

These include the world’s largest floating villa, featuring 6,000 square metres of space over three floors; the Marasi Business Bay Floating Villas, consisting of nine water homes; and MedModular, the world’s first patented pre-fabricated patient room, in partnership with EIR Healthcare.

“During the last few years we’ve been investing heavily in our modular product development and we will

product development and we will been investing heavily in our modular “During the last few years we’ve in partnership with EIR Healthcare. patented pre-fabricated patient room, and MedModular, the world’s first Villas, consisting of nine water homes; the Marasi Business Bay Floating metres of space over three floors; floating villa, featuring 6,000 square These include the world’s largest projects. multitude of other globally renowned Terrace, ADMARES has also executed a Alongside the Burj Al Arab Luxury

be announcing a new product soon which is sure to disrupt the traditional construction industry,” States Hedberg, pointing to similarly innovative projects that are also in the pipeline for the company.

Moving forward, this outlook is unlikely to change at ADMARES for the foreseeable future.

With a marked increase in opportunities presented to the modular construction industry, owed to growing confidence in this sector and changing industry and social demands, the company has significant cause for optimism – optimism that Hedberg intends to harness and materialise.

“In many ways, the construction industry is very much stuck in the past and there are many opportunities for big changes to be made,” he states.

“We are striving to be the ones to make those changes; to completely revolutionise the industry.”

ADMARES Group Oy www.admares.com

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www.admares.com ADMARES Group Oy

ADMARES has told its story. every seven days. of Rome or Madrid relocate to cities of people equivalent to the populace living in urban epicentres, as swathes world’s population are expected to be that by 2030, 60 percent of the city. It is no surprise, therefore, across the globe relocate to a very week, three million people

image gallery Dubai floating villas

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marine architecture. proactive solutions including the rise of led to the emergence of a number of the preparations that have begun have climates. On the contrary, however, effects to potentially challenging social image gallery enges, from detrimental environmental Luxury Terrace Al Arab politan influx will come countlessBurj challWith this unprecedented metro-

technologies. and maximising the use of green adverse effects of climate change to rising sea levels, dealing with the have revealed their merits in adaptingProject perfection floating and amphibious buildings demand for real estate near water, be ideal in areas where there is high A concept that has proven itself to

Writer: Jonathan Dyble | Project Manager: Ryan Gray

marine, offshore, land and modular techniques to deliver world-renowned projects A pioneer of cutting-edge construction, ADMARES combines innovative

construction A pioneer of cutting-edge

revolutionise the industry.” make those changes; to completely “We are striving to be the ones to big changes to be made,” he states. and there are many opportunities for industry is very much stuck in the past “In many ways, the construction materialise.

Hedberg intends to harness and cause for optimism – optimism that demands, the company has significant and changing industry and social to growing confidence in this sector modular construction industry, owed opportunities presented to the With a marked increase in foreseeable future. unlikely to change at ADMARES for the Moving forward, this outlook is pipeline for the company. innovative projects that are also in the States Hedberg, pointing to similarly traditional construction industry,” soon which is sure to disrupt the be announcing a new product

Now, why not tell yours? Our bi-monthly magazine EME Outlook, is essential reading for business executives wanting to keep up with the latest in global news and trends affecting European and Middle Eastern businesses across all industries.

ADMARES

EME

landmarks recongnisable most iconic and is one of Dubai’s The Burj Al Arab

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With a bi-monthly coverage of over 395,000 readers, your company can take advantage from exposure in EME Outlook with a FREE article FREE digital brochure, as well as access to theand Conventional CHALLENGING further digital and print-based marketing tools that could transform your business.

EME To share in this unrivalled opportunity, contact one of our friendly sales managers today!

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Complementing the production of Africa Outlook, Asia Outlook and EME Outlook magazines, Outlook Publishing’s award-winning in-house team is now utilising these same specialist production

Outlook Creative Services

skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

DESIGN:

E D I TO R I A L :

Stephen Giles +44 (0) 1603 959 656 steve.giles@outlookpublishing.com

Tom Wadlow +44 (0) 1603 959 657 tom.wadlow@outlookpublishing.com

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Jonathan Dyble +44 (0) 1603 959 660 jonathan.dyble@outlookpublishing.com