EME Outlook - Issue 34

EME w w w. e m e o u t l o o k m a g . c o m

Issue 34

INJAZAT

Leveraging a rich tapestry of technology and talent

METINVEST Specialists in state-ofthe-art steel

How Audi’s new e-tron electric vehicle range demonstrates the true meaning of its Vorsprung durch Technik motto Walid Fakih, General Manager of McDonald’s UAE, speaks of exciting times for the nation’s QSR industry

travel magazine Your Guide to the World THE UNRELENTING

demand to travel, both for business and leisure purposes, is showing no signs of slowing up, and for Outlook Publishing, the growing extent to which we are covering this industry across our existing titles has led to the launch of Outlook Travel magazine.

hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best.

ISSUE 01

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

w w w. o u t l o o k t r a v e l m a g . c o m

PAPUA NEW GUINEA

NAMIBIA

Otherworldly desert landscapes

Travel’s last frontier

EUROPE’S CHRISTMAS MARKETS

The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving

Five festive picks

A GUIDE TO THE

SOLOMON ISLANDS Interview with Graeme Green, a photographer who has travelled the world from Ecuador to Antarctica

NAMIBIA TRAVEL GUIDE

SEYCHELLES TRAVEL GUIDE

MALAYSIA TRAVEL GUIDE

M A L AY S I A pot Malaysia is a melting a with a unique culture, world-renowned food

scene and a spectacular landscape of islands, ancient rainforest and

mountains

Writer: Dani Redd Palliser

Project Manager: Joe

Indian, is a melting point of Malay, why groups here are many reasons Chinese and aboriginal a packed Malaysia is a tourist favourite.

(Orang Asli). There’s landFor a start, there’s the festivals, calendar of religious ringed scape. Imagine 878 islands, including Wesak, or Buddha’s leading with processions with white sand beaches birthday, celebrated waters. Vibrant down to translucent of flowers and candles. home and coral reefs lie just offshore, Cities such as Melaka life. Inland to a profusion of marine Georgetown boast fascinating the shaded you can are ancient rainforests, heritage districts where fusion canopy seemingly impenetrable. experience this fascinating learn about you take Take a guided walk to for yourself. Make sure biodiversity. this habitat’s astonishing out to try Malaysia’s delicious time tapir, a of sight its multicultural You might even catch cuisine, which reflects swimming or a silver-leafed monkey population. a modern through the jungle canopy.

Of course, Malaysia has will also relish in the Outdoor enthusiasts side too. It can be found towering fine dining tackling some of region’s malls, skyscrapers and exploring the such as the granite mountains or restaurants in larger cities, limestone caves. intricate networks of capital Kuala Lumpur.

Malaysia Then, there’s the culture.

T

THAILAND TRAVEL GUIDE

THAILAND

favourite, country is a perennial This Southeast Asian beaches, combination of beautiful thanks to an intoxicating complexes and incredible temple world-renowned cuisine Jordan Levey Project Manager: Writer: Dani Redd |

of by the fragrant taste world, characterised Smiles’, Thailand is leaves and tulsi. Every nown as the ‘Land of lemongrass, kaffir lime welcomed 38.27 seams with floating a friendly country that town is bursting at the shores last year. stalls and high-end restaumillion tourists to its markets, street food why this Southeast try delicious local dishes.

There are plenty of reasons rants where you can popular. heritage also attracts Asian destination is so Thailand’s rich spiritual beaches. In the south, and larger-than-life For a start, there’s the tourists. Golden temples stretch for miles, found across the Thailand’s two coastlines Buddha statues can be reliof icing-sugar soft sand, experience colourful populated by swathes country. Visitors can dramatic limestone northeast of the country the bays speckled with gious festivals in the cave shrines in is also home to 1,430 formations. Thailand or explore the underground like full moon party spots islands, ranging from Kanchanaburi and Phetchaburi. it’s easy to more off the beaten track Thailand’s popularity, Koh Pha Ngan to the Despite marine park popular relax, be it on a deserted Similan Islands, a national find a quiet corner to in the craggy mounwith scuba divers. island or an eco-retreat Thailand’s noodles, Mai. Then, there’s the food. tains north of Chiang beloved around the stir fries and curries are

K

S E YC H E L L E S Ocean for archipelago in the Indian Most people visit this than that much more to offer the beaches, but it has Project Manager: Jordan Writer: Dani Redd |

D

it’s escribing the Seychelles, These easy to veer into cliché. are picture-perfect islands beaches blessed with white sand water, fringed lapped by translucent rock with palm trees and interesting sunsets, formations. The dramatic and a wide laidback atmosphere range of luxury accommodation spot for make them a popular honeymooners. of 115 The Seychelles consists islets, located islands and some small

Levey

a crossroads in the Indian Ocean at Most of the between Asia and Africa. around the action is concentrated La Digue three major islands: Mahé, largest and and Praslin. Mahé is the to the capital, most populous; home hub to the rest Victoria, and transport is renowned of the islands. La Digue best beaches for having some of the meanin the archipelago. Praslin, idyllic Vallée de while, is home to the Mai nature reserve.

Seychelles But there’s more to the

Trek through than just the beaches. and lush the granite mountains Seychellois rainforests of the Morne of the National Park. Try some dishes at a island’s traditional Creole you’re a nature local restaurant. Or if to observe lover, head to Bird Island terns and its population of fairy well as the giant common noddies, as to the Aldabra tortoises endemic bowled over by archipelago. You’ll be to offer. what the Seychelles has

NAMIBIA

of rugged, otherworldly Namibia is a country history realm with a complex landscapes; a desert inhabitants and culturally diverse Project Manager: Joe Writer: Dani Redd |

www.outlooktravelmag.com/who-we-are

Palliser

N

sparse, otherworldly amibia is known for its name from the landscapes. It gets its desert; a sparse, Namib, the world’s oldest 1,900 kilometres down windswept region extending The desert is characterised Africa’s Atlantic coast. the plunge down towards by its red dunes, which and Skeleton Coast. It’s ocean at Sandwich Harbour as clay and salt pans, such also known for its white trees. are hundreds of ossified Deadvlei, where there Landscape, in the desert is Moon Another scenic spot pockmarked topography. named after its eerie, isn’t just about deserts.

But sightseeing in Namibia of green-gold grasslands Inland you’ll find the mountains such as the the Kalahari, and rugged and Damaraland.

Brandberg, Spitzkoppe

to experience its remote Tourists flock to Namibia sand boarding and offcorners. Hot air ballooning, are all popular activities. road quad bike excursions Namibia offers some When it comes to safaris, Park – head to Etosha National unrivalled experiences and black rhinos. to see big cats, elephants history. It was inhabited Namibia has a fascinating with tribes such as Ovambo as early as 25,000 BC, In migrating into the country. and Herero gradually Namibia became a German the “Scramble for Africa” South West Africa, in colony, known as German of bloody battles, Namibia 1884. After over a century in 1990. These days it’s finally gained independence attractions and cultural a country rich in historical plenty of stories to tell. diversity; a country with

WELCOME

A Transformational Year?

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

WORLD EXPO 2020 in Dubai. The possible reelection of President Trump. Brexit. This year has a lot in store, with many momentous events likely to shape the course of the next decade.

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 HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com PROJECT MANAGERS Alistair Bailey alistair.bailey@outlookpublishing.com David Knott david.knott@outlookpublishing.com Matthew Selby matthew.selby@outlookpublishing.com Ryan Gray ryan.gray@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 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 Like us on Facebook: facebook.com/emeoutlook Follow us on Twitter: @eme_outlook

In the world of technology, it is a safe bet to say that the 2020s will represent the era of AI, 5G and electric vehicles, topics covered in earnest in our 34th edition of EME Outlook.

Featured on the cover is Audi’s striking e-tron in the Abu-Dhabi desert, the German automaker leading the charge in the field of electric mobility.

Ignacio Gonzalez, the company’s Communications Director for Spain and employee of 21 years, talks to us about how the goalposts have moved.

“Looking back to the year 1998, our range only had four models: A3, A4, A6 and A8. Even TT was still yet to come,” he says. “Since then I have been lucky enough to be part of a very special era that is characterised by an enormous growth of the Audi brand in all senses. We have experienced many breathtaking moments and unforgettable challenges, and these past two decades have been truly enthralling.

“Today, things are changing by the week as the automotive industry experiences intensive transformation and disruption, be it the connected car, autonomous driving or, of course, electrification.”

To discover more about Audi’s progress and plans for the e-tron range, see the interview in full on page 10.

Another disruptor of their field is Injazat, an enterprise which is combining cutting-edge technologies with industry expertise and experience at scale to deliver benefit to customers across the UAE. We also speak to the Moldovan division of communications giant Orange, an organisation which is spearheading a lot of the group’s 5G testing and development. Julien Ducarroz, CEO for Moldova, tells us more.

Beyond the world of technology, we have an in-depth dive into the region’s construction scene, with exclusive interviews from industry leaders in both Europe and the Middle East, as well as a fascinating look at the world of highly complex manufacturing for automotive and aerospace components.

Mining, healthcare, and property development are other sectors explored this packed issue, which also sees another focus on the automotive scene with a look at Ford’s Romanian operations.

Enjoy the issue!

Tom Wadlow Editorial Director, Outlook Publishing EME Outlook issue 34 | 3

CONTENTS

168

10 REGULARS

8

6 NEWS

EVENT FOCUS

Around Europe and the Middle East in seven stories

166 Non-Alcoholic Beverage Strategy Congress 2020

8 EXPERT EYE Why 2020 is time to take sustainability seriously

BUSINESS INSIGHT

14

10 Automotive

Leading the Charge How Audi is at the forefront of an electrifying era

14 Food & Drink

QSR’s Quarter Centurion An interview with Walid Fakih, General Manager of McDonald’s UAE

TOPICAL FOCUS

18 Green buildings

Building a Greener Future How Honeywell Building Solutions helps to minimise energy consumption

18 4 | EME Outlook issue 34

Exploring the latest commercial strategies

168 Gulfood 25 years of linking global industry with emerging markets

170 Breakbulk Middle East Seizing new regional cargo opportunities

172 IP Week Helping to shape a cleaner future

174 Smart Data Summit Back for a seventh edition

176 Future Datacentres and Cloud Infrastructure Summit The Middle East’s only datacentre and cloud conference

178 THE FINAL WORD What will be the biggest challenge facing your industry this year?

EME OUTLOOK MAGAZINE

F E AT U R E S

20 SHOWCASING LEADING COMPANIES

MANUFACTURING

Tell us your story and we’ll tell the world

Mobility Mastery

TECHNOLOGY

96 Ford Romania A vehicle for excellence

22 Injazat

104 ELBA

Committed to people. Committed to the future.

Inside Romania’s leading lighting manufacturer

38 Orange Moldova

110 TeraPlast Group

Transforming connectivity since 1998

The largest Romanian construction materials producer

CONSTRUCTION

116 TPV Group Corporation

Create. Transform. Empower.

Moldova’s Moderniser

44 Forte Partners

The Romanian Revitaliser Spurring growth in Bucharest with striking real estate developments

Staying Switched On

Products with Purpose

Master of Mobility

Innovating for a sustainable tomorrow

124 Turbomecanica

54 Metal Yapi

Romania’s Aeronautical Engine Room

Changing the face of urban environments

Fuelling industry with reliable components and MRO services

Extraordinary Exteriors

64 United Engineering Construction

Building Tomorrow’s Legacy Today Creating a lasting legacy

70 Euro Mechanical A Champion of Trust

Empowering employees and embracing industry 4.0

76 Al Sahel Contracting Company LLC

Building Values, Upholding Quality A creative approach to construction

80 Albonian International

Never Giving No for an Answer A Lebanese leader in MEP and FM contracting

86 Transilvania Constructii

Romania’s Diligent Developer Building on success in Cluj by expanding east

22

SUPPLY CHAIN

130 Al-Rashed International Shipping Co

138 44

Kuwait’s Logistical Companion A customer-first approach to shipping and logistics services

MINING

138 Metinvest

Modernising Metallurgy Specialists in state-of-the-art steel

HEALTHCARE

146 Aarhus University Hospital Rising to the Challenge

At the heart of Denmark’s medical metamorphosis

54

154 Oasis Hospital An Oasis of Healing

The story of the first private hospital in the UAE

OIL & GAS

158 SMP Drilling Fit for Purpose

Leveraging technology and industry knowhow to better serve clients

EME Outlook issue 34 | 5

NEWS Around Europe & the Middle East in seven stories…

OIL & GAS

Saudi Aramco raises IPO to record $29.4 billion

FOOD & DRINK

NESTLÉ TO INVEST £1.5 BILLION TO BOOST USE OF RECYCLED PLASTICS G LO BAL FOOD giant Nestlé has pledged £1.5 billion to sourcing more recycled plastics for the packaging of products, the company hoping to reduce its use of new plastics by a third come 2025.

Meanwhile, the company known for its KitKat and Nescafé brands will also launch a £200 million sus-

KSA STATE - OW N E D oil company Saudi Aramco has exercised the option to sell an additional 450 million shares, raising the total value of its initial public offering to $29.4 billion.

The figure is a new global record, topping the likes of Alibaba ($25 billion), Agricultural Bank of China ($22.1 billion), ICBC ($21.9 billion), General Motors ($20.1 billion) and NTT DOCOMO ($18.4 billion).

Aramco had initially raised $25.6 billion which was a record itself, selling three billion shares at $8.53 per share in December 2019. The company is valued at $1.87 trillion, according to January’s figures.

tainable packaging fund to support promising startups in this space.

The announcement comes amidst growing pressures from environmentalists, Nestlé regularly cited as one of the world’s top plastic polluters.

The investments are expected to have a neutral impact on earnings according to analysts.

TECHNOLOGY

Spain’s Banco Sabadell hires IBM for €1 billion IT upgrade BA N CO SA BA D E L L , Spain’s fourth biggest bank, has partnered up with IBM for a €1 billion overhaul of its IT systems. This digital transformation initiative is expected to take 10 years to complete, the organisation hoping to implement leaner computer 6 | EME Outlook issue 34

systems that are better able to handle data and transactions from customers’ mobile phones.

Miguel Montes, the bank’s Director of Operations and People, made the announcement, stating that new services would also be introduced for its customers including account aggregation, credit risk assessment and cash pooling.

IBM will also assist Sabadell’s UK bank TSB, which has experienced IT issues in recent times.

TRANSPORT

E N T E R TA I N M E N T

Germany earmarks €86 billion for railway network upgrades

BUNDESLIGA RECRUITS AMAZON WEB SERVICES TO DELIVER REAL-TIME STATISTICS

G E R MAN N ATIONAL railway operator Deutsche Bahn has signed an agreement with the German government to invest €86 billion over the next decade to upgrade its network.

The commitment will become the country’s biggest modernisation project ever, and be a major part of the national plan to step up measures to reduce CO2 emissions in the fight against climate change.

The federal government will contribute 72 percent (or €6.2 billion) of the average annual €8.6 billion spend

G E R M A N Y ’ S TO P flight football league association the Bundesliga has signed a deal with Amazon Web Services (AWS) in which the latter will deliver advanced real-time statistics to spectators.

The deal is the first of its kind for AWS, now an official technology provider to the Bundesliga, which will see the company using its machine learning capabilities to offer in-play predictions such as when a goal is likely to be scored, and how it might be scored.

during the 10-year period, with efforts set to include the renovation of rails, stations, signalling controls and power supplies across the country.

H E A LT H C A R E

Novartis, NHS sign deal to speed up access to $10 billion heart drug SW ISS DRUG maker Novartis has signed an agreement with the UK’s National Health Service to accelerate the review of the heart drug inclisiran, potentially making it widely available by 2021.

Novartis purchased inclisiran in a deal worth $10 billion last year, this

TECHNOLOGY

latest deal expected to boost sales of the drug that is predicted to become a major seller within its portfolio.

Tackling cardiovascular disorders has been slated as a long-term priority of the NHS, with heart disease being a major cause of fatalities across Britain.

Should inclisrian be approved, the NHS is likely to pay for it at a reduced price as an add-on therapy for those whose cholesterol levels failed to respond to statins, an alternate cholesterol lowering drug.

UAE TO HAVE 40,000 AR AND VR JOBS BY 2030 A R E P O R T from PwC has revealed that the UAE is expected to gain 40,000 new jobs and an economic boost totalling $4.1 billion in the next 10 years owed to virtual reality ($1.3 billion) and augmented reality ($2.8 billion).

The figure will represent a one percent boost to the country’s GDP, with business sectors including healthcare, retail, construction, logistics, staff development and training all likely to be impacted.

“As AR and VR technology finally comes of age, we expect both to help boost the UAE’s economy in a significant way – the technologies will improve how organisations in the country operate, make for a seamless transition to more effective process and, most important of all, educate people more effectively and generate incredible user experiences,” said Ali AL Hosseini, Chief Digital Officer at PwC ME.

EME Outlook issue 34 | 7

EXPERT EYE

Why 2020 is time to take sustainability seriously

S

ustainability commitments reached an all-time high in 2019, growing in both number and ambition.

However, for the majority of businesses they’re not fully embedded in the organisation or part of their core operations – in fact, less than 25 percent of corporations are on pace to achieve their own carbon targets. The time has come where the reasons and excuses for this have, on the whole, expired.

Here are the main excuses that won’t be accepted in 2020.

“Our stakeholders don’t care about ‘going green’” The Davos Manifesto 2020 is evidence that companies have shifted their notion of value creation, stating that companies must not only serve shareholders, but all stakeholders, including employees, customers, suppliers and communities. The reason is simple – stakeholders are increasingly placing pressure on employers and brands to invest in sustainability.

Employees, for example, prefer working for companies with sustainable business practices. 90 percent of 8 | EME Outlook issue 34

Gillian Huart of ENGIE Impact reveals five common excuses for firms not fully embedding sustainability into their organisations, excuses which are becoming increasingly difficult to justify Written by: Gillian Huart, Managing Director – Sustainability Solutions, ENGIE Impact millennials, which will soon make up 75 percent of the workforce, cite sustainability as a crucial consideration when selecting an employer.

Consumers value sustainable goods more than ever. According to research from the Center for Sustainable Business, 50 percent of the growth in consumer packaged goods came from sustainability-marketed products. The majority (66 percent) of consumers are even willing to pay more for sustainable goods.

Sustainability goes beyond the operations within a company though.

The supply chain must also transform.

Major global buyers are aware of this and 95 percent of them surveyed by CDP are using environmental metrics to manage supplier relationships, or plan to within two years.

“We set goals, but struggle to get engagement” Like any transformation, sustainability initiatives are cross-functional in nature and often face organisational barriers. By focusing on the human dynamics of change, some corporations have demonstrated the ability to achieve impressive results in their transformation efforts.

Successful companies are putting sustainability at the core of organisational design, connecting sustainability goals with business strategy and company culture. Committed executives are taking responsibility for results – at IKEA, each country leader, responsible for significant P&Ls, is also a Chief Sustainability Officer (CSO) of their region, driving education and engagement across the organisation.

Facilitating the behaviours of collaboration and innovation are key, since they uncover new ways to meet

sustainability objectives. Leaders must be armed with the language and tools to inspire and reward innovative, collaborative thinking. Employee ideas must then be heard and, where suitable, implemented.

We’ve seen first-hand how good governance and formal processes accelerate results. The development of dedicated cross-departmental working groups with clear charters, dedicated resources and executive sponsorship helps to achieve successful transformation efforts.

“We don’t have the funds for it this year” Finance is one of the biggest limitations of sustainability transformation.

However, new financial mechanisms are helping companies address common financial hurdles such as limited available capital and strict payback periods.

The business case for sustainability transformation has never been stronger. The declining costs of technology, growing supply of renewable power, availability of sustainable-debt insurance and sustainability-linked loans, policy incentives, and the emergence of new sustainable revenue streams are changing how sustainability programmes are funded.

There are also more flexible performance-based financing mechanisms, like as-a-service models, which help companies solve both financial and capability gaps. As-a-service models provide access to capital-intensive technologies alongside the expertise to manage them, enabling companies to implement new, clean technologies with minimal financial and operational risk.

“Climate change won’t impact our near-to-midterm ability to operate and grow profitably” The long-term effects of climate change are having near-term impacts on business, in a number of different ways.

In 2019, carbon prices under the EU Emissions Trading Scheme reached an 11-year high and we’ll likely see the price of carbon continue to increase.

Even those companies ignoring their duty to tackle climate change who are opting not to implement carbon mitigation strategies must consider moving to become zero-carbon, otherwise their costs could become unreasonable.

Then there’s the climate-related extreme weather events, which are increasing in frequency, impact and cost. The 33 European Economic Area countries have experienced a collective loss of €13 billion per year since the turn of the decade due to climate disaster events.

There’s no doubt that the scale of transformation needed to tackle climate change is significant, but businesses, cities and governments around the world are already proving that what was yesterday’s barriers are today’s and tomorrow’s opportunities.

It’s clear that the days of relying on excuses to justify slow progress on sustainability efforts are over. Moving forwards, it’s the businesses that can implement solutions at speed and scale that will capitalise on those opportunities and lead the pack in the future.

“We can’t access the information and data we need to make decisions” Lack of insight and data is a common problem for businesses. However, new technology has vastly simplified the complex data landscape in recent years and the Internet of Things (IoT) makes granular data widely available in real-time.

The advanced analytics made possible by this data is already helping to optimise resource usage. Google used artificial intelligence to optimise its data centres and reduce cooling bills by 40 percent, while Huawei’s IoT smart water meter application helped the city of Yingtan in China to save 2.4 million tonnes of water by reducing its water leakage rate to 12 percent.

The fact that the technology is increasingly available at a lower cost is a major component in accelerating sustainability transformation. For example, the average price of an IoT sensor has dropped 70 percent compared with 15 years ago. The decrease in costs is expected to continue, as both traditional energy players and horizontal software providers are investing in developing, deploying and offering new tools that enable companies to scale their programmes.

ABOUT THE EXPERT As Managing Director, Sustainability Solutions at ENGIE Impact, Gillian Huart leads the business organisation in Europe, the Middle East, Africa and India. His team engage, advise and accompany ENGIE Impact’s clients in these areas throughout their sustainability transformations, from strategy to implementation and beyond.

Huart began his professional career working as a consultant for Accenture before taking over different positions within ENGIE Group in Europe, including leading ENGIE’s Advisory and Advanced Analytics business entity and serving in ENGIE’s office in Bangkok as a Senior Vice-President Business Development. He specialises in energy markets, customer engagement and business models.

EME Outlook issue 34 | 9

AUDI

V

LEADING THE CHARGE

orsprung durch Technik.

Translated into English as advancement through technology, it is phrase that appears in the script of blockbuster film Lock, Stock and Two Smoking Barrels, and can be heard in the lyrics of bestselling UK hits Parklife (by Blur) and Zooropa (by U2).

The Germanic expression has firmly become ingrained in British dialect.

And beyond Britain, the same can be said for countless other countries spanning all seven continents.

10 | EME Outlook issue 34

Audi’s new e-tron electric vehicle range is a perfect example of how the company is meeting the true meaning of its Vorsprung durch Technik motto. Ignacio Gonzalez, the company’s Communications Director for Spain, provides the evidence Writer: Jonathan Dyble

Why? Well, the answer is simple. It is the global slogan of leading luxury car manufacturer Audi – a company that truly meets the meaning of its motto.

“Audi is a special brand; unique you might say. Not only for its values, but also for always being ahead when it comes to technology and for its sporty DNA,” explains Ignacio Gonzalez, Audi Spain’s Communications Director.

“It has something that catches your soul. I’ve found that those four rings sooner than later become a part of you.”

AUTOMOTIVE “Today, things are changing by the week as the automotive industry experiences intensive transformation and disruption, be it the connected car, autonomous driving or, of course, electrification.”

INTRODUCING E-TRON These three emerging fields have largely been the focus of innovation for the automaker in recent years, the fruits of these labours most recently embodied by the company’s 100 percent electric e-tron range.

Comprising the quattro and the recently unveiled Sportback, both models have captured substantial attention in the market, owed to a 446 kilometre range and high speed recharging alongside other novel features including the company’s flagship Matrix LED lighting and highly advanced camera technologies which have replaced exterior mirrors.

“Electric mobility is here to stay, there’s no doubt about it,” Gonzalez declares as the conversation moves into the sphere of marketing.

Much like the e-tron range itself, the promotional programmes accompanying the series’ launch have likewise been unconventional, emulating the futuristic and the cutting-edge. Take e-tron room: “The Future Paradox”, for example.

An employee of 21 years, Gonzalez is no stranger to the automaker’s enticing, progressive culture and commitment to staying firmly ahead of the curve. From the victory of a diesel engine in Le Mans with the R10 TDI in 2006 to the A7 Sportback’s self-driven trip from Silicon Valley to Las Vegas in 2017, he has witnessed first-hand Audi’s ability to repeatedly break new ground.

“Looking back to the year 1998, our range only had four models: A3, A4,

A6 and A8. Even TT was still yet to come,” he continues.

“Since then I have been lucky enough to be part of a very special era that is characterised by an enormous growth of the Audi brand in all senses.

We have experienced many breathtaking moments and unforgettable challenges, and these past two decades have been truly enthralling.

Ignacio Gonzalez, Communications Director for Audi Spain

EME Outlook issue 34 | 11

AUDI

“This is a sequel to the first Audi escape room experience that we launched two years ago,” the Communications Director explains. “The focus there was more on the game itself, trying to introduce our clients and potential clients to Audi’s ambitions in electric mobility.

“Two years on, however, and things have already changed significantly. We now have a 100 percent electric car on the market. And for that reason, we’re back with e-tron room: “The Future Paradox” – a technological event and immersive experience that uses virtual reality to show clients and Audi fans 12 | EME Outlook issue 34

that we’re embracing e-mobility.

“I have been lucky enough to try it myself. And while I do not want to give away any spoilers, I can say that the experience submerges you into a world you simply do not expect. You have to work together to progress, solving the challenges in this original story and finally reaching an unexpected and brilliant end.

“It is both original and exciting and our motto feels more alive than ever.

For all those who have not immersed themselves in such an experience yet, I would totally recommend it.”

LEADING THE CHARGE Ultimately, the ambition of The Future Paradox by Gonzalez’s own admission is to affirm that Audi’s electric mobility plans are real and tangible. And in the eyes of the Director, these recent steps are just the first in what is set to become an exciting new era for automotive manufacturing.

Having already launched the e-tron 55 and 50 quattro, the Sportback’s imminent market arrival in the spring will be the next landmark. Yet beyond this, there is much more in the pipeline.

The latter stages of 2020 will see the arrival of the e-tron GT – the first electric model sportscar fully developed by Audi Sport – while the launch of Q4 e-tron, a model similar to the Audi Q3 in appearance and A6 for its interior roominess, is earmarked for H1 2021.

“As a manufacturer, we are also determined to improve the recharging network, for our clients’ benefit,” Gonzalez adds. “That is the reason why we co-founded Ionity, which is developing fast charging stations all across Europe.

“Additionally, in China we have launched the Q2 L e-tron, a fully electric version of our compact SUV.” Each new development will be key in Audi meeting its wider targets of

AUTOMOTIVE

“OUR COMPANY WAS THE FIRST TO COMMIT TO THE PARIS CLIMATE TARGETS, AND BY 2025 WE HOPE TO HAVE REDUCED THE CO2 FOOTPRINT OF OUR VEHICLE FLEET BY 30 PERCENT OVER THE TOTAL LIFECYCLE WHEN COMPARED WITH 2015”

launching 30 electric vehicle models by 2025, with the expectation that these will account for 40 percent of unit sales in the same year.

And while capitalising on the emerging electrification market is a fundamental reason behind this drastic shift, so too is the role that the enterprise recognises it has to play in facilitating the shift to a greener plan-

et, this forming the basis of Gonzalez’s conclusion.

“At Audi, we know that we have to help protect the climate,” he affirms.

“Our company was the first to commit to the Paris climate targets, and by 2025 we hope to have reduced the CO2 footprint of our vehicle fleet by 30 percent over the total lifecycle when compared with 2015. Meanwhile, our

Brussels plant, where we produce the e-tron range, is already the world’s first CO2-neutral volume production facility in the premium segment.

“We understand our responsibility for the planet, for future generations, and for our 90,000 employees and their families, and it is our goal to become a leading provider of sustainable mobility sooner rather than later.”

EME Outlook issue 34 | 13

MCDONALD’S UAE

14 | EME Outlook issue 34

FOOD & DRINK

QSR’s Quarter Centurion With Expo 2020 on the Horizon, it is an exciting time for the UAE’s QSR industry, not least for McDonald’s which is celebrating 25 years in the country Writer: Tom Wadlow

What I love about the F&B sector is that it is extremely dynamic and ever evolving, which means it keeps you on your toes so you must innovate to stay current and relevant.

“Since joining the company over a decade ago and in my capacity as General Manager, I’ve had the privilege of helping grow and evolve our brand in the UAE across a number of different pillars of the business.

“What stands out for me is where we’ve had the chance to drive positive impact in the local community. From partnerships with the likes of Emirates Environmental Group or Emirates Red Crescent to pioneering initiatives like our biodiesel programme with Neutral Fuels, it’s been a rewarding journey and one that I feel is just getting started.”

The man behind these words, Walid Fakih, is talking about McDonald’s.

A household QSR name that requires no introduction, the US fastfood institution is celebrating 25 years in the UAE, having arrived in 1994.

Today it operates over 170 restaurants with more than 5,000 employees, approaching the market as a global brand with a local approach.

And the market is a rewarding, albeit challenging one, Fakih describing it as a saturated and bustling industry to be working in right now.

“QSR has always been big in the UAE,” he adds. “It’s a fiercely competitive sector in a market that caters to a tremendously diverse population, which brings with it unique opportunities and challenges. While McDelivery has been around for several years, the delivery space powered by food aggregators is opening up more choice for consumers and more opportunities to reach new audiences for QSR brands.

“However, despite new trends and entries into the market, the one constant is changing customer demands and expectations.”

Fakih can therefore be certain about EME Outlook issue 34 | 15

MCDONALD’S UAE

STAYING ON TREND Q: Are you seeing more consumers turn to fast, more convenient food offerings?

WALID FAKIH: “Consumers will always seek fast and convenient food – especially in a highly connected age defined by instant gratification. For us at McDonald’s, though, it’s crucial to go a step further – we strive to provide high quality food that consumers can trust, delivered seamlessly. Whether that’s a more leisurely sit-down meal in one of our new design restaurants hosted by one of our Guest Experience Leaders, or a meal-on-the-move delivered wherever you are through our McDelivery platform, we want to keep creating great memories for our customers.

Finally, offering value through delicious and affordable meals has always been central to the McDonald’s experience through offers such as our 10-dirham meals.”

Q: Do you have a favourite McDonald’s meal or food item?

WA: “Like a lot of our customers, I have a particular soft spot for our Chicken McNuggets, which we recently changed the recipe for in the UAE to keep the same great taste our customers know and love with no artificial colours, flavours or preservatives. For sandwiches, I’m a big fan of our premium (but not ridiculous) Signature range, which has also been incredibly popular with our customers.”

at least one thing – that adapting to consumer demand is critical to McDonald’s mission to continue building its brand in the country.

Central to this will be what the General Manager refers to as the ‘experience of the future’ approach.

Here, McDonald’s has introduced a number of new concepts such as digital self-ordering kiosks, enhanced mobile applications and Guest Experience Leaders, as well as redesigned restaurant layouts.

“Trust and transparency will also continue to define how brands create more meaningful connections with their customers alongside delivering higher quality ingredients,” Fakih adds.

“This is an area that we’re particularly proud of. In 2017 we made some major enhancements to improve key ingredients. From reducing the calorie count of our mayonnaise by 50 percent to cutting saturated fats in our cooking oil and reducing sodium in our fries, we’re constantly looking at ways to offer a wiser choice.”

These are factors which Fakih believes will help to differentiate McDonald’s further as the QSR market becomes even more congested in the years to come.

FOOD & DRINK

And with Expo 2020 set to span over 173 days in Dubai from October, there is a massive opportunity for industry operators to capitalise.

The city is already home to more restaurants per million residents than anywhere else in the world barring Paris, and according to sector analysts will continue to drive the national QSR trajectory upwards.

Indeed, KPMG’s 2018 F&B Report for the UAE shows that, among all formats in the UAE, quick-service restaurants were more popular in 2018 due to value-seeking customers, with the delivery segment also growing strongly alongside this.

“Trust and transparency will also continue to define how brands create more meaningful connections with their customers alongside delivering higher quality ingredients”

For Fakih, the future is about further expansion in three distinct ways.

He concludes: “We have steady yet ambitious plans to continue growing in the UAE from our 170-plus restaurants. We’ll also focus on increasing our footprint by reaching more customers through delivery. Partnerships with food aggregators like Uber Eats allow us to reach more people in areas where we haven’t previously had a presence with our McDelivery fleet.

“Finally, we’re looking at how we can diversify our products to offer new and exciting innovations for the UAE’s eclectic-yet-adventurous tastes.”

EME Outlook issue 34 | 17

TOPICAL FOCUS

BUILDING A GREENER FUTURE Honeywell Buildings Solutions employs cutting-edge technology to help organisations optimise their built environments, reduce energy consumption and meet sustainability goals Writer: Dani Redd

I

n a rapidly changing world, sustainable building has never been more important. After all, buildings consume around 40 percent of the world’s energy.

Governments and organisations around the world are committed to reducing the carbon footprint of their built environments and cutting energy consumption to meet sustainability goals. However, they wish to do so without compromising on comfort or health and safety.

“We spend between 80 to 90 percent of our time indoors, and during that time we’re interacting with an increasingly sophisticated array of systems, often without realising it,” says Erik Wellemans, Regional Manager at Honeywell Building Solutions.

“These systems are transforming dumb structures into smart environments, which can help enhance wellbeing, security and our interactions with other people. A building is no longer a simple container – it is an instrument of change that can help Erik Wellemans its occupants work 18 | EME Outlook issue 34

more efficiently and reduce energy consumption.”

Honeywell Building Solutions is a global leader in smart technological solutions that transform buildings from a mere container to an intelligently designed, sustainable space.

KEEPING IT SMART So, what defines a smart building?

According to Wellemans, while smart technologies continue to transform and adapt, there are a few principles and devices which are integral to the concept. Environmental sensors, for one thing.

“They can monitor and optimise the use of heating, ventilation and air-conditioning systems, reducing carbon footprints and costs,” he says.

“It is also possible to monitor and track building use and spot areas of high or low occupancy, helping facility managers to optimise building operations to improve tenant comfort, such as through the integration of mobile apps and wearables.”

Another important aspect of smart technology

is how it utilises data. Technological advances in data-based infrastructure make it possible to gather, store and analyse large amounts of data from buildings. Wellemans praises the technology in operation in European smart cities. ​“The cloud-based technology that supports this environment collects and analyses a range of data in real-time,” he says. “The outputs from these are used to increase the quality of life and improve city operations while facilitating economic growth.

“The European strategy on smart cities addresses energy use, transportation, water supply, waste management, lighting and heating for buildings, all enabled by new technologies and big data. Honeywell has the expertise and technology to help businesses and governments step into the future.”

GREEN BUILDINGS THINKING SUSTAINABLY

book meetings to regulate the temperHoneywell Buildings Solutions believes atures in different rooms. in achieving more with fewer resourcThe renovation produced dramatic es by integrating both new and existresults. Not only were the building’s ing building management systems, CO2 emissions reduced by 80 percent, technologies and business processes the number of people using the buildinto one platform. This results in more ing doubled. streamlined building management and also simplified operations and reduced SMART PRESERVATION operational costs.

When organisations construct new The company specialises in modular buildings, they are easily able to take systems built around scalable open advantage of the latest smart and susarchitecture – meaning it can consisttainable technology. But what of older ently be expanded as the need to do buildings? Wellemans believes that so arises. In other words, it designs for it’s possible to preserve the historic the future as well as the present. importance of a building while still enOne recent project was with Einsuring that its users get to benefit from dhoven University of Technology, a the latest technological advances. university that continually invests in In fact, Honeywell is committed to sustainable developments. However, ensuring that classic buildings can some of its buildings needed to be stand the test of time. That’s why it upgraded, in particular the Atlas Building, which was built in the Eindhoven University 1960s. The university wanted to reduce its energy consumption while ensuring the building still offered a productive learning environment.

“The main aim of the renovation was to keep the number of systems to a minimum by using natural light and by allowing as much daylight as possible to enter the building,” explains Wellemans.

One of the ways this was achieved started a campaign to preserve them. was by constructing a ‘smart façade’ – a “Honeywell’s Iconic Buildings camglass curtain wall. This enabled the par- paign highlights some of the world’s ties to preserve the appearance and ex- most symbolic and widely-recognised isting construction of the building, while buildings using Honeywell technolalso reducing energy consumption. ogies to perform critical day-to-day “The new glass curtain wall has win- functions,” Wellemans explains. dows that can be opened automaticalThe company recently worked ly and operated individually,” Wellewith the iconic Thyssen-Bornemisza mans continues. “These windows have Museum in Madrid to help improve the triple solar-control glazing, where at way that more than 1,000 works of art night the blinds can be lowered from housed in the museum are preserved. the inside. This ensures that the temThe work needed to take place acperature of the façade remains in line cording to strict deadlines, to minimise with the insulated cavity wall.” the disturbance for visitors.

What’s more, Honeywell made Extensive upgrades to the muit possible to gather technical data seum’s chiller, cooling towers and about the building which can be air-treatment units were undertaken. accessed through an app. This allowed Honeywell also implemented a system administrators to do everything from that enabled digital analyses into the

building’s energy consumption, which will allow the museum to track inefficiencies or maintenance issues. The results were dramatic.

“The building management system’s improvements trimmed the museum’s electricity consumption by nearly 30 percent, while reducing water use and heating-oil expenses by 12 and 38 percent respectively,” Wellemans says.

“This will reduce greenhouse gas emissions tied to museum operations by an estimated 20 percent, helping it meet the EU’s 2020 climate and energy conservation directives.”

THE SHOW MUST GO ON One of the most iconic venues that Honeywell Building Solutions has worked with is the Sydney Opera House. But there’s more to admire about the opera house than its distinctive silhouette.

On its 40th anniversary, in 2013, Sydney Opera House announced a decade of renewal, with a goal of becoming carbon neutral by 2023. It bought in Honeywell to help achieve this.

“The first thing that Honeywell did was to undertake a detailed survey of the facility, so it could understand the complexities and challenges,” says Wellemans. “They then completely upgraded the building’s control system. This was achieved with minimised operational outages and disturbing live environments.

Because after all, as the company themselves say, the show must always go on.”

All in all, Honeywell has every right to be optimistic about the future. More and more organisations are looking to upgrade their buildings to meet sustainability goals.

“The good news is the advances in technology are making it possible to gather, analyse and act on vast amounts of data from buildings,” Wellesmans says. And Honeywell Building Solutions is right in the centre of this green, technologically advanced revolution.

EME Outlook issue 34 | 19

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

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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.

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INJAZAT

Issue 34

INJAZAT

Leveraging a rich tapestry of technology and talent

CREATE. TRANSFORM. EMPOWER. Injazat is best described as a catalyst of change, combining cutting-edge technologies with industry expertise and experience at scale to deliver benefit to customers across the UAE

METINVEST Specialists in state-ofthe-art steel

Writer: Jonathan Dyble | Project Manager: Vivek Valmiki

How Audi’s new e-tron electric vehicle range demonstrates the true meaning of its Vorsprung durch Technik motto 2 | EME Outlook issue 34

Marketi ng Oppo rtunity

TECHNOLOGY

I

t is strange to think that video games are still a relatively new phenomenon in the grand scheme of history, their origin dating back to a 1958 interactive exhibition resembling digital ping pong at the Brookhaven National Laboratory open house in New York.

Today, games consoles can be found in 70 percent of US households as developers and producers battle it out in what has become a $135 billion global industry to create and market the next big hit.

AAA titles released week after week are unbelievably detailed and incredibly life-like, built on motion capture and 3D scanning technologies that often best the world’s leading movie sets. And that’s without mentioning the ever-evolving world of virtual reality gameplay.

Indeed, the big budgets; the heavyweight productions; the 4k all-immersive experiences have created a global entertainment phenomenon. Yet it may come as some surprise that it was the now-retro titles of the 1980s and 1990s which played a huge role in paving the career paths of many of today’s technology enthusiasts.

“I have always been fascinated with technology!” declares Mohamed Al Qubaisi.

“I remember sneakily using my father’s Tulip computer and launching Flight Simulator and other games from the big old floppy drives. Gaming had a big influence on me, and I appreciated the yearly updates and constant enhancements of gameplay and AI.” A self-proclaimed gaming enthusiast, this influence led Al Qubaisi to pursuing a career in IT, starting out as a systems analyst and programmer dealing with automation, databases and code before diversifying his expertise into project and programme management.

“I picked up different technical skills along the way,” he affirms, “and feel super blessed that I can utilise everything I have learned to help transform the organisation I currently work for.”

COMMITTED TO PEOPLE. COMMITTED TO THE FUTURE.

EME Outlook issue 34 | 3

Walid Fakih, General Manager of McDonald’s UAE, speaks of exciting times for the nation’s QSR industry

www.emeoutlookmag.com/get-involved

INJAZAT

CREATE. TRANSFORM. EMPOWER. Injazat is best described as a catalyst of change, combining cutting-edge technologies with industry expertise and experience at scale to deliver benefit to customers across the UAE Writer: Jonathan Dyble Project Manager: Vivek Valmiki

22 | EME Outlook issue 34

TECHNOLOGY

I

t is strange to think that video games are still a relatively new phenomenon in the grand scheme of history, their origin dating back to a 1958 interactive exhibition resembling digital ping pong at the Brookhaven National Laboratory open house in New York.

Today, games consoles can be found in 70 percent of US households as developers and producers battle it out in what has become a $135 billion global industry to create and market the next big hit.

AAA titles released week after week are unbelievably detailed and incredibly life-like, built on motion capture and 3D scanning technologies that often best the world’s leading movie sets. And that’s without mentioning the ever-evolving world of virtual reality gameplay.

Indeed, the big budgets; the heavyweight productions; the 4k all-immersive experiences have created a global entertainment phenomenon. Yet it may come as some surprise that it was the now-retro titles of the 1980s and 1990s which played a huge role in paving the career paths of many of today’s technology enthusiasts.

“I have always been fascinated with technology!” declares Mohamed Al Qubaisi.

“I remember sneakily using my father’s Tulip computer and launching Flight Simulator and other games from the big old floppy drives. Gaming had a big influence on me, and I appreciated the yearly updates and constant enhancements of gameplay and AI.” A self-proclaimed gaming fanatic, this influence led Al Qubaisi to pursuing a career in IT, starting out as a systems analyst and programmer dealing with automation, databases and code before diversifying his expertise into project and programme management.

“I picked up different technical skills along the way,” he affirms, “and feel super blessed that I can utilise everything I have learned to help transform the organisation I currently work for.”

EME Outlook issue 34 | 23

TRANSFORM YOUR ORGANIZATION WITH AI-ENABLED INFRASTRUCTURE.

INJAZAT

EXCEEDING EXPECTATION The company in question? Injazat, a recognised industry leader in the UAE for information technology solutions and data centre managed services and systems integration. Or so it used to be.

Since joining the organisation as its Chief Technology Officer three years ago, Al Qubaisi has helped to diversify this offering to include relevant, cutting-edge technologies and product lines like hybrid cloud and cybersecurity solutions, the firm now considered to be a specialist across a much broader spectrum.

“I joined in April 2017 with a mandate to introduce a new product roadmap to help our clients transform rapidly, while ensuring we remain relevant and competitive and scale globally,” he reveals.

“Digital transformation is not just an exciting space. In my opinion, it is the most exciting space.

“It is the fourth industrial revolution 26 | EME Outlook issue 34

“DIGITAL TRANSFORMATION ... IS THE FOURTH INDUSTRIAL REVOLUTION WHERE TRADITIONAL BUSINESSES NEED TO RETHINK THEIR MODELS AND CONVERGE WITH THE DIGITAL WORLD...

WE HAVE ALREADY BEGUN THIS JOURNEY WITH MANY OF OUR CUSTOMERS”

Mohamed Al Qubaisi , CTO

where traditional businesses need to rethink their models and converge with the digital world. We are at the forefront of this in the UAE and have already begun this journey with many of our customers.”

Listening to Al Qubaisi, it quickly became clear that Injazat is driven to not only meet but often exceed the expectations of its customers.

The business works with each client on partnership basis, maximising value by entwining their visions, missions and objectives with those of its own, leveraging best in class tools and methodologies. And the resulting synergy is often impressive.

T

his is a time of unprecedented change, which many have described as the next Industrial Revolution. The Internet of Things, an intelligent interconnected living network, pulsing with data and processing power, populated with digital devices, appliances and people, will transform the way every business in every industry operates. And as individuals, we want everything now and want it to work anywhere.

At Dell Technologies we believe that change brings rich opportunities. Alongside our partners, we are well positioned to enable customers to shift the status quo and embrace a digital future through digital transformation. Dell Technologies enables enterprises to adopt technology at the heart of their business – to accelerate the cycle of innovation and create competitive differentiation – in order to deliver the best possible customer experience. We help organisations reinvent their business and become more digital.

Dell Technologies is a unique family of businesses that provides the essential infrastructure for organisations to build their digital future, transform IT and protect their most important asset, information.

The company provides customers with the industry’s broadest and most innovative technology and services portfolio spanning from edge to core to cloud. We are positioned better than any other company to address customers’ critical IT needs in the data centre.

to become the technology industry’s most trusted advisor providing capabilities spanning strategy development, consultative services and solution deployment and support to help drive our customers’ and partners’ business and digital transformation.

We pride ourselves on our can-do attitude and strive to make it easy for customers and partners to do business with us. Whether customers are working with one or all of the Dell Technologies family of businesses, we make it easy to get the best from our complementary portfolios.

As one of the largest global technology providers, we are also deeply committed to harnessing the power of technology to drive positive social impact and transform the future for better. The company’s new 2030 Progress Made Real plan outlines ambitious goals across four key pillars that are designed to enhance and support our purpose to advance human progress. By combining our technology portfolio, global scale, team member talent and customer partnerships, we can drive significant positive impact.

We are an organisation that embraces risk, change and makes big, smart bets. From our forwardthinking investments in the future of IT, to the Dell + EMC combination, Dell Technologies is defining change in the marketplace. Our unique ability to collaborate to deliver end-to-end IT solutions – from the edge to the core to the cloud, combined with our commitment to using technology for good – will ensure success for our customers, partners, community and other stakeholders in this digital era.

At Dell Technologies, we are committed to providing best-in-class products, solutions and services designed for the success of our customers and partners. We are constantly exploring routes to help our customers become digital organisations, and showcasing how the transformative innovation, partnerships, and essential technology we provide will move them and their ideas forward. We seek

DellTechnologies.com

INJAZAT

Kaspersky Kaspersky has been recognised as a 2019 Customers’ Choice for Endpoint Protection Platforms on Gartner Peer Insights, following a customer rating of 4.6 out of five (1,729 ratings) – the highest score among all vendors with more than 600 reviews.

It has been named a Customers’ Choice all three years Gartner has announced it, including winning the Platinum award in 2017.

The company has also been recognised within the following Customers’ Choice Category Distinctions: Services, government, global enterprise (>$10 billion), mid-size enterprise ($50 million to $1 billion), public sector, government, education, Asia Pacific, North America, Europe, Middle East and Africa and Latin America. Kaspersky is also the only vendor recognised in all four deployment regions.

Injazat deals with each project and client on an individual, bespoke basis “We have a public-private partnership with the Department of Health in Abu Dhabi in the form of a digital venture called Malaffi,” the CTO states, pointing to a primary example of its collaborative model.

“Malaffi is the first Health Information Exchange in the Middle East and will connect all public and private healthcare providers in Abu Dhabi. It will enable the meaningful, real-time exchange of important patient health information between the healthcare providers, that will improve healthcare quality and patient outcomes in the Emirate.”

The CTO also points to a second digital venture, named Hassantuk, that’s been launched in partnership with the UAE’s Ministry of Interior, again with the purpose of saving lives.

In a nutshell, Hassantuk is an early fire detection and response system that 28 | EME Outlook issue 34

makes use of smart monitoring equipment, a private secure mobile network and advanced AI capabilities to respond better to emergency events.

And with installation of these state-of-the-art alarms having been gradually introduced across high priority buildings such as schools and hospitals since 2018, it is hoped that by 2021 more than 150,000 buildings across the UAE (excluding Dubai) will house these same systems.

“With a target to respond quicker to alarms, we strive to provide an extra level of security and comfort to the citizens of the UAE,” Al Qubaisi adds.

UNLOCKING POTENTIAL These two solutions, among countless others that the company is able to call upon, are the result of the agile culture cultivated through investing in people, tools and technology.

Kaspersky has continued to evolve the capabilities of its endpoint protection solution for businesses, enhancing key features to provide even greater control and automated threat detection. For example, its EDR capabilities can identify abnormal user behaviour, automatically detecting and remediating evasive threats as they try to mimic common behaviour like PowerShell script execution.

Other enhancements include improved protection from crypto miners and network threats, while a web-based management console provides IT security teams with improved flexibility and control over cybersecurity management, enhancing product efficiencies.

About Kaspersky Kaspersky’s deep threat intelligence and security expertise is constantly transforming into innovative security solutions and services to protect businesses, critical infrastructure, governments and consumers around the globe. Over 400 million users are protected by Kaspersky technologies and we help 270,000 corporate clients protect what matters most to them.

www.kaspersky.com

Work anywhere.

Secure everywhere.

Work is a verb, not a place.

Digital nomads work smarter than desk-bound drones.

Make remote working secure, with Kaspersky Endpoint Security for Business.

Kaspersky® Endpoint Security for Business

www.kaspersky.com

© 2019 AO Kaspersky Lab. All rights reserved.

Kaspersky has been named a 2019 Customers’ Choice for Endpoint Protection Platforms, https://www.gartner.com/reviews/customers-choice/endpoint-protection-platforms. “The GARTNER PEER INSIGHTS CUSTOMERS’ CHOICE badge is a trademark and service mark of Gartner, Inc., and/or its affiliates, and is used herein with permission. All rights reserved. Gartner Peer Insights Customers’ Choice constitute the subjective opinions of individual end-user reviews, ratings, and data applied against a documented methodology; they neither represent the views of, nor constitute an endorsement by, Gartner or its affiliates.”

INJAZAT In terms of innovation, the firm abides by its Design Thinking methodology – an approach specifically aimed at bridging the gap between creators and end users comprising a five-stage process of empathising with human needs, defining the problem at hand, ideating and brainstorming, prototyping and finally testing.

“Agility means everything these days,” muses Al Qubaisi.

“Therefore, we have our hybrid multi-cloud approach alongside our emerging tech and its agile factory capabilities, secured by our cyber capabilities and with full support from our ecosystem partners, startups and others.”

The wider purpose of its products is something equally important to Injazat, however.

Both Hassantuk and Malaffi are geared towards meeting the UAE’s ambition of becoming one of the safest countries in the world, for example, and the company openly admits its ambitions are to help address many challenges currently facing not only its home country but the entire world.

Al Qubaisi affirms: “Technology is one of the most important tools available for us to solve major issues like climate change, hunger, water, pollution, health and so many others.

Hicom Talking to each other – supporting your digital transformation journey Optimising the use of technology and moving from traditional data management to a collaborative, centralised approach empowers decision-making and helps organisations revolutionise operations, address the challenges of data security and provide greater visibility across the entire organisation.

A connected IT environment that supports end-to-end business processes and provides access to data from multiple sources to consumers is essential to the running of effective businesses. A joined-up approach to data management and information sharing is also vital to ensuring optimum business performance.

Injazat and Hicom have extensive experience in helping organisations achieve their objective of delivering ‘one truth in real-time with optimum performance’ by developing and deploying leading-edge software solutions that provide real business benefit.

Hicom prides itself on its ability to deliver innovate, flexible and secure solutions that support business automation, with expertise in a number of industry sectors including healthcare, government, retail, hospitality, law enforcement, manufacturing and commerce. Hicom supports over 200 clients worldwide, providing solutions for patient and clinical care, workforce management, health and safety, compliance management, business automation, recruitment and selection, and more.

In a time when software is integral to every part of business life, businesses need a trusted partner to support their digital transformation journey.

Emails us at marketing@hicom.ae

www.hicom.ae

30 | EME Outlook issue 34

In partnership with Injazat

Delivering innovative and flexible solutions that support your digital transformation journey.

Working with Injazat to design, develop and deploy leading-edge software that provides real business benefit and achieves the objective of delivering ‘one truth in real-time with optimum performance’.

A portfolio of digital tools, solutions and services that support your business needs: Professional licensing

Electronic medical records

Workforce management

Patient and clinical care

Recruitment and selection

Patient app and portal

Compliance management

Health and safety

+44 (0) 1483 794945

marketing@hicom.ae ŠHicom 2020

www.hicom.ae

INJAZAT

KPISOFT Are you playing backward or forward?

Are you nurturing a culture of continuous performance management?

Is your company ready to put contextual data in the hands of your employees on a mobile?

Is your company embedded with KPI or OKR methodology?

Is collaboration between employees, teams, tribes critical to your success?

KPISOFT’s AI based platform has delivered returns on investment between six to 12 months to our clients, helping companies to double their financial results and employee productivity.

“OUR EMPLOYEES ARE CONSTANTLY CHALLENGED, AND THEY LEARN EVERY DAY THROUGH EXPERIENCE AND TRAINING. I BELIEVE IN INJAZAT’S VISION AND FEEL THAT OUR PEOPLE DO TOO, AND THAT ALIGNMENT IS GREATER THAN ANY INCENTIVE SCHEME” “We have invested and will continue to invest in AI and data science capabilities to tackle some of those issues alongside our partners, and are also launching a venue to embody our vision and allow collaboration, innovation and practical execution of critical solutions to our biggest problems.

“We do not stop at our own culture transformation either. We want to take this culture change to everyone – citizens, school students, clients and more. Having an outcome-based mindset and being adaptable and agile is key to our success as humans.”

ENHANCED BY AN INNER ENTREPRENEURIALISM It is at this point that the CTO pays tribute to the efforts of the Injazat team, a workforce deemed to be the 32 | EME Outlook issue 34

key proponent of its enviable culture, continually meeting the firm’s calls in regard to proactive adaptation in the market.

New individuals with different approaches and ideas are brought on board all the time to maintain innovation in the face of ongoing shifts. Yet the firm has also retained a family-feel, with each individual encouraged to operate in an entrepreneurial manner and take ownership of new developments.

“We like to think we operate like a startup, but with a little bit of corporate discipline,” he states.

“Our employees are constantly challenged, and they learn every day through experience and training.

I believe in Injazat’s vision and feel that our people do too, and that alignment

Companies see threefold improvements in operational decision quality. We have partnered with players in insurance, banking, congomorate, government and travel sectors.

Our easy to use platform uses machine learning and AI algorithms to automate the data analysis process such as discovering data, preparing and analysing that data with minimal human intervention.

We use the revolutionary nudge theory, augmented analytics and positive behavioural reinforcement to push data driven insights to people at all levels of the organisation, in turn, transforming enterprise performance by improving employee performance. Positive reinforcement is a subset of behavioural economics and a way to shape culture and human behaviour.

KPISOFT’s augmented analytics platform is first-of-its kind that is designed to deliver curated and contextual content in real-time.

We help you quit the traditional approach to performance management and take your organisation to the next level.

STOP replaying the traditional approach to performance managemen.

START playing forward.

PERFORMANCE MANAGEMENT

PLAYED FORWARD

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KPISOFT

sales@kpisoft.com

INJAZAT

Proxym Middle East Amer Qarqaz – Managing Partner & Co-Founder, Proxym ME Partner Success Story “Proxym ME partnered with Injazet in 2017. Since our first project we’ve been amazed by the professionalism and the maturity of Injazet Teams.

What is notable with Injazet is that, either with end customers or partners, they always put quality experience first. We are proud to be selected among premium partners with one of the biggest IT players in the ME market.”

About us Subsidiary of Proxym Group in the Middle East region, Proxym ME is a digital services provider in the areas of web, mobility, IoT and artificial intelligence.

Proxym ME provides reliable and innovative end-to-end digital services and solutions that help its customers and partners to effectively meet the new challenges of the digital era.

is greater than any incentive scheme.

“It is true we are a technology company, but we consider ourselves a tech hub that focuses on empowering human achievement. Our vision and its execution are entirely dependent on the very talented people we have.

Without them, none of this would be possible.”

Outside of the organisation, external entities are viewed as similarly critical.

In the way of procurement, the firm not only works closely with traditional technology enterprises, but also engages actively in what is a growing startup sphere, recognising the potential of this field as a source of critical innovations and ideas.

“Honestly, as the CTO I am more focused on the latter as we intend to disrupt alongside promising startups to provide cost effective, cutting-edge solutions,” Al Qubaisi admits.

“We play a major role in not only qualifying and vetting those companies, but we also enable them by 34 | EME Outlook issue 34

providing the resources they are missing and platform that they need via access to clients and their use-cases.

“To date, we have already had major success with numerous local and international startups.”

Indeed, through sound startup engagement, an undeniably innovative spirit and dedicated, highly qualified personnel, Injazat stands in particularly good stead to continually adapt and help others to follow suit in the changing world of technology moving forward.

It is the company’s mission to bring the grand opportunities made available by modern developments to the fore of UAE enterprises while simultaneously ensuring that this is done in a cost-effective manner.

By helping to educate workforces in becoming digitally literate, delivering clear business strategies regarding technology integration and ultimately transforming organisations for the better, Injazat is expected to play a

Today, Proxym ME is recognised as a strategic digital partner for governments and public institutions in the Middle East region as well as an Innovative technology leader in retail, e-health and digital finance services based on a rich portfolio of “homemade” software solutions adapted to the market’s industries requirements: • Digital omnichannel banking – Bankerise® • Retail and distribution – Valomnia® • Fleet management – Naviacom® With more than 600 worldwide (200-plus in the ME) successful digital projects since 2006 and more than 200 digital experts based on Europe, Africa and the Middle East, Proxym Group is at the heart of innovation as confirmed by its selection among IBM’s 100 most innovative business partners.

www.proxym-group.com

INJAZAT

INJAZAT’S CORE COMPETENCIES Injazat is fully owned by Mubadala, the investment arm of the Government of Abu Dhabi, the capital of the United Arab Emirates, and draws on its local expertise and presence combined with several global technology partnership networks to develop market leading services.

Its ambition is to enable organisations to achieve their vision by enabling clients to focus on their core business, whilst Injazat supports them to perform effectively by providing the technology and expertise needed to power productivity.

The company’s expertise can be broadly defined by four key categories: MANAGED SERVICES: Helping to achieve business agility and flexibility with the help of its cloud computing services.

INNOVATION: Transforming organisations with innovative, agile, bespoke solutions created by its team of IT experts.

DIGITAL TRANSFORMATION: From marketing and technology benchmarking to digital strategy and in-house technology capabilities, it assists organisations in meeting the future head on.

STRATEGIC SOLUTIONS: Delivering smart solutions to complex issues, solving today’s challenges with tomorrow’s technology.

Nutanix Nutanix is a global leader in cloud software and hyperconverged infrastructure solutions, making infrastructure invisible so that IT can focus on the applications and services that power their business.

Companies around the world use Nutanix Enterprise Cloud OS software to bring one-click application management and mobility across public, private and distributed edge clouds so they can run any application at any scale with a dramatically lower total cost of ownership.

The result is organisations that can rapidly deliver a high-performance IT environment on demand, giving application owners a true cloud-like experience.

Learn more at www.nutanix.com

www.nutanix.com

Mental Abu Dhabi-based Mental is a regional leader in extended reality software development and an important partner to Injazat Data Systems.

“Our partnership has many synergies,” explains CEO Hani Abu-Ghazaleh, “including a common vision to innovate in immersive technologies.”

critical role in preparing the UAE for future market challenges and broadening the horizons of businesses.

“What are our priorities for the coming year?” Al Qubaisi ponders as our conversation comes to a close.

‘We are expanding within the UAE and are looking at opportunities in the wider GCC. We have a target of launching at least two more digital ventures in the near term. Using our blueprint, we can reach the next level and hopefully make a positive impact 36 | EME Outlook issue 34

in the region.

“Long term, I predict that we will play a major, if not the biggest, role in realising the UAE’s digital roadmap.”

INJAZAT Tel: +971 2 6992700 comms@injazat.com www.injazat.com

The collaboration involves the co-development of products to jointly tackle the UAE and the MENA market.

“We are utilising virtual reality and augmented reality to drive a new type of training applications in the UAE and the region,” Hani adds. “Injazat’s large team of industry experts complements our capabilities, and their network of high-profile clients created new opportunities for us to collaborate on large-scale projects.”

To find out more, visit www.mental.ae

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TECHNOLOGY

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THE MENTAL VR/AR EXPERIENCE Unlocking Human Potential EME Outlook issue 34 | 37

ORANGE MOLDOVA

M

oldova has been on a modernising mission since it gained independence from the Soviet Union in 1991.

Nestled between Romania and Ukraine and home to around 2.6 million people, the country has also been climbing the global happiness charts.

Famously dubbed the world’s most unhappy place in 2008, the nation is now the 67th happiest according to the most recent survey by the United Nations. And there is good reason for this upward trajectory.

38 | EME Outlook issue 34

Moldova’s Moderniser Multinational telecoms giant Orange has been transforming Moldova’s connectivity scene ever since it arrived in the country in 1998, investing more than $600 million to date Writer: Tom Wadlow | Project Manager: Vivek Valmiki

TECHNOLOGY

In the realm of technological infrastructure, Moldova is emerging as something of a pioneer, not least because of the contribution of multinational telco Orange since it arrived in 1998.

Investing more than $600 million in the process, Orange Moldova has become a vital player in the nation’s economy, responsible for 42 percent of the telecoms market, holding 62 percent of the mobile market and generating around 1.4 percent of Moldovan GDP.

“With more than 1,350 employees today, of whom around 500 are engaged in the IT factory in our International Operations and Orange Systems divisions, Orange Moldova is generating large numbers of new job opportunities in the country,” says Julien Ducarroz, the company’s CEO. “Meanwhile, our Foundation continues to bring IT education to a higher level with valuable scholarship and educational programmes, such as Super Coders. The numbers speak for themselves – in just 10 years,

the Orange Foundation’s activities have reached over a million people in Moldova, meaning around one in three Moldavians have been positively impacted.”

Consumers and B2B clients are the other major beneficiaries. Today, Orange Moldova provides a full suite of voice, mobile internet, fixed connectivity, TV and smart city-related services, all available across a large portfolio of devices with bundles available under its LOVE brand of packages.

EME Outlook issue 34 | 39

ORANGE MOLDOVA

LEADERSHIP FOCUS

JULIEN DUCARROZ University was a key turning point in the life and career of Ducarroz. Admitting he was ‘smart, but lazy’ until he was 20, his time at the University of Zurich was eye opening.

“It helped me to define a purpose and made me realise what I should focus on to achieve the desired result,” Ducarroz recalls.

“Given the competition among students, I wanted to prove to everyone and to myself that I can be the best.

“I joined Orange through an accelerated high potential MBA programme in Switzerland which gave me the opportunity to work in three countries in different departments (finance, marketing and technical) over two years.

“I graduated from engineering school in 2000 so at that time telecoms was the hottest sector to be in. I have been based in seven different countries and held more than 15 different roles. Moldova provided me a fantastic business challenge and to become CEO after spending nine years as CCO in Orange Romania.”

The company’s physical network is nationwide and comprises 25 direct stores, 101 partner stores and around 8,000 points of sale where individuals can buy prepaid cards to top up their accounts, while business customers can benefit from technical support.

GEARING UP FOR 5G This pool of expertise has allowed the company to be at the forefront of a number of firsts, both for Moldova and the wider Orange Group.

For example, in 2009 it launched the world’s first high-definition voice network and also established Orange’s inaugural 4G network, events which have propelled the country into an enviable position regarding its connectivity infrastructure.

Now the time for 5G has arrived in what Ducarroz describes as the biggest gamechanger coming to the industry.

Orange Moldova successfully completed a 5G demo in March 2019 and is targeting a trial launch in the capital Chisinau in 2021 ahead of an anticipated commercial release.

Ducarroz comments: “5G network testing in Moldova and the Orange Group’s 5G strategy is based on three components: high-speed mobile broadband improvement, high-speed access to fixed network improvement, and new applications to support the digital transformation of business.

“However, major investments are needed to develop the network and services based on this technology, which will serve society in the future.

We need to have a favourable, transparent and stable regulation and investment policy. Orange is ready to invest and launch 5G technology as soon as these conditions are met in Moldova.”

BUILDING COMMUNITY COHESION One area 5G has enormous potential to transform is urban mobility.

Here the Orange Systems division is already busy, recently working with 40 | EME Outlook issue 34

the United Nations Development Programme (UNDP) and around 100 IT enthusiasts from the local community in Chisinau to organise an urban mobility hackathon.

Teams were tasked with analysing transport data to come up with suggestions of how to improve efficiency across the network, such as rerouting trolley buses.

“Chisinau is attracting an increasing number of residents but is not always prepared to adapt its infrastructure to the growing mobility demand,” explains Ducarroz. “The city is confronted with one important challenge – a lack of data on mobility, and a lack of a multi-layered approach to analysis of the available data for testing new approaches and development of new solutions to old problems.

“We, as Orange Systems, support and encourage everyone’s involvement in finding practical and useful solutions for improving urban mobility conditions.

“Currently, cities in Europe can benefit from intelligent solutions that allow complex analysis of passengers’ behaviour to improve public transport networks. Through the urban mobility hackathon, we wanted to identify and eventually implement such a solution for the city of Chisinau.”

In another community-building exercise, Orange Systems is busy managing its Orange {kITchen} project.

A state-of-the-art IT campus located the Moldova’s IT Park, it launched in 2018 and reflects the company’s contribution to the development of the nation’s IT scene, the site now employing 500 people and the focal point of Orange Systems’ innovation efforts.

As well as housing leading-edge building monitoring applications which display wellbeing data such as lighting levels, air quality, temperature and humidity, employees are also able to reserve workspaces via a smartphone app thanks to monitoring of space usage.

TECHNOLOGY

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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

EME Outlook issue 34 | 41

ORANGE MOLDOVA

PROJECT FOCUS

FUTURE CLASSROOM LAB With support from the Orange Moldova Foundation, in April 2019 the National Centre of Innovations in Digital Education, or the Future Classroom Lab, was inaugurated in Chisinau.

The facility will train more than 1,000 teachers how to use digital technologies in the classroom, helping young students to prepare for a 21st century career that is increasingly likely to be influenced by tech in some shape or form.

Ducarroz comments: “Future Classroom Lab proposes a recipe to learn in a more creative and inspired way, thanks to the new spaces created in schools and the technologies that are used in the teaching process. The educational system in Moldova can be proud of this pilot project, which aligns it to current global practices.

“Such concepts can be seen in the best performing schools in the world.

Through this project we demonstrate that we have the courage and the faith to do really important things – we have helped to break down the barriers of traditional education in the aim of creating a better country every day.”

This project is being implemented in partnership with several international organisations and is being supported at government level, with authorities targeting STEM education as a key objective for its 2020 strategy.

“Another project we are working on is a facial recognition app, a revolutionary application for fast, safe and simple identification of the digital client, based on the development and programming of microservices and streaming services,” adds Ducarroz.

“In the area of big data, we have a project which involves designing and developing an algorithm to predict 42 | EME Outlook issue 34

customer retention, providing realtime details for creating and displaying custom banners.”

Retaining customers is, of course, vital to the success of any business and identified as the driving force behind Orange Moldova’s success to date by Ducarroz.

However, the CEO also points to the role of the unsung heroes, the partners

and suppliers who operate under the radar.

“Although they are behind the scenes of the business, they are just as important as clients,” he says. “All successful companies build strong relationships with their suppliers and partners, based on trust and respect.

“In the past, companies claimed that the practices of its suppliers and partners were not their job, but due to the prevailing social conditions and increasing public awareness of unethical practices, we pay close attention to business practices throughout the supply chain.

“We are building relationships with suppliers and partners based on trust and integrity, and have a portfolio of

TECHNOLOGY

about 2,000 suppliers, who we align values and maintain a healthy relationship with.”

A NEW ERA These partnerships will be vital as Orange Moldova moves into what Ducarroz refers to as a new era of digitisation at the company.

It is seeking to deliver a seamless end-to-end digital journey for customers, an end goal which involves the completion of a huge variety of processes and individual projects.

Whether it’s transforming the way robots and chatbots are used, broadening its fibre network, deploying 5G or offering mobile financial services, these are all priorities for the company

moving forward alongside the continuation of its own internal digital transformation.

So too is the strengthening of societal engagement via the Orange Foundation, both through connecting rural areas and improving digital literacy across Moldova.

And this is where Ducarroz chooses to base his concluding remarks, focussing on the people side of what is a heavily technology-driven enterprise.

After all, it is human capital which will determine the fate of the country’s development by embracing such technology in the future.

Ducarroz says: “Moldova has enormous strength in the IT domain that we leverage for our own operations

and across Western Europe.

“In business, especially one like ours, the key ingredient to success is people. I am very proud to say that people working for Orange Moldova are the main factor behind all these good results. I would like to take the opportunity to congratulate our employees for their achievements and dynamism.”

ORANGE MOLDOVA Tel: +373 22 975 010 orange@orange.md www.orange.md

EME Outlook issue 34 | 43

FORTE PARTNERS

The Bridge

CONSTRUCTION

The Romanian Revitaliser Forte Partners prides itself on identifying areas of Bucharest with potential to grow, executing developments to exacting international standards Writer: Tom Wadlow | Project Manager: Ryan Gray

R

omania is home to a busy construction industry.

Having suffered profoundly in the years following the global financial crises, the sector has shown remarkable levels of resilience and is now enjoying a period of sustained growth.

According to research carried out by the European Commission, there were 89,943 enterprises and 608,715 people engaged in the broad construction sector in Romania in 2016, figures which represent respective increases of 7.6 percent and 2.9 percent since 2010.

The same period also saw building production activity grow by 21.4 percent, while civil engineering production increased by 9.7 percent. Crucially, profitability has strengthened alongside this expansion in business, which has seen turnover across the construction sector grow by 19.8 percent to reach €30.6 billion in 2016.

It is an exciting period for local developers such as Bucharest-based Forte Partners, one of continuing opportunity to grow business and uplift industry standards.

“The market is maturing at a steady rate,” comments Co-founder and President of the Board Johny Jabra.

Johny Jabra (pictured above) helped to co-found Forte Partners in December 2014, and has acted as the President of the Board ever since. Prior to this he also Founded Nova Brasilia (1992), Supreme Chocolat (2001) and remains a Managing Partner for Room Development

“Having tenants and buyers that have higher expectations than before means we as developers must meet and go above their demands.

“Our biggest challenge is to identify the right places that can accommodate our vision of developing communities, not just buildings, whether they are offices or residential structures. At the moment, Forte Partners is a local Romanian company that follows international standards as a work ethic.

“Being active in a small real estate market like the Romanian one is, as opposed to well-established ones like the UK or Germany, an opportunity for us because we can mature along with it and expand it in a powerful way.”

Forte Partners was set up by Jabra and his business partner Geo Margescu in 2014.

Today it is recognised as a holistic and well-rounded blend of talents, capabilities and competencies operating at the forefront of real estate investment, development and successful exit (to the tune of more than €100 million) in Romania, all under one roof.

Jabra’s journey into the world of real estate began in the early 1990s, the establishment of Forte part of his EME Outlook issue 34 | 45

FORTE PARTNERS

Nova Office Building

ongoing effort to rebalance his investment portfolio.

The Co-founder recalls: “It all began with coffee. I started in fast-moving consumer goods in 1992 by building the first and largest coffee roaster and distributor at the time, in Romania. As a brand, Nova Brasilia was very well received by Romanians before it was successfully exited to US based Kraft Foods, now Mondelez, in 2001.

“The following year, I wanted to create something that was not available on the Romanian market at that time.

This idea materialised under the name of Supreme Chocolate, a chocolate confectionary and biscuit producer.

The portfolio of the company consisted of renowned brands which helped the company became the second largest player on the Romanian market.”

Such was the success of Supreme Chocolat, the company was bought out by Austrian firm Meinl Group in 2012. This paved the way for Jabra to 46 | EME Outlook issue 34

“WE LIKE TO SEE OURSELVES AS PIO­NEERS, BECAUSE WE TRY TO IDENTIFY NEW AREAS FOR OUR PROJECTS AND DEVELOP BUILDINGS IN AREAS OF BUCHAREST THAT HAVE POTENTIAL TO GROW” concentrate on real estate.

“The strategic decision to rebalance my investment portfolio was taken in 2005,” he continues. “It happened by redirecting the net worth from FMCG manufacturing, marketing and distribution towards value added real estate, under the name Room Property Development.

“The company has developed and exited the Nova Office Building and is the owner of over 10 prime located income generating properties in Bucharest and several well-placed plots which are currently in the process of being developed by Forte.

Creating Forte Partners five years ago was therefore a natural step forward.”

PIONEERING IN BUCHAREST Forte is a 100-percent local developer in the Romania, part of a market which houses a wide variety of players both local and international.

For Jabra, this extent of competition, although a challenge, is good for both his company and the industry more widely, the country being the ultimate winner as it benefits from a busy pipeline of projects executed to high standards.

Bucharest is Forte’s predominant focus. Here, the firm is overseeing five ongoing projects: The Bridge phase 3, the Matei Millo office, the Tandem building, U•Center (all office developments) and Aviatiei Park phase 2, which is a residential project.

ING Romania Headquarters

Office Design at its Best (in Bucharest) Anda Manu, Managing Partner of AMA Design, discusses the latest trends in Romania’s office building industry and how the design practice she runs is meeting the needs of the modern-day client >

Ernst&Young Romania Headquarters

Today, you sell a lifestyle and not just a building

The X Factor in Office Design?

here is no doubt that office design is becoming more creative and all-encompassing. From integration of technology to creation of more casual spaces within a professional environment, interior designers have to fulfil an ever-varying set of needs, as companies increasingly look to define themselves by their workplaces in order to attract talent.

“Within the office, the variety of spaces is one of the most important trends, with formal and informal meeting rooms, open plan desks, but also spaces for undisturbed work,” says Anda. “And, ironically enough, in the age of virtual connectivity, the socialising spaces, that truly connect people, are the most prized!”

Anda Manu, Managing Partner of local interior design practice AMA Design, explains: “In the past five years an impressive amount of office and residential projects have been developed in Bucharest and also in Timisoara, Cluj-Napoca and Iasi, where several mixed-use campuses are ongoing and follow the new philosophy of work-live-shop.”

In Romania, as in many maturing office construction market, this is contributing towards a glut of mixed-use developments.

“Co-working spaces represent a growing trend, although the large office buildings are still an important demand on the local market. But, in all of them, the wellbeing of the occupants is the key factor, since nowadays you have to sell a lifestyle and not just a building,” Anda details.

This is forcing firms such as AMA Design to become more creative and more alert than ever before.

Playtika Romania Headquarters

Asked about the importance of sustainability and smart technology to office design today, Anda states that “the use of smart applications and technologies are nowadays an affordable luxury, a facet of the office design that can no longer be ignored or considered unnecessary. This also applies to sustainability and green buildings. The big developers in the office market strive to be certified with BREEAM, LEED, WELL and other green certifications, whilst more and more companies use these criteria in their selection of a new office building.”

Office design is our key specialisation AMA Design was founded in 2000 and specialises in designing workspaces. Its first key project was in a landmark office building – the Opera Centre in Bucharest which stands as the first office building constructed after the 1989 Romanian Revolution. AMA Design’s architects have worked, ever since, on almost every new office project in the capital city, with customised detailing phases for each client.

“Office design is our key specialisation which we have built in time,” comments the Managing Partner. “This has been based on countless hours spent in design meetings with our clients, working with brand guidelines and workplace strategies. We worked on more than 200 projects, but we are still learning something with each new one. To our great satisfaction, two of our recent projects have been chosen by our clients to serve as a standard-bearer in their headquarter designs and became a benchmark to be followed in other premises in the region.”

IBM Romania Headquarters

Our real added value is the strategic consultancy The level of strategic consultancy AMA Design’s team is able to provide is based on a remarkable knowledge pool built up over many years of experience in the field. Asked about company’s winning formula, Anda explains: “In the last 20 years, we have seen all the transformations of the workplace design, in many different industries. We have learned that each business has a specific typology of interaction between people and that if we study their behaviour, this becomes a sustainable design tool. We encourage our clients to not blindly follow the design trends, but to listen to their employees, for companies need to develop workplaces that allow flexibility and, nevertheless, integrate the local culture.”

“Our real added value, apart from the design concept, is the strategic consultancy on space planning, space optimisation and value engineering, integrating a broad range of concepts, based on behaviours and new cultural spirit,” the company’s head boldly states.

Another key element for success is joining strong partners in the market, which allows focus on the quality and creativity. “Most of the time we are appointed by the building tenants, but, more recently, we have joined the teams of large developers, such as Forte Partners, AFI, Prime Kapital and others, since the strategic space planning and interior design is now part of the leasing package,” Anda adds.

This approach has enabled AMA Design to grow strongly in recent years. The company is now operating in a much more favourable real estate development environment, which followed the financial crash of around a decade ago.

Looking for expansion For Anda, the future is about consolidating this domestic growth and expanding its influence and reach further afield. She concludes: “We are today the most experienced Romanian company in office design and workplace strategy.

Our team has doubled in recent years and we are currently in the process of expanding our design and consultancy services abroad, as some of our clients have already appointed us to design premises in Europe and Middle East.

We are searching for partnerships in UK and Western Europe so we can grow even further.”

FORTE PARTNERS “We like to see ourselves as pioneers, because we try to identify new areas for our projects and develop buildings in areas of Bucharest that have potential to grow,” Jabra explains.

“An example is Sector Zero, a concept we introduced for the two buildings we are creating in the central area of the city – Matei Millo and Tandem.

Sector Zero is a premium initiative in the office real estate category and it consists in the development of two office buildings destined for the daily work of creative communities, including for both companies and individuals.

“This vision will demarcate an area of buildings, which are designed to perfectly integrate into the zonal art deco architectural style, neighbouring the iconic Bucharest Telephone Palace. This aims to emphasise not only the central positioning of Sector Zero on the map of Bucharest, but also to mark the intention of Forte Partners to facilitate the beginning and the

nurturing of creative activities in the surrounding area.”

In the central-south area of the city, U•Center is an office project that is confirming the company’s long-term focus to build projects which are both beautifully designed and equally practical.

The Bridge, however, is particularly significant both in terms of scale and also quality and timing.

Described by Jabra as a development that instils a huge degree of pride, the complex based in the emerging Grozavesti area of Bucharest has required a workforce of 8,000 people to build so far, the first phase beginning in February 2016.

Once finished in mid-2020, it will span 117,000 square metres, the fourand-a-half-year turnaround a considerable achievement and testament to all parties involved.

Jabra adds: “The project incorporates interesting and contemporary design with a high-quality level of

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TECHO Romania As part of the Royal Ahrend Group, we are one of leading companies of the Romanian office interiors market.

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50 | EME Outlook issue 34

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CONSTRUCTION

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EME Outlook issue 34 | 51

FORTE PARTNERS

finish including all Class A characteristics and the most recent trends in energy efficiency – it is LEED Platinum certified.

“We have been comforted to know that all of our technical decisions have more than matched the needs of our local and international tenants, so much so that they have expanded and grown with us in our expansion.

We are particularly proud of the community that we have established there and its positive impact on the Bucharest urban landscape, which we consider to be the most important aspect of them all.”

MAINTAINING THE COMPETITIVE EDGE Central to the success of these

Aviatiei Park

Tandem

52 | EME Outlook issue 34

completed and ongoing project delivery is, in the eyes of Jabra, an esteemed network of contractors and suppliers that Forte works with on a daily basis.

Indeed, surrounding itself with reliable and experienced partners provides the company with a competitive edge, something the Co-founder breaks down into three key components.

Matei Millo

UΓÇó Centre UΓÇó Centre

CONSTRUCTION

Stefan Cel Mare

The first is mobilisation speed, a trait gained thanks to Forte’s already established communication flows and administrative procedures that allows it to react faster than competitors.

Second is quality, demonstrated by the track record of its partners and a fact which allows the firm the confidence to make bold promises to clients. The third factor is time, and how Forte trusts its contractors to deliver projects on schedule.

“We explore potential partners carefully, focusing on their brand recognition and specifications, in-house quality procedures, financial strength and project team to ensure we have the same targets,” Jabra explains.

“We start with smaller tasks with new partners and enlarge once we are satisfied that we can count on our partner for the quality, price and timing that we need.”

Forte is equally reliant on its own cohort of staff, the company in a position to adopt a careful recruitment

policy to ensure the right personnel are welcomed into the team.

“Right now, it’s not a challenge to us to find skills, as we believe in the in-house development of our people,” Jabra continues.

“Each of our team members is carefully chosen before joining Forte Partners and after they join the company, we encourage them to stand out within their work expertise. We concentrate on training our people to be entrepreneurs within our organisation.”

This will stand Forte in good stead as it looks ahead to the next chapter of its relatively young story.

With five years of developing in Bucharest under its belt, Jabra reveals that the company is ready to shift its focus onto regional cities in Romania alongside its continuing work in the capital, as well explore new ways of growing the business.

Looking ahead to 2020, he concludes: “The first priority is to deliver

the projects set for completion next year within the announced timeframe and standards.

“Another ambition is to put more dedication into building quality environments that are beneficial for all the people who come in contact with them, not only the main recipients.

“A building can turn a simple area into a blossoming one – we’ve personally seen this happening in the case of Nova Building or The Bridge, and now we strive to achieve and go above this self-set code with every one of our future projects.”

FORTE PARTNERS Tel: +40 (0)31 425 1014 office@fortepartners.ro www.fortepartners.ro

EME Outlook issue 34 | 53

METAL YAPI

EXTRAORDINARY EXTERIORS A melting pot of speed, flexibility and innovation comprises Metal Yapi’s recipe for success, the firm striving to position itself as the best façade company in the world Writer: Jonathan Dyble | Project Manager: Ryan Gray

Nazarbayev Centre designed by Norman Foster

54 | EME Outlook issue 34

CONSTRUCTION Can you picture 12th century architecture? The interiors of buildings often received no natural light owed to the absence of any attainable technology resembling glass. Early stage stainless glass had been invented, but only churches were able to afford this expensive material.

“The Tudor era saw glass become

more common, but even then, houses were rented without it and tenants had to bring in their own temporary windows.

“The most important industry bounce came in the 20th century with the impact of major innovations in steel, aluminium, glass and also in supplementary sectors such as

air-conditioning and elevators which made high rise buildings feasible.

“Digitalisation and developments in the software market that came at the turn of the millennium then gave architects and façade engineers the freedom to design and produce the most complex geometries while rationalising cost and time.

EME Outlook issue 34 | 55

METAL YAPI “Just think how much easier and quicker Gaudi could have realised his projects in Barcelona should he have had today’s software.”

For Bulent Ozgul, the historic timeline of architectural transitions is a subject of fascination.

Buildings have been transformed from century to century as new technologies, materials and techniques have added to the arsenal of construction practitioners throughout the ages.

Yet in the eyes of Ozgul, an individual well placed to comment on the current state of construction as the President and CEO of world leading Turkish façade specialist Metal Yapi, the best is yet to come.

“There has been a lot of improvement and innovation in façades,” he muses, “but we’re anticipating that the real ground-breaking developments will show up in the coming 10 or 20 years.”

GAINING AN ADVANTAGE Indeed, this excitement will unquestionably become increasingly accompanied by challenges.

The traditional pressures of the sector, be it harsh working environments, safety risks, time pressures, cost pressures and rising competition or otherwise, already make the construction industry one of the most demanding in the world, second only to mining in the eyes of Ozgul.

Yet the impending influx of innovations that the CEO refers to equally dictate that agility, adaptability and flexibility are becoming increasingly crucial to the success of sector players, critical to the diversification of skillsets and delivery of cutting-edge developments.

So how can agility be achieved?

For Metal Yapi, the answer is threefold, beginning with its standing as a vertically integrated engineering group comprising specialisms

THE MAKING OF METAL YAPI Turkish firm Metal Yapi is one of the world’s leading façade specialists, providing high quality architectural envelopes with a product range comprising bespoke unitised curtain wall systems, active and interactive intelligent façades, single layer free form structures, steel and glass systems, sun shading systems and metal cladding.

Here, Ozgul maps out the company’s story that stemmed from humble beginnings.

“My involvement into the façade industry was down to chance, as my father and father in law decided to start a fenestration business in Saudi Arabia in 1983,” he reveals. “My father in law had been an architect in the sector for 15 years at that time, designing and selling fenestration systems.

“As a family we decided to make a fresh start in 1983, bringing six workers from Turkey to Saudi Arabia. After a year of experience, I decided to concentrate all our energy on façade projects. This became my passion and I bought engineering books from Turkey to deepen my knowledge in static calculations, strength of materials, thermodynamics and material engineering.

“Later on, my two brothers – a mechanical engineer and electrical engineer – joined the company in 1987. We then moved to Istanbul in 1988 and secured the first façade works of the Plaza Towers where we designed and applied the first curtainwall system of Turkey. And the rest is history.”

56 | EME Outlook issue 34

Fibrobeton Fibrobeton A.S., established in 1987, is engaged with the core business of façade cladding, manufacturing, and installation.

Throughout these 30 years, with the growth of the construction sector locally and internationally, as well as a growing focus on green production and reduced waste, the demand for GFRC units have been increasing and Fibrobeton has positioned itself on project based production with a growing capacity of up to 260,000 square metres per year to provide excellent service to those seeking to create lasting and practical facades.

Metal Yapi is one of the most significant industry leaders looking for long lasting partnerships. Both companies are highly experienced in and value teamwork, establishing a strong presence in the market as well as allowing projects to run smoothly.

This strong partnership has already spread to more than five countries since the the market gave us the opportunity to support Metal Yapi on GFRC and UHPC products.

We take their promises to their clients as our promises. The quality we strive for is the most important part of our collaboration.

Since Metal Yapi is focused on international, unique, and important projects, the quality is of the utmost priority. We’re continuing to work with them internationally in the UK, Belgium, Russia, USA, and Turkey.

As demand grows, we cherish the opportunity to collaborate with Metal Yapi to provide the highest quality services and products to meet the needs of ever more complex, intricate, and striking projects around the world.

www.fibrobeton.com

METAL YAPI spanning custom design engineering, testing, fabrication, installation and full lifecycle maintenance, ensuring it operates in a cradle to grave manner.

Second is its adept management information system named DNS (Digital Nervous System) – a technology which successfully leverages globally recognised financial analysing and tracking software to enable the company to establish a more dynamic and responsive management system.

And third, deemed by Ozgul to be Metal Yapi’s key differentiator, is its design and development architectural fenestration and façade systems which meet the innovative and complicated geometries linked with demanding, technical architectural requirements.

He explains: “We take each project as a unique case – a challenge to innovate, improve and create a specific customised façade system design while taking into consideration the feasibility and easiness during all phases of the operation process.

“In today’s façade industry worldwide, the design process lacks cohesion as far as the implementation and application processes are concerned.

System houses comprising designers and material traders are on one end and on the other there are façade and fenestration contractors who buy the system materials from the system houses.

“Almost all façade contractors work this way because making new system designs every time while meeting prestigious project demands requires highly technical knowhow, experienced staff and extensive research and product development, as well as the need of façade laboratories.

“Often, the result is a disconnected process where the feedbacks from the application field are not linked organically with the designer. Yet by bridging the gaps and looking at the projects as a cycle that infinitely feeds each segment of its entirety, rather than a straight-line process, we gain an advantage.”

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1: EXPO 2017. 2: Boryspil International Airport. 3: Istanbul Airport. 4: Inside the Nazarbayev Centre.

58 | EME Outlook issue 34

CONSTRUCTION

Your Insulation Solutions Partner Thermal and Mechanical Simulation Rapid sampling Technical consulting and services

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Mitsubishi Chemical Euro Asia Ltd. is a 100% subsidiary company of Mitsubishi Chemical Corporation, Japan.

Main business is world-famous ALPOLIC. ALPOLIC is a Metal Composite Material (MCM), which is preferable mainly for exterior claddings as well as interior decorations. ALPOLIC has the following main features as a construction material for cladding and has an excellent global reputation for about more than 45 years: - Lightweight and rigid - Flatness - Workability - Corrosion resistance and wheatherability - Coating quality As for the building construction industries, Mitsubishi Chemical has been strongly promoting fire-rated materials, namely ALPOLIC/fr with a non-combustible mineral filled core which has a better fire performance and meets many fire code regulations all over the world. Lately Mitsubishi Chemical has developed ALPOLIC A2 which meets the European New Generation Fire Protection Standard, one of the highest standards in the world.

Metal Yapi is the global solution partner for ALPOLIC for years and have undertaken many prestigious projects all over the world.

Mitsubishi Chemical Euro Asia Ltd. T +90 216 651 86 70 F +90 216 651 86 73 E info@alpolic.com.tr

EME Outlook issue 34 | 59

METAL YAPI PROVEN BY PROJECTS This turnkey approach has seen the enterprise garner great respect in the global market, the firm to date having completed more than 1,300 projects in 91 cities across 38 countries.

Norman Foster, Calatrava, Maximiliana, SOM and Adrian Smith are just some of the world’s heavyweight architects that it has worked with, Metal Yapi’s portfolio providing the best evidence of its esteemed reputation.

“We’re proud of all our projects,” Ozgul affirms. “Saint Gobain’s headquarters, VINCI’s Siège Social, the Le Monde building and a number of airports spring to mind as particularly prestigious highlights, but I could name many others.

“In principle, we do not make any advertisements and we do not attend to exhibitions. For us, the best marketing relies on the successful completion of a project. When you finish a job successfully you do not only gain a returning customer, but also gain the confidence of an architect, a consultant, a contractor company, and managers that will be referred from other companies at the end of the job, thus potentially creating new networks.

“A job is also observed intimately by the neighbouring sites, which in return

may become interested if your quality and speed are deemed to be satisfactory. In brief it is the performance that counts.”

These attitudes are typical of the company. Its quality over quantity ethos is a major reason behind the its consolidated expansion over the years, successfully establishing itself in new markets as opposed to taking on sporadic one-shot projects.

“Our centralised goal is to become one of the top three façade companies in any country after entering into that region within five years, and to be the best in 10 years,” Ozgul adds.

Indeed, achieving this ambition universally in a diverse array of international markets is not without its challenges. Yet the firm’s 1,300-strong talented workforce combine a mixture of proven experience and youthful creativity to deliver projects consistently and effectively, giving it the best chance of success in each and every new location.

These contributions do not go unnoticed, and in return the business provides a family-like culture and a number of programmes in the aim of both rewarding and retaining its staff.

“We take care of our personnel, make all the best efforts for a good working environment. We’re the only

company that I’ve come across that serves free breakfast and free lunch in a well decorated cafeteria, for example,” Ozgul states.

“We also recruit new graduates every year and train them in our in-house façade academy. We are a teaching organisation, collectively learning and educating each other all the time.”

NOT THE BIGGEST BUT THE BEST Considering the stature of these esteemed staff, the organisation’s emphasis on innovation, and the consistent quality showcased by its proven projects, Metal Yapi stands in good stead to meet its ambitions moving forward.

Two decades ago, the organisation laid out its aim of becoming one of Europe’s top five façade companies by ensuring it excelled in eight categories: engineering, research and development, mechanisation, testing facilities, international trade, office automation and digitalisation, robotics and productivity.

When this was achieved in 2005, a new goal was set to become the best façade company in the world by 2023.

“The slogan was ‘not the biggest but the best – big enough to be known, small enough to be well managed’,”

How important are partner and supplier relationships to the success of your business?

Bulent Ozgul: “Most organisations state in their company policy that they are loyal to their clients and to their personnel. Metal Yapi declares loyalty to three stakeholders, the third being our suppliers.

“We’ve been working with the same extrusion company and the same glass manufacturer for the past 30 years. And the same applies for the rest of our suppliers. As expected, to strengthen our expansion and to sustain the continuity of the supply flow, we integrate new suppliers into the family and then build up the same long standing relationships with them also.

“We always balance our orders to keep everybody busy and happy in a decent approach. A company is only as strong as the chain of its suppliers – the weakest ring of the chain defines its overall integrity.”

60 | EME Outlook issue 34

CONSTRUCTION

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1: Yapi Kredi Culture and Art Building. 2: Twist Tower.

EME Outlook issue 34 | 61

METAL YAPI

Designed by Santiago Calatrava

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Left: Calatrava. 1: Petrom City 2: SOM project, designed by SOM. 3: Qatar National Convention Centre, designed by Arato Isozaki.

Ozgul explains. “Our sector is the most difficult among all subcontractors in the construction industry, and we have observed that the biggest ones have even bigger management problems, so the optimal size had to be discovered for sustainability.”

It is this same vision that continues to drive the company today, the firm set to launch a marketing campaign comprising a 100-question survey in 2023 consisting of 25 questions for each stakeholder – namely the person­ nel, suppliers, clients and the share­ holders – that will allow it to evaluate in a mathematical method whether or not it has met this mission thus far.

And regardless of its outcome, Ozgul reiterates that the firm’s strides

for perfection will never waver.

He concludes: “Looking at ourselves, we have a long way to go in terms of transcending into digital management systems in order to control the three critical factors – cost, quality and time – and will strive to better equipped in these areas moving forward.

“We’re also committing ourselves to obtain zero waste in all terms of resources, introducing digitalised and automated quality tracing mechanics to establish a more responsive and therefore dynamic management to be the fastest in the sector.

“We will, however, be measured in our approach. In the past 36 years, I have personally witnessed four slump times and four booms. There is a cycle

in all aspects of life and all systems in the world alike.

“My point is you must not dream when the economy is booming and should not give way to depression when it is in crisis. My strategy to prepare for the future always has been to think of the bad days, take measures, do not waste any resources and always be optimistic.”

METAL YAPI Tel: +90 216 425 03 25 info@metalyapi.com www.metalyapi.com

EME Outlook issue 34 | 63

UNITED ENGINEERING CONSTRUCTION

Building Tomorrow’s Legacy Today D

ubai. It’s a city brimming with sensational, surprising and admirable achievements.

As the region struck oil in 1966, H. H. Sheikh Rashid bin Saeed Al Maktoum laid out a masterplan to turn Dubai into its modern self – what was once a relatively modest cluster of portside settlements now stands as something of an architectural playground, home to the Burj Khalifa, Burj Al Arab and a host of other iconic landmarks 64 | EME Outlook issue 34

UNEC has successfully established itself as the face of reliable, high quality construction within the GCC region, Chairman Abdul Halim Muwahid explaining how the firm continues to create a lasting legacy Writer: Jonathan Dyble Project Manager: Ryan Gray

that wouldn’t look out of place in the dreams of the most revered structural artists.

“Look at the explosion of growth in Dubai in the last 20 years,” states Engr.

Abdul Halim Muwahid.

“The city has drastically changed, having been established as a hotbed for construction for many years. The UAE long had major ambitions for Dubai to become a major hub, not only in the Middle East but around

CONSTRUCTION

the world. And now we see that – it’s a focal point of business, tourism, air travel and indeed construction innovation.”

Engr. Abdul Halim Muwahid himself is able to map out this timeline of transition better than most.

After working in the region for a few years as a Site Engineer, he found himself dreaming of a better way of doing things. The dream became a reality in 1976, as he took the challenging and

bold decision to lay the foundations for a new company – one centred on values of quality workmanship and reliable partnerships.

Those values have remained constant as the company has experienced change, challenges and achievements, now standing as one of the region’s most trusted and accomplished partners in the construction industry.

With over 50 years of experience and knowledge, United Engineering

Construction (UNEC) is a company that is truly helping to shape cities and build tomorrow’s skylines today, partnering with the world’s leading real estate developers to exhibit excellence across every segment of the industry.

Engr. Abdul Halim Muwahid remains the central driving force at the heart of UNEC and its future legacy with his active role in all aspects of the company’s development, strategy and daily operations.

EME Outlook issue 34 | 65

UNITED ENGINEERING CONSTRUCTION TAKING PRIDE IN TECHNOLOGICAL PROGRESSION Taking after Dubai’s own heart, much of UNEC’s revered reputation has been built on the company’s commitment to innovation, a quality that has become particularly prevalent in recent times as construction-centric technologies continue to advance.

THE ABC OF UNEC ESTABLISHED IN: 1976 SIZE OF TOTAL WORKFORCE: 11,000+ PROJECTS COMPLETED: 290 ONGOING PROJECTS: 24 VALUE OF CURRENT PROJECTS IN $ BILLION: 3 MISSION: To serve the region with reliable, high quality construction through innovative technology, state-of-the-art machinery, professional manpower and the accomplished mastery that comes with experience.

VISION: To continue being a strong and trusted partner in the industry and build a lasting legacy for employees, clients and the Nations.

PROMISE: To bring tomorrow’s advantage today.

Eng. Abdulhalim Muwahid, Chairman

66 | EME Outlook issue 34

Such is no better evidenced than by its integration and utilisation of building information modelling (BIM) – an intelligent 3D model-based process that provides industry professionals with the insight and tools needed to more efficiently plan, design, construct and manage buildings and infrastructure.

Engr. Abdul Halim Muwahid explains: “In the past two years we’ve hired professionals qualified in BIM and at the same time invested in upskilling our existing employees in utilising its benefits. We currently have four ongoing projects being delivered using BIM, not because its usage has been mandated by our clients but because we see the benefit that it gives us as a contractor.

“We’ve also encouraged the subcontractors that we work with to start using BIM and have even helped to implement and integrate the technology within their operations in cases where they don’t have the necessary experience or expertise.”

Looking at UNEC’s processes and workflow, recently implemented enterprise resource planning (ERP) technologies have had similarly transformative effects.

Moving many of the organisation’s administrative tasks from paper to digital, it has served to interconnect each office and department. From HR, finance and procurement to stores and workshops, documenting and operating on one mainframe has significantly improved efficiency and operational transparency.

Despite the benefits that these innovations have provided, getting all parties on board with their integration has been no easy feat, many of UNEC’s employees having queried the need for such changes at all.

“And they have every right to ask such questions,” Engr. Abdul Halim Muwahid declares. “We’re talking about changing the way that an entire company has been operating in previous years, so you’re always going to encounter resistance as well as those

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AMC’s technology was recently chosen for traffic coating, wet areas and roofing waterproofing works by UNEC in the new, state-of-the-art mall located in The Palm Deira, Dubai.

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embracing change. It’s entirely natural that concerns and challenges should arise.”

Here, a dedication to employee satisfaction and welfare – a cultural facet of UNEC best highlighted by its CSR Silver Label award from Dubai Chamber of Commerce among other accolades – has paid dividends.

The company has taken the time to introduce the technologies to its entire workforce, demonstrating through education and training how such tools have the potential to assist performance and ease workloads.

“In the wake of training sessions on both ERP and BIM, we’ve had a number of requests from the team about using technologies in other areas; whether we can automate this or that,” Engr. Abdul Halim Muwahid affirms.

“And that’s great – it represents a cultural shift where everyone now sees the value in what we’re doing and are moving forwards with a collective vision of continuous improvement.

CONSTRUCTION

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“We’re dedicated to investing in new technologies and talent. We allocate separate budgets for research and development, and always look to explore new ideas. Sometimes things work, sometimes they don’t, but whatever the outcome, we really take pride in ensuring we are continually progressing in a technological sense.”

DEVOTED TO DEVELOPMENT The topic of pride leads us swiftly onto UNEC’s growing project portfolio, the firm closing in on a monumental milestone of 300 successfully completed developments.

Sifting through this collection, the sheer array of diverse structures spanning the commercial, retail, hospitality, Nakheel-Mall-on-Palm, Jumeirah

governmental, infrastructure, education, culture, residential, healthcare and mixed-use categories is impressive in itself.

For Engr. Abdul Halim Muwahid, however, a few recent projects stand out as particular highlights.

“December saw the grand opening of the Arab Marine Academy project in Khorfakkan, Sharjah,” he states, pointing to the first of these.

A university comprising 18 buildings, the entire project was completed in just eight months – a feat that’s almost unprecedented, even by UNEC’s high standards.

“At one point we had more than 6,000 staff working on this project in three daily shifts,” the Chairman continues.

“When we started the project, everyone was saying it was impossible, and we ourselves were not blind to the fact that it was a massive challenge.

But we broke the project down into small milestones and through the help EME Outlook issue 34 | 67

UNITED ENGINEERING CONSTRUCTION 1. Arab Marine Academy 2. Ajman Saray (5-star) Hotel

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3. Deira Islands 4. Al Reem Healthcare 5. Majdoul Tower (KSA) 6. Azure Residences 7. Canal Residence 8. Al-Noor Mosque 5

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of our subcontractors, which were a great credit to what we’ve been able to achieve here, we managed to surprise everyone and surpass expectation.”

Meanwhile, November 2019 saw the Palm Jumeirah-based, UNEC-built Nakheel Mall open its doors in Dubai for the first time, the 4.5 million square foot development becoming the first mall to be built on a manmade island.

“What’s special about this project is that while the Dubai Metro (monorail) passes through the centre of the mall, its operation was not impeded throughout the entire construction process,” Engr. Abdul Halim Muwahid reveals, eluding to the firm’s strict safety precautions and professional knowhow as the key to its successful completion.

Two further Dubai-based malls are also currently being built by UNEC – Silicon Central Mall in Dubai Silicon Oasis, and Deira Mall located inside Deira Islands.

UNEC SHJ Planet 68 | EME Outlook issue 34

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The former, which last year was shortlisted for the 2019 MENA Green Building Awards, is expected to be complete in Q4 of 2020, while the latter is the single largest contract award since the Burj Khalifa in 2004, valued at $1.3 billion.

“Like Nakheel Mall, Deira Mall will be located on a manmade island,” the Chairman states. “However, this new development will be more than twice the size of Nakheel Mall, set to become the largest such complex in Dubai at more than 10 million square feet.”

PURSUING NEW OPPORTUNITIES With these contracts providing just a small flavour of UNEC’s value proposition and ongoing prospects, it’s easy to see why the company is currently blanketed by an air of optimism.

Looking outside of the UAE, its Saudi Arabian office is garnering

greater attention, owed to the increasing number of promising projects emerging in the Kingdom. At home meanwhile, the Chairman is quick to reiterate that the organisation will retain its unwavering commitment to implementing cutting-edge industry technologies and remaining ahead of the curve as it moves through 2020.

“Traditionally the construction and education sectors have seen lacklustre innovation when compared to others in decades gone by, failing to leverage new technologies,” he explains. “But that is starting to change. There’s now greater awareness about how new solutions can provide benefit, and

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we want to be at the forefront of this industry shift.”

Technological innovation is just one way in which the regional construction field is changing, however.

The subject of trends leads Engr.

Abdul Halim Muwahid swiftly onto providing his concluding outlook in the form of a number of other key forecasts, first pointing to the need for greater operational adaptability in the face of Expo 2020 and Dubai’s continual urban expansion.

“From what I can see now, infrastructure development contracts are going to be leading in the UAE for the next two to five years,” he explains. “A lot of buildings in this region are also getting older having been built 20 or 30 years ago, and for that reason I foresee facilities management becoming increasingly important in the coming years.

“In terms of a general overview, techniques such as 3D printing, prefabrication and modular construction are expected to become more applicable to this sector.

8

“While these are in their relatively early stages, the benefits that they can provide in terms of safety, quality and efficiency by enabling contractors to complete many fine-tuning elements in a timely, controlled manner offsite, thereby drastically reducing construction complexity and timeframes, make them undeniably attractive.”

Listening to Engr. Abdul Halim Muwahid, it’s without doubt that the construction sector is moving faster now than ever before.

For UNEC, however, this is not a challenge but an opportunity, the company’s vast resources, commitment to innovation and extensive experience perfectly positioning it to capitalise on any market shifts that may emerge, both now and in the future.

UNITED ENGINEERING CONSTRUCTION Tel: +971 4 282 8242 info@unec.ae www. unec.co

EME Outlook issue 34 | 69

EURO MECHANICAL

A Champion of

TRUST

Abu Dhabi-based Euro Mechanical is at the forefront of progress in the energy sector, empowering its employees and embracing ‘oil and gas 4.0’ at every opportunity Writer: Jonathan Dyble | Project Manager: Ryan Gray

W

Jon Rawding, CEO

70 | EME Outlook issue 34

hy don’t spiders get stuck in their own webs? Why can’t I see my eyes? Why were swear words invented if we’re not allowed to say them?

It’s almost impossible to spend time around children without avoiding a barrage of the most common of

childhood queries: “Why?” Curiosity is a fundamental part of human cognition. It’s not long after we’re able to talk that the intuitive desire to understand the motive behind any action or process begins to spill out of our mouths, often in the most weird and wonderful ways.

Recent research has in fact shown that

CONSTRUCTION

children ask more than 70 questions every day… a study that is undeniably ironic; a catch-22 of human nature.

While it may fade over time, our innate inquisitiveness never truly disappears. And in the world of business, this aptitude can often be more useful than many might realise.

“Have you heard of a man named Simon Sinek?”

Euro Mechanical CEO Jon Rawding poses me a question of his own as we sit down for a long discussion over the phone. “He’s the author of a number of books including Start With Why, and a thought leader that our company takes great inspiration from.

“When I came on board in 2018, I asked a simple question: What is the purpose of Euro Mechanical? Why does it exist?”

Originally set up in 1976 in the fledgling oil industry of Abu Dhabi, the founders saw an opportunity to create a long-term sustainable business that would grow in tandem with the sector in the Emirate. And it has been

a success, Euro Mechanical having built a reputation for long-term, trusting relationships along the way, forged from the strong family values held by the owners that are endemic in the UAE. “We quickly identified this as being a central pillar of the company’s ethos – to add value to the lives of the employees, the local and international suppliers that work with us, and the clients we work for,” Rawding reveals.

“Ultimately, the goal is to make a positive contribution to Abu Dhabi and the region.”

UNLOCKING AN UNDERLYING POTENTIAL A man after Sinek’s own heart, and a keen advocate of the need to understand why something should be done before it is actioned, Rawding spent the next two years remodelling the company in line with this realised philosophy – a process vastly easier than the one that was initially anticipated.

“We rebranded the company in 2018,

but I quickly worked out that it didn’t require much effort at all,” he affirms.

“The brand identity of giving back was ingrained within the culture of the company long before I arrived.

Testament to the Al Hurr family, the foundations upon which Euro Mechanical has been built are not short sighted – they’ve been nurturing a company that will stand the test of time and maintain a legacy.

“In respect to that, all of our partnerships and decisions are focused on the long term – on developing relationships of trust and creating credibility in the industry, both now and for years to come.”

A newly cultivated approach to leadership provides the proof in the pudding, the company having discarded what it deemed to be an outdated, restrictive command and control policy, replacing it with new management techniques designed to empower employees.

Each member of staff is given ownership and responsibility, while EME Outlook issue 34 | 71

EURO MECHANICAL management have been encouraged to deliver empathetic leadership.

“The idea is to create an environment for our workforce that allows them to perform to the very best of their natural ability,” Rawding reveals.

“Operating in such a manner makes us more accountable to ourselves than even the client.

“By taking greater ownership, our staff have become entirely aware of the fact that Euro Mechanical’s reputation is theirs to maintain at the same time, which backs up our promise that

we will do what we say we’re going to do when working with any customer.”

TECHNOLOGICAL TRANSFORMATION It is not just the organisation’s approach to management that has taken a progressive turn, however.

Technological transformation driven by industry 4.0 (or oil and gas 4.0 as it is known locally) has likewise been highly prioritised at the firm, which is in the process of positioning itself as a stalwart of energy-centric innovation.

INTRODUCING EURO MECHANICAL Euro Mechanical provides experienced maintenance, construction, control and automation solutions to the oil and gas, petrochemical and power generation industries, typically serving oil and gas producers and EPC contractors.

The business has supported the growth of Abu Dhabi’s energy sector for more than 40 years and currently comprises six divisions: ADVANCED TECHNOLOGIES AND SOLUTIONS: Offering a wide range of authentic products and services to its customers in the UAE, sourced from world renowned principals.

CONSTRUCTION AND MAINTENANCE SERVICES: Includes erection and installation of turbines, piping/structural fabrication and installation works, shutdowns and mechanical works, electrical and instrumentations works, specialised services like hot tapping and more.

FABRICATION: Skilled in the fabrication and assembly of pressure vessels, water bath heaters, heat exchangers, columns, fin fan coolers, pipe spools and full skid packages with painting and E&I. BOLTING AND MACHINING SOLUTIONS: Offers one of the largest ranges of bolting and machining related services, equipment rentals and sales in the UAE. A range of bolt tensioners, torque wrenches, nut splitters, flange spreaders and flange pullers are all stocked and readily available. It also offers flange facing services, cold-cutting and bevelling machines, while subsea aquajacks are available at short notice.

NDT AND TESTING MACHINES: Provides a wide range of state-of-theart non-destructive testing instruments, material testing systems, aircraft wheels and brakes service equipment, aircraft recovery equipment and image analysers.

MANPOWER SERVICES: Provides quality manpower solutions across the United Arab Emirates for long term operations and/or maintenance activities; shutdown personnel for specific overhaul works on a short duration basis; reliable project teams for execution of site activities; specialist support teams.

72 | EME Outlook issue 34

Granite Construction Company WLL No job is too big or too small for Granite Construction Company.

Founded in 1971, it is a certified ISO 9001:2015, ISO 14001:2015, OHSAS 18001:2007 organisation and has accumulated nearly half a century’s worth of experience in supporting the exponential growth of Abu Dhabi’s oil and gas industry, completing a vast multitude of projects to the absolute satisfaction of its customers.

Its key areas of specialisation include: • EPC contracts for accommodation, industrial and non-process buildings.

• Civil works including site development in the industrial plants, temporary camps, rehabilitation and mission-critical civil works during plant shutdown.

• The construction of water retaining structures and storage tanks including LPG concrete, STP and RO plant civil works.

www.graniteuae.com

Tormatrix Tormatrix have been working closely with Euro Mechanical for over 10 years.

As an early adopter of tmXsuite, the only applications suite developed from the ground up with the objective of providing project-led companies with one unified content management system, they were able to eliminate and streamline many of their manual processes including complex workflow requirements and provide everyone with a transparent, collaborative window into all commercial correspondence.

With users across the business and on multiple sites operating from a single consistent platform, they continue to maximise efficiency and enjoy commercial success.

www.tmxsuite.com

CONSTRUCTION

We emphasize on Health, Safety and the Environment, Quality, delivering Projects on time and Client Satisfaction

Granite Construction Company is an established and well-known EPC contracting organization in the Construction field for Oil & Gas, Power & Water, Industrial & Commercial sectors with the in-house capability for engineering & design in the civil discipline.

“

When you talk to us, you’ll find that we really focus on understanding your business and your issues, and that’s because our aim is to use our knowledge, our softwareControl and our Document skills to improve the efficiency of the way our customers work.

Our beloved founding father, Late Mr.Razmik Tatevossian, Established the Company in 1971. His legacy still lives on in those he has inspired to serve this great nation.

PO Box: 842, Abu Dhabi, UAE Tel: +971 2 6770080 / 6770050 Fax: +971 2 6774729 Email: gccho@granite.ae https://graniteuae.com/

productivity

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Document Control EME Outlook issue 34 | 73

EURO MECHANICAL

COMMITTED TO COMMUNITY CARE Corporate social responsibility is a key part of Euro Mechanical’s ethos, the company contributing towards the betterment of society in numerous ways.

PEOPLE: Euro Mechanical is dedicated to creating and maintaining a safe, healthy and enjoyable working environment for each of its employees, where individual rights, customs and traditions are respected and valued.

ENVIRONMENT: Protecting the environment is viewed as a crucial responsibility, the company ensuring it complies with all relevant environmental legislation and regulations, minimises contributions to pollution of land, air and water, as well as training staff to be more environmentally conscious.

CHARITABLE WORK: Euro Mechanical is associated with a number of charitable organisations including Smile, Water Aid, Future Hope, Centre for Humanitarian Services & Ashraya Charitable Society, and Anawin Lay Missions Foundation.

74 | EME Outlook issue 34

Indeed, with an eyewatering $680 billion estimated as the added value that can potentially benefit the oil and gas sector as a result of new technologies, it’s easy to understand the motivation behind Euro Mechanical’s shift from reactive to proactive adoption.

“The industry is changing so quickly that we have to change with it,” the CEO advises.

“You only need to look at ADNOC, the main client here in Abu Dhabi.

They’ve changed dramatically in the last two or three years, and we’re moving with them. It’s another necessity in terms of achieving longevity.”

Euro Mechanical’s partnership with Silicon Valley-based TACHYUS stands as a particular highlight, the company now able to provide solutions to optimise energy production and unlock significant value for its customers by using data-driven decisions powered by machine learning and artificial intelligence.

Meanwhile, the organisation’s internal business processes have equally become the subject of

technological improvement, a new enterprise resource planning system and enhanced IT infrastructure having helped to better measure operational progress.

“When I first joined this industry, I was one of only a handful of people using the most sophisticated technologies while working on oil rigs,” Rawding recalls.

“Since then, the technology has vastly improved. And that’s exciting.

It’s exciting for younger people entering the industry because so much is new and changing right now, and it’s exciting for people like myself who can see this change in mindset.

“The scope to apply new technologies is expansive. Our sector has lagged behind others in the past, but because of that implementing state-of-the-art innovations is now quite often like working with a blank canvas.”

BRIGHT HORIZONS Talk of the past and present naturally then steers the conversation to the future, a topic of optimism for the CEO.

CONSTRUCTION

THE ADNOC-EURO MECHANICAL RELATIONSHIP Consistently providing reliability, collaboration, a partnership mindset and solution driven services, Euro Mechanical is often a service provider of choice, its relationship with ADNOC being a prime such example, evidenced by two recent service contracts delivered to ADNOC LNG between 2013 and 2019: CONSTRUCTION AND MAINTENANCE SERVICES Despite tough market conditions, the company was recently awarded two ADNOC projects for a four-year duration. It is also in the process of bidding on a few important projects for ADNOC and other clients.

RIGGING SERVICES Comprised the supply of more than 70 personnel including rigging crews and crane operators to ADNOC LNG, working in its central workshop and plant areas on Das Island.

Six years of critical work with an exemplary safety record were achieved in partnership with ADGAS’s management team.

FABRICATION SERVICES Entailed the repair and modification of existing pipelines, spools and flanges by a fabrication team of more than 60 personnel. Additional teams were regularly requested to support critical shutdown activities where the consistency of personnel, quality and specific plant experience were of major importance.

Here, he reveals that the aforementioned emphasis on technology constitutes one of four elements within Euro Mechanical’s strategy for 2020, reiterating the importance of personnel development as the second component of this masterplan.

“Innovation and learning is a critical part of our blueprint and will provide the grounded footing for our organisation to grow,” he states.

Beyond this, customer relationship management and strategic partnership development will likewise take precedence as the business looks to maintain momentum.

The former will see the incorporation of a centralised proposals management team whereby Euro Mechanical’s six divisions will no longer be siloed, instead working together to pool resources and reap rewards such as more targeted marketing insights.

“We want to increase collaboration and likewise raise awareness about the work that we’re doing,” Rawding explains. “We’ve been pretty quiet previously but have a lot to shout about in terms of our achievements and value proposition.”

The latter, meanwhile, reiterates the company’s position as an entity seeking meaningful relationships with both

new and existing partners alike who share its outlook of longevity and trust.

“The lifeblood of all of these efforts of course is the financials,” Rawding adds, “a space that we’ve also made inroads into, having hired a Chief Financial Officer in 2018 and integrated the appropriate tools to improve monetary transparency.

“We’re busy, but that’s compelling.

We’re accelerating the flywheel if you like, getting faster and better in respect to progress and change across the board – looking at the past year alone you can see this heightened enthusiasm.

“The company’s becoming much more sophisticated, but not on a corporate level where the numbers are the most important thing. Rather, the numbers are the result of everything else we’re doing, and that’s truly exciting.”

EURO MECHANICAL Tel: +971 2 678 1133 Fax: +971 2 678 1953 www.euromechanical.com

EME Outlook issue 34 | 75

AL SAHEL CONTRACTING COMPANY LLC

F

ew nations can claim to match the pace of change being maintained by the United Arab Emirates.

The country has witnessed tremendous development in recent years, underpinned by its key cities – Dubai, Abu Dhabi and Sharjah – that today house some of the world’s most spectacular, sizeable structures. And that trajectory is not set to change by any means, KPMG’s annual Global Construction Survey forecasting the national industry to grow by as much as 10 percent through 2020.

One company at the forefront of this transformation is Al Sahel Contracting Company LLC, a member of the Khalifa Juma Al Nabooda Group of Companies.

An organisation four decades in the making, it has to date completed more than 250 projects throughout the Emirates, delivering a wide variety of projects such as residential buildings, commercial buildings, luxury villas, high rise buildings, shopping malls, warehouses, schools, hotels,

76 | EME Outlook issue 34

BUILDING VALUES, UPHOLDING QUALITY A multi award-winning creative construction contractor, Al Sahel is firmly at the forefront of UAE’s urban transformation

Writer: Jonathan Dyble | Project Manager: Ryan Gray

car showrooms, hospitals and even palaces.

“Al Sahel has effortlessly continued its march towards excellence for the past 43 years by developing ambitious business strategies to achieve the company vision of becoming one of the top-performing building contractors in the UAE,” explains Mohammed Hammad, the organisation’s CEO. “We’re firmly committed to adopting a sustainable perspective with three elements – social, business and

CONSTRUCTION environmental. This governs the company’s operations and activities.”

The evidence of this approach lies in firm’s accreditations, currently laying claim to ISO 9001:2015 (related to quality management), ISO 45001:2018 (related to occupational health and safety) and ISO 14001:2015 (related to environmental management).

“The company is committed to enriching the services provided to our clients by accentuating QHSE aspects, covering all areas of business excellence and occupational health and safety while preserving the environment,” Hammad reiterates.

IN PURSUIT OF PERFECTION Indeed, this commitment to excellence on all fronts presents itself within Al Sahel’s projects themselves

– a portfolio that continues to grow alongside the firm’s esteemed reputation.

“Every project, small or big, holds a precious place in Al Sahel,” Hammad reveals.

“We consider every development as a challenge and apply the company’s knowledge, expertise and dedication to deliver it as per customers’ expectations and in line with Al Sahel’s own standards.”

Asked to call upon some particular highlights, the CEO points to the MEED Quality Awards secured by its projects for three consecutive years between 2016 and 2018, the first of these owed to its efforts as the main contractor on the Dubai-based DMC Butterfly, currently home to both SAP and Samsung.

Consisting of two interconnected office buildings located in the heart of the Dubai Media City and Dubai Internet City,

the site houses 255,000 square feet of world-class facilities and infrastructure, tailored office space and spacious outdoor space.

The following year’s award came courtesy of Al Sahel’s delivery of Bay’s Edge for DAMAC Properties Group – named National Winner Residential Project of the year. A mixed-use development situated close to Dubai’s Burj area, its furnished apartments, prime waterfront location and iconic silhouette have become a renowned part of the city’s impressive skyline.

“Meanwhile, in 2018, we received GCC Winner of Small Project of the Year for Blue Waters Mosque, and National Winner for Healthcare Project of the Year for Al Jalila Foundation HQ and Research Centre, and were nominated for MEED Industrial Project

EME Outlook issue 34 | 77

AL SAHEL CONTRACTING COMPANY LLC of the Year for the Dubai-based Al Nabooda Automobiles Service Centre – the largest workshop and service centre for the likes of Audi, VW and Porsche in the world,” adds Hammad.

“And our pipeline is equally compelling.

“We are very excited to be part of a major luxurious development with Dubai Holding for The Madinat Jumeriah Living at one of the most prominent locations in Dubai. Al Sahel has been awarded phase one and two, and is very proud to be considered as one of the potential awardees for the new phases.

“This project marks yet another milestone in Al Sahel’s career and reaffirms the client’s trust in our capabilities.”

PEOPLE, PARTNERS, TECHNOLOGY Talk of this pipeline turns attentions quickly to the future.

Which begs the question – how will Al Sahel continue to meet the demands, concepts and criteria required by its clientele that are each often more innovative than the next?

The answer, for Hammad, is threefold, the first element owed to the role of its 6,000-strong workforce.

“We consider our human resources to be our most valuable asset,” he reveals. “Al Sahel strives to explore the full potential of its employees and to acknowledge their contributions,

Al Jalila Foundation HQ

78 | EME Outlook issue 34

AL SAHEL A SOCIAL STALWART Al Sahel is committed to supporting the UAE in numerous ways societally, the firm having created a multitude of mutually beneficial relationships locally, the first of these owed to its unwavering support of local academia.

“Al Sahel has adopted a policy of contributing positively to the community by engaging in corporate social responsibility activities and encouraging local talent by way of training qualified national engineers, sponsoring academic research work related to construction activities by local institutions, and so on,” explains Hammad.

Its partnership with the British University in Dubai (BUiD), focussed on conducting projects on different aspects to emphasise the importance of encouraging young talents to be creative and innovative in the UAE, is a prime such example.

“We hosted a design competition for the MSc students at the university and are also working on a pilot project on waste management which will include multiple PhD studies conducted by BUiD students,” Hammad explains.

Internally, the company likewise has implemented initiatives to assure the wellbeing and comfort of its employees, running an annual family gathering, sport tournaments and more as well as supporting environmental preservation through cleaning days and campaigns.

“Al Sahel was announced a Taqdeer Award winner in 2018 – an award launched by the Dubai government to recognise companies that adopt best practices in employee welfare, ensuring a balanced and mutually beneficial relationship between employer and employee,” the CEO adds.

Many Al Sahel projects have been recognised with awards

CONSTRUCTION

Bay’s Edge is a mixed-use devel­opment situated close to Dubai’s Burj area, its furnished apartments, prime waterfront location and iconic silhou­ette becoming a renowned part of the city’s impressive skyline.

The project was designed for DAMAC Properties Group

Electromechanical Works

SAIFCO is one of the leading Electro-mechanical Contracting Companies that stood the test of time and operate in the UAE since 1995. We are an ISO 9001:2015 (Quality), ISO 14001:2015 (Environment) and OHSAS 18001:2007 (Health & Safety) certified company.

Air Conditioning, Electrical, Mechanical & Plumbing works are our bread and butter. This is always achieved by employing experienced and highly qualified Engineers, skilled A/C Mechanics, Electricians, Plumbers, Foremen, and Trained Labor.

T +971-04-3366602 | E info@saifcomep.com | www.saifcomep.com

investing in the development of all employees at all working levels.

“Every member is given the opportunity to be creative and participate in the development of the company. We give them the resources they need and have a comprehensive training plan that’s set at the beginning of each year to respond effectively to the demands of each department.”

Second is a sound supply chain. The Chief Exec continues: “Supply chain management is very important in Al Sahel. We consider our vendors as partners; we merge our efforts together and share success. In addition, we’re adopting a strategic approach with key suppliers to immense long-term benefits for both parties.”

And the third aspect is technology – a field becoming increasingly important in the world of construction, with the likes of building information modelling (BIM) viewed as crucial in steering businesses beyond

conventional methods.

“Given the rapid development in technology and supply chain, the company focuses on remaining up-todate and are keen on applying agile business techniques to processes and operations,” Hammad affirms.

“Implementing new technological developments is very important to increasing overall output and productivity.”

Indeed, by emphasising the importance of each of these elements at all times, Al Sahel can be confident for the future.

The firm’s overriding aims, named SMART targets, continue to become more ambitious by the year, the company clearly focused on staying up to date and applying agile business techniques to its processes and operations.

And rightly so, Hammad expressing optimism about its ability to meet these milestones through the same dedication, hard work and expertise

that has helped to build the organisation’s reputation to date.

“Throughout our 43 years of operation, we’ve been able to maintain steady performance, despite market cycles, and succeeded in the application of improvement in every aspect of our operations, both measurable and traceable,” he states.

“How? Because we leverage our inherent capabilities and expertise as a driving force towards achieving these targets. We believe our forward strides maintain a reliable value proposition, and in the end that’s always a reason for being optimistic.”

AL SAHEL CONTRACTING COMPANY LLC Tel: +971 42 857 324 info@alsahelcon.com www.alsahelcon.com

EME Outlook issue 34 | 79

ALBONIAN INTERNATIONAL

Jamal Nachabe

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CONSTRUCTION

NEVER GIVING

“I worked different jobs for the majority of the 1980s after graduating as a mechanical engineer,” he recalls.

“It was towards the end of the unrest in Lebanon and I was living in Beirut – the times were rather tricky, the market was uncertain, and no one was quite sure about what was on the horizon.

“That being said, I wanted to work for myself, be my own boss, and have my own business. I learned the basics of how to manage engineering, trading, and financial works and, relying on my previous experience, I decided to establish my own company, Albonian, dealing with local suppliers on sales, engineering and contracting.”

Fast-forward to the present day and the business stands as a leading MEP contractor in the UAE and wider region, working for both governmental and private clients across a huge variety of projects in its home country and abroad.

The company’s home country is Lebanon, a market where it continues to be engaged in numerous projects, while major developments have been completed in Doha (Qatar), Amman (Jordan), Lagos (Nigeria) and Riyadh (Saudi Arabia) over the past 20 years.

However, since 2006 the major focus has been on the UAE, its head office and majority of engineering personnel based in Dubai and Abu Dhabi.

The firm’s services are widespread, covering engineering, procurement and construction (EPC) as well as maintenance of heating, ventilation and air conditioning, district cooling, plumbing, drainage, water treatment facilities, pumping stations, firefighting/protection, telecoms infrastructure, building management systems and electrical installations.

“I still believe as strongly today as I did in 1987 in Albonian and in what it represents,” adds Nachabe. “My philosophy is unchanged – never give no for an answer to my clients – and this is what has formed and kept our strong partnerships with all of our customers.

NO FOR AN ANSWER

Albonian International has been built up by CEO Jamal Nachabe on a simple yet effective promise – to always deliver for clients on MEP and now facilities management projects Writer: Tom Wadlow | Project Manager: Ryan Gray

T

he 1980s were a difficult time in Lebanon.

A country in the midst of civil war, it wasn’t until the end of the decade that the conflict ended and a degree of stability and rebuilding emerged, the 15-year dispute coming to an end with a newly unified government under President Hrawi.

For Jamal Nachabe, setting up the now vastly successful mechanical, electrical and plumbing (MEP) contractor Albonian International in 1987 was no easy feat.

EME Outlook issue 34 | 81

ALBONIAN INTERNATIONAL “If a beach-side resort wanted an EPC solution for full MEP works, Albonian was their partner. If an office development was looking for a switchboard manufacturer, we were ready.

If a new highway project was looking for a contractor to install the lighting network, there we were.”

DELIVERING NO MATTER THE CIRCUMSTANCES This attitude has stood the company in good stead through what is by the CEO’s own admission a tough period for the region’s construction industry.

“The next five years are going to be tough on most contractors in the region,” Nachabe continues. “The times are more trying than ever. In a business dominated by cash, our cashflows are becoming increasingly harder to maintain due to delays in payments and outstanding arbitrations from previous projects.”

However, Nachabe is confident projects will continue to come Albonian’s way, not least because of the stellar

82 | EME Outlook issue 34

track record built up over the past 33 years.

Projects will also arrive in different shapes and sizes, the ability to adapt and diversify signalled as key to the longevity of the company moving forwards. For example, Albonian now operates a standalone facilities management (FM) business, enabling the group to offer a one-stop shop style offering to its clients.

“FM is the future of the market and strong FM companies are the ones that are backed by MEP EPC companies with in-depth knowledge, capable of delivering turnkey retrofit solutions to improve energy efficiency and guarantee a good return on investment,” explains Nachabe.

“That being said, our focus on MEP contracting will not lessen. In fact, we have recently completed many specialised projects of varying scales from large state-of-the-art data centres to boutique luxury restaurants.”

Indeed, looking back on 2019, the CEO is able to cite a number of

successfully completed and recently awarded projects.

These include the high-end The Court apartment building in Jumeirah 1, the 22-floor Fareed Tower 2 apartment tower in Business Bay, the show village of Tilal Al Ghaf Development for Majid Al Futtaim, the Souq Extra Mall extension in Dubai Silicon Oasis, and 232 villas in the Zahia Community in Sharjah for Majid Al Futtaim.

Going into detail on two further landmark developments, Nachabe says: “One of the most challenging projects completed this year was the expansion of the Tier 3 certified data centre for Gulf Data Hub. “Located in Dubai Silicon Oasis, the expansion was to add two data halls with white spaces capable of accommodating 400 racks each.

The challenge was to execute, test, commission, and hand over the project in just three months by providing the required N+N and redundant cooling and power source to achieve Uptime’s Tier 3 rating.

CONSTRUCTION

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“Another project currently nearing handover is the prestigious 168-apartment, 50-storey 1/JBR high-rise tower

by Dubai Properties. Our partnership on this and many other projects with Dubai Contracting Company (DCC) has now become synonymous market-wide with tier 1 quality.

“WSP, the consultant on this project, makes sure of this, as well as the level of detail that went through making 1/ JBR the most luxurious residential development on the real estate market today. Our philosophy is once again achieved here. You won’t ever feel the MEP installations – you will only feel that they effortlessly work.”

These two examples sit alongside several significant contract awards achieved in 2019, including the MEP and ELV package for the 32-floor, 317-guestroom Le Meridien Mina Seyahi Hotel extension for Al Wasl Hospitality in Dubai.

Albonian is also working for

Musanada on a 204-villa development in Al Ain in the UAE, near the border with Oman, with other contracts covering MEP works for a restaurant in the Four Seasons Hotel in Jumeriah and the MEP design and build for the 17-storey Dubna Tower (Dubai).

Dubai is a particularly promising avenue of business for the company, the highly anticipated Expo 2020 providing many opportunities. Here, Albonian has started the MEP works for the French and Belgian pavilions.

“Whatever projects are available are favouring cost over quality,” Nachabe says. “However, at Albonian we are known to do the exact opposite. This is why we need to find creative ways to increase efficiency, improve productivity and reduce cost, all the while maintaining our standard for quality.

“Our clients are continuously turning to our skill and expertise in value engineering and design in order to reduce cost and meet their

budget constraints. Therefore, we are curating special relationships with suppliers and subcontractors in order to develop solutions to reduce cost and add value to our projects without getting in the way of quality.”

TRANSFORMING WITH TECHNOLOGY This rings particularly true in the realm of technology.

“I’m a strong believer in technology to improve workflow, increase efficiency, and be able to provide better services,” Nachabe continues.

“I think that it can help staff as well as management in improving the internal workings and processes of the company.”

The CEO cites SAP’s Business One ERP system as a case in point.

Streamlining and automating its accounting, HR, and payroll procedures, the solution has also enabled Albonian to drastically improve its EME Outlook issue 34 | 83

ALBONIAN INTERNATIONAL procurement department, especially in the area of purchase order tracking and store management.

Computer aided facilities management software is another recent technological investment that has greatly benefited the FM business. Its team is now able to generate more insightful reports, keep track of orders and monitor trends, while clients are benefitting from greater transparency and punctuality of work delivery.

Building information modelling (BIM), however, is arguably the greatest gamechanger of recent times.

“BIM has been a whole different ball game,” Nachabe explains. “We’ve

CORPORATE CITIZEN Q: Can you detail an example of Albonian working in the community?

Jamal Nachabe: “Through our facilities management arm, we frequently coordinate CSR initiatives with government entities and on our own. In December 2019, we will be participating with around 100 volunteers in Clean Up UAE, a CSR initiative organised by Emirates Environmental Group, and under the patronage of the Ministry of Economy.

“Our employees and their families are invited to take part in the initiative where we are led to a location in the UAE which needs cleaning up. In our case, we will be going to the beautiful Al Qudra Lakes which unfortunately has been littered by campers and hikers. This initiative allows for good team building as well as giving back to our community.”

84 | EME Outlook issue 34

invested greatly in the past four years in bringing our team up to speed with BIM software and solutions and brought certified trainers into our in-house training facilities for 60 hours of training.

“While the market as a whole hasn’t fully moved to BIM yet, we are looking towards the long term here. Only a handful of our projects are being done on BIM at the moment, but we anticipate this number to grow over the next few years.

“The built-in features can, importantly, reduce the number of hours spent on coordination drawings and quantity take-offs, and they will also

make execution much more direct.

We have invested in the purchase and maintenance of this software and are trying to have it replace AutoCAD in the next five to 10 years.”

Nachabe hints at the importance of training and development in bringing staff up to speed with the latest industry solutions.

Here the company dedicates sizeable resources into gearing up its recruits to operate effectively in the field, not only teaching them how to use various technologies, but also instilling a problem solving ability that enables Albonian to live up to its promise of never taking no for an answer.

CONSTRUCTION

“This is why we hire fresh graduates from various universities across the world and mould them into self-reliant engineers that can handle any task you throw at them,” Nachabe says.

“Our engineers have the ethic of not resting until they find the answer to the problem. Albonian has become a school of MEP for many of our staff.

Fresh graduates steadily become senior engineers, and project managers shortly thereafter. The team knows how to work smart and get results.”

They also know how to work safely, the company deploying a strong HSE policy which involves regular training and awards for colleagues who embrace and promote a safe working

environment.

And it is this level of expertise and attention to detail that will steer Albonian into next year, the massive Expo 2020 event one which Nachabe particularly has his eyes on.

The CEO is determined to continue operating against the grain, championing quality above all else and sticking to its principles which have seen the firm grow enormously from its humble beginnings in 1987.

Nachabe concludes: “I have two sons – young men in their late 20s now – but Albonian is my third baby.

Years of hard work, long hours, and unchanging work ethics have helped me and my resilient team put Albonian

on the map as what it is today.

“Albonian represents dedication and commitment. It represents our hard work to always strive to find a workable solution to our clients’ problems. We are partners, not just service providers and not just contractors.”

ALBONIAN INTERNATIONAL Tel: +971 4 339 7000 ae@albonian.co / contact@albonian.fm

www.albonian.fm

EME Outlook issue 34 | 85

TRANSILVANIA CONSTRUCTII

Romania’s

DILIGENT

Developer

F

amily businesses are the lifeblood of the global economy.

Some 85 percent of startups are established with family money, while the majority (70-90 percent) of the world’s GDP is believed to be generated by businesses that are majority owned by a single family’s members.

Further still, family firms are shown to outperform nonfamily enterprises by 6.65 percent globally (in relation to

86 | EME Outlook issue 34

Family firm Transilvania Constructii has set its sights on expanding its network of industrial parks around Romania, this having successfully completed a number of projects in its home region of Cluj-Napoca Writer: Tom Wadlow | Project Manager: Ryan Gray

return on assets) and as much as eight percent in Europe.

In Romania, Cluj-based Transilvania Constructii has been the endeavour of the Timofte family for several decades.

Set up in the 1950s when it was then known as Trustul de Constructii Cluj, the property investment and development enterprise was privatised in the 1990s before Andrei Timofte became CEO in 2011.

CONSTRUCTION

EME Outlook issue 34 | 87

“Working FOR & WITH …”

Over the years, collaborating with different investment companies, like Transilvania Constructii, we managed to build thousands of square meters of production halls and warehouses. Among others the main facade of the D38 warehouse in 2015, the renovation of H1 warehouse facades in 2016, the construction of the steel structures and facades of TRC Park Jucu C1 and C2 warehouses in 2016-2017, the renovation of several existing warehouses and the building of internal partitions and office steel structures in 2017-2018, the construction of the steel structures necessary for Novis Plaza office building in 2018-2019, the construction of steel structures and facades of D39 warehouse in 2019.

We couldn’t have achieved all this together, if at the first common work of the two companies, the Investor wouldn’t have given credit to the Builder. After this, there was no need for anything else, “just” know-how, good collaboration with the other construction and installation firms working on the buildings, the realization of expected quality and to keep the deadlines. Compliance with these “simple” expectations, we managed to build a good work relationship with the investors and learn from each other during the mutual work. The efforts and trials in overcoming the obstacles, of which we were exposed during the constructions, confirmed the professional relationship between the companies.

In my opinion, this long term cooperation led to the fact, that a firm which worked in the beginning FOR investors turned into a company working FOR & WITH …

“With will, know-how and hard work everything is possible”

TRANSILVANIA CONSTRUCTII

CLOSE COLLABORATIONS EVERY real estate developer relies on contractors and other partners to execute projects successfully.

FOR Transilvania Constructii, this is no different, as Timofte explains: “In any real estate endeavour, it is important to have a network of suppliers and contractors.

“THAT is why, in our company, there is a dedicated procurement and contracts department which deals with situations regarding construction materials, facility equipment, architects and so on.

“THIS department receives requests from the development team, and they will actively search and vet potential contractors. Over the years, using an assertive approach to potential partnerships, we have developed a close network of contractors with which we work constantly.”

90 | EME Outlook issue 34

“I was lucky to have entrepreneurial parents,” he says.

“I really learned a lot from them, and I started working when I was about 18. Transilvania Constructii is a family business and early on I knew I wanted to continue my parents’ hard work.

What I like about it is that it is a dynamic and challenging business that allows me to create new projects and help contribute to the development of a city or an area.”

The area in question, at least for now, is Cluj-Napoca. Here the company is determined to contribute to a market

with potential and high yielding development opportunities in commercial property and residential buildings.

“Cluj is booming at the moment,” Timofte continues, “and I believe this trend will continue because it offers a good quality of life, great education and a qualified workforce.”

Although the CEO does point to a few challenges such as rising bureaucracy, finding and keeping skills and increased competition, Transilvania Constructii is operating in a local and national market that is beginning to bounce back strongly from a tough couple of years.

Indeed, construction output in Romania increased 34.2 percent in August 2019 compared to the same month in the previous year, with July seeing a record 41 percent year on year growth in overall work volume.

In terms of output value, the period 2019 to 2023 is forecast to see an average annual growth of 3.37 percent, the nation’s pipeline of projects worth $25 million or more standing at $103.1 billion as of May 2019.

“I believe Romania is now a much more mature market for both the construction and development sector,” Timofte says. “Compared to the Central Eastern Europe region, Romania has some of the best returns for commercial real estate, attracting foreign direct investment and local investment.”

Words from the Founder - Szabo Szabolcs During my years at university, I already started to work at a steel structure manufacturer and building company. So, I soon realised that I like it and that I wanted to work with steel. I started to work at the tendering department, but after a while I was attracted to the construction site work, so I switched because I wanted to learn that too.

methods to be competitive. Our stable relationship with the construction material manufacturers and distributors helps us in this endeavour.

Sustainability As a construction company, we need to rely on the capabilities of our employes and equipments. We are also, like other builders, struggling with the shortage of the skilled workforce. Nowadays it is difficult to find skilled and reliable wokers – it is almost impossible, so our principle is to keep and train our employees. After that, to the existing hard core of employees, we can attach new workers, who will have already have people from whom they can learn the profession. That’s how we can build new worker groups, slowly, but surely. We not only build buildings – we also need to build ourselves, our environment and our company.

After two years of office and three years of on-site construction as employee, I decided to cut my axe into a big tree, at a young age, and I started the construction company called SZILKER. As the first work of the company, we had the opportunity to build a steel structure for a big multinational company in Cluj-Napoca. This happened more than 10 years ago.

A man of words and company of facts “We have to construct the buildings in the way the client wants, because he is the one, who will live, work or produce in it.”

In this challenging work, we are trying to help ourselves with continuous improvements, as well as acquiring new, bigger and more efficient machines.

This simple principle is governing our daily work, because I think it is not enough just to build a building technically well – it must meet the client’s expectations in every way. The constant contact with clients, during the works, contribute to finding appropriate solutions. By working in this way from our first construction work until today, our clients are trusting us and calling us continuously for further works.

Looking ahead We do not know what the future brings, but we are confident and aware of the direction we want to go. The company’s future plans include the expansion of our services and starting the production of the most used accessories by us. I am sure that, with strong will, knowhow and hard work, all of it is possible.

Competitivity Generally, clients are wanting three things from the builder: to be the cheapest, the quickest and the highest quality.

Given that these three conditions cannot simultaneously be met, in order to meet clients’ requests, we interpret these expectations as follows: acceptable price for both sides, requested deadline and from the two previous conditions, the possible best quality.

The construction market is very active and waving. As a result, we always have to compete with smaller or larger building companies. To be able to overcome them, we need to know exactly both our capabilities and our limits as well. The professional experience and knowhow accumulated over the years are our biggest advantage.

The fact that each building has its peculiarities means we need to find the right materials and construction

T +40 745 354 622

|

E szilker@yahoo.com

TRANSILVANIA CONSTRUCTII CONSTRUCTING CLUJ The company’s own developments reflect the CEO’s observations.

Today, Transilvania Constructii owns and manages commercial property, ranging from light industrial warehouses to large logistic hubs, as well as office space.

As mentioned, these developments focus on the Cluj-Napoca region, the company currently working on a handful of major projects. The first of these is Novis Plaza, a commercial office complex offering state-of-

A FAMILY VISION ASKED what stands Transilvania Constructii apart in the field of property development in Romania, Timofte cites flexibility towards customer needs and the ability to bring value to their businesses.

THIS is encapsulated by the company’s strategy and mission, stated as follows: “TRANSILVANIA Constructii’s main strategy is to carefully mix investment and development activity to increase company value.

“OUR purpose is to achieve a steady income stream that covers all our costs and generate high yields from all our investments and developments.

“IN order to accomplish this, we follow a cautious and disciplined procedure in selecting properties.

Our main focus is on industrial estates. We are constantly extending and modernising our properties to ensure a low vacancy rate.

“TENANTS’ needs are most important – that is why we work closely with our tenants to suit their needs of expanding, relocating and re-gearing leases.”

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the-art working spaces for local businesses.

“Recently, we completed Building B of Novis Plaza, which provides around 7,000 square metres of rentable space,” explains Timofte.

“At present, Novis Plaza is composed of Building A and B, with a total amount of rentable office space measuring over 14,000 square metres.

The general theme of the building is to increase the productivity and creativity of the employees through a mix of facilities dedicated to their wellbeing.”

Such facilities include a gym, lounge,

games room, oasis terrace, meditation area and e-bikes, the site also fitted with 300 parking spaces, a restaurant and conference centre.

Transilvania Constructii’s other main projects focus on the industrial and logistical space in the form of three industrial parks, two of which are situated around Cluj.

TRC Park Jucu offers high-quality warehousing, office and parking facilities, the commercial centre proving to be a hit ever since it opened, enjoying a 100 percent occupancy through its first phase.

CONSTRUCTION

EME Outlook issue 34 | 93

TRANSILVANIA CONSTRUCTII

Transilvania Constructii has predominantly focussed its projects on Cluj, although the company is now looking to expand in other parts of Romania

“We are currently expanding TRC Park Jucu with approximately 40,000 square metres of space,” adds Timofte.

“This is one of the most important investments made by our company in the Transylvania area, part of the logistics parks network developed under 94 | EME Outlook issue 34

the TRC Parks brand, with the slogan ‘warehouses that work for you’.

“The logistics park offers its clients several services and facilities, including class A offices and warehouses, parking spaces for small trucks and cars, 24-seven security with a surveil-

lance camera system, a fully fenced perimeter, outdoor LED lighting, HVAC system, and many others.”

TRC Park Jucu is also extremely well located, close to other business hubs, public transport links and Cluj’s international airport.

CONSTRUCTION

TRC Park Transilvania was the first logistic and industrial project developed by Transilvania Constructii in the Cluj-Napoca region, again accessible from the city centre and very close to the airport. Opening in 2002, it currently houses over 90 tenants with various requirements – from cold storage and retail to logistics and transportation.

EXPANDING EAST Away from Cluj, the TRC brand has expanded into Bacau, near the border with Moldova.

“Our project in Bacau is a premium industrial park with class A warehouses on a seven-hectare land plot,” says Timofte.

“It is located in a strategic area in the region near Moldova, perfect for distribution and logistics. It is a greenfield development valued at around €15 million in an underdeveloped area, so we are a pioneer industrial developer here.”

Indeed, the eastern region repre-

sents a key focus area for the company as it seeks to expand beyond its home territory, the CEO looking to maintain high occupancy rates across the firm’s entire portfolio and increase rent roll by 20 percent in the near future.

It is an ambitious target, and one which will not be met without overcoming challenges, especially in the area of skills.

“The construction market is facing a huge difficulty in keeping a qualified workforce due to pressure on salaries and worker migration to Western Europe,” Timofte explains. “Because our real estate portfolio is expanding, the need for property management skills has become a challenge.

“To respond to this, we have recently implemented a property management strategy. Along with this strategy, we are actively seeking training and development opportunities for our property managers so they can be up to date with current trends and necessary skills.”

Such skills development will be vital in ensuring Timofte and Transilvania Constructii hit their target to successfully develop 40,000 square metres of industrial space in 2020.

And given the positive direction Romania’s construction industry appears to be heading in, the CEO concludes about future prospects.

He says: “I am optimistic that the positive trend in the industrial market in Romania will continue. My view is that rents will increase in prime locations from major cities, and yields have the potential to align to the wider Central Eastern European region.”

TRANSILVANIA CONSTRUCTII Tel: +40 264 416 597 office@transilvaniaconstructii.ro transilvaniaconstructii.ro

EME Outlook issue 34 | 95

FORD ROMANIA Ford Romania’s esteemed 6,000-strong workforce and state-of-the-art Craiova plant have become key vehicles for the group’s global mission – to make people’s lives better through automotive and mobility leadership Writer: Jonathan Dyble Project Manager: Thomas Arnold

H

enry Ford is, without question, one the most influential figures of the past century.

A visionary, an inspiration, a hero of modern industry and society – these are all ways in which the mastermind behind the legacy of one of the world’s most revered automotive companies is described even now, 72 years after his passing.

Why? For Ian Pearson, the President of Ford Romania, the answer is simple.

“What’s really interesting is if you go back and read about the makings of Ford,” he muses, recommending the founder’s biography. “You quickly realise that Henry Ford’s focus over 100 years ago is very similar to where we are as a company now.

“He wanted to bring reliable, affordable travel to the masses; to open the highways to all mankind.

He wanted to provide innovative, safe means of transport and to make the impossible, possible. And that’s exactly what drives us day by day.”

Granted, Pearson himself hasn’t been on the scene from the beginning – it would make him at least 116 years old.

Yet, having taken up his father’s offer to enrol in a Ford apprenticeship at the age of 16, in his hometown of Liverpool back in the 1970s, he’s been around long enough to recognise that this same unwavering mission has endured throughout generations and across borders.

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Mobility

Master

ery

MANUFACTURING

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FORD ROMANIA Today, Ford has a presence in 200 countries around the world and employs almost 200,000 people, roughly 6,200 of which are situated in Romania, working alongside Pearson at the organisation’s impressive, one million square metre Craiova plant.

“I didn’t start my career with grand plans to work in different locations,” he reveals. “Working with Ford has simply provided me with the opportunity to do so – the chance to see new places, embrace new cultures and learn – and each time I’ve been asked I have said yes.

“Coming to Romania is a prime example. When I arrived here, I was surprised in honesty. I’d never visited before, and didn’t know much about the country, but quickly learned that the people here are passionate, incredibly talented and very friendly.”

€1.5 BILLION AND COUNTING While the now President of Ford Romania first came to Craiova in September 2010, a four-year assignment at Ford’s Bridgend plant in south Wales separating his first and second period of residency in Romania’s sixth largest city, the organisation has in fact been operational here since 2008 following the purchase of a brownfield site from the Romanian government.

12 years on, the company to date has invested more than €1.5 billion in total on upgrading the plant, making it state-of-the-art in all aspects.

“It’s a huge sum, but each investment has been made to enhance the efficiency and cost-effectiveness of our operation for the long term,” Pearson explains.

“Our body shop, for example, has

Ian Pearson

FORD PUMA Ford Puma, the company’s charismatic new SUV, features sophisticated mild-hybrid powertrain technology; versatile 456-litre maximum load space; confidence-inspiring technologies including adaptive cruise control with stop and go, speed sign recognition and lane centring; and premium comfort features including segment-first lumbar massage seats.

Distinctive variants of the Puma include the sporty, Ford Performanceinspired Puma ST-Line and the high specification Puma Titanium X, all available across Europe. It joins Ford’s expanding line-up of SUV and SUVinspired crossover models in Europe.

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integrated around 600 different robots and is now 90 percent automated.

Meanwhile, in our paint shop, we have the latest 3-Wet process.”

“Traditionally, auto manufacturers apply a primer to a vehicle, and place it in an oven to dry it. They then add the topcoat (the colour coating) then put it back in the oven to dry it. And finally, they apply a third clear coat with gives the exterior its shine, before placing it in the oven for a third time.

“In our 3-Wet process, we only use the oven at the end of all three coats.

It’s leading technology, and allows our paint shop to be smaller, more effective and more efficient.”

Indeed, this comprises just a small part of the Craiova plant’s overall production line which right now is producing the Ford EcoSport vehicle, its world-renowned, award-winning 1.0 litre EcoBoost engine and, as of October, the new Ford Puma vehicle – the first mild hybrid to be produced in Romania.

MANUFACTURING

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EME Outlook issue 34 | 99

FORD ROMANIA Integrating the latter into the facility’s overall production has been no easy feat.

The plant hired an additional 1,700 employees and invested approximately €200 million to support the production of the Puma model.

Yet the transition has been somewhat seamless, owed in large part to the efforts of the Ford Craiova team.

“Our people are the difference; it is as simple as that,” Pearson affirms, singing their praises.

“I know that it’s sometimes a cliché to say that, but they absolutely do.

You can go into any operation and find a lot of standardised machines, equipment and processes that are considered to be industry best practices and are used broadly

throughout the auto manufacturing sector. I’m the first to admit that in our own plant, there are many things that you can find in others.

“But everyone who comes here is blown away by the people they meet. Romania is a proud nation, and our employees are very proud to be producing products that are sold around the world.”

POWERED BY EMPOWERMENT It is at this point that Josephine Payne enters the conversation.

A Ford employee of 23 years, her story in many ways mirrors that of Pearson, embracing the boundless opportunities offered by the company in order to mould a career within the organisation tailored to her own

strengths and proficiencies.

“I started out as a shop floor engineer but have spent most of the last 20 years leading teams designing and implementing new production facilities in Ford powertrain plants around the world,” she explains.

“I love the fast pace of an operational environment and working at so many different levels, ensuring we meet our current production targets, delivering ongoing continuous improvement, as well as guiding the team to deliver step level changes through innovation and new model launches.

“No day is ever the same, and with a great team around me I really have found my dream job.”

Today, Payne stands as the Plant

DISSECTING THE SIGNIFICANCE OF DIVERSITY Q: What is your take on the topic of women in the automotive manufacturing sector – is gender inequality a major issue?

A: Women are significantly underrepresented in the automotive manufacturing sector, and this is an issue for both society and business.

These jobs are typically well paid, skilled positions and women either self-selecting or being excluded prevents them from accessing these opportunities. For businesses, the impact is even more stark. When an enterprise is unable to tap into 50 percent of the talent in the workforce, they are immediately at risk of being left behind in the race for the latest technology and highest productivity.

Q: Why, in your eyes, is workplace diversity so important?

A: In my experience, teams and organisations with the most diversity are able to see the business through many different lenses and bring many different perspectives to the challenges that they face. Diverse organisations have greater capacity to develop a culture that sees and prevents problems, as well as develop and innovate with fewer constraints. The most effective and efficient way to run an organisation is to be fully inclusive and have every single member of the workforce engaged in driving the success of the company forward. From the senior leadership to the managers on down, we are responsible for making sure there is an inviting environment for not just women, but for all groups.

Josephine Payne

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MANUFACTURING

Manager of the Craiova Engine Plant, responsible for a 1,000-strong workforce that, by Pearson’s own admission, she is a role model for.

Indeed, listening further to her own experiences, it’s easy to see why.

“At the start of my career, I was in a meeting discussing the issue of gating production and the experienced (male) engineers outlined the solution that they proposed to implement,” Payne reveals. “They explained that this was the way they always fixed the problem and that if it happened again that this is what I should do. However, I asked them ‘if it is fixed like this frequently, then is it really fixed?’

“We started looking at what the root cause might be, and what else could be done. By the end of the discussion we had identified an alternative way of fixing the issue, and it was the last time it needed to be fixed! It took someone coming in and looking at

the issue from a different perspective to challenge the team and develop a better solution.”

Albeit just one example, this speaks volumes of the importance of workplace diversity – a topic that’s historically been somewhat overlooked in the automotive sector.

According to a recent study from Deloitte, currently women only account for 27 percent of the US auto manufacturing workforce, a counterproductive gap that resonates with the entire global industry, curbing innovation, transformation and disruption by restricting the talent pool.

Unquestionably, this is a problem.

Yet Ford has proactively been looking to change the status quo, evidenced by its Team Leader Readiness Training programme.

Payne explains: “Following an analysis of recent hiring trends, it became apparent that whilst the

selection process is gender neutral, there were significantly less women applying for shop floor, team leader and process coach roles.

“In order to tackle this, we launched Team Leader Readiness Training, open to both men and women, providing anyone the opportunity to gain the skills that they would need as a group leader, as well as a more thorough understanding of the role to motivate them to apply.”

Since its pilot, the number of applications from women for team leader positions has increased substantially, the firm having identified and addressed the underlying reasons that they were not putting themselves forward for these positions.

“This is just one of many examples of how Ford is helping to challenge the status quo and put in place a framework for female empowerment,” Payne adds.

EME Outlook issue 34 | 101

FORD ROMANIA

DRIVING SOCIAL CHANGE Aside from internal operations, empowerment is high on the company’s agenda in other ways, the firm partaking in an extensive range of corporate social responsibility initiatives.

Since Ford’s arrival in 2008, this has become a key part of the Craiova plant’s remit, delivered by a combination of the Romania division itself and the wider group’s independent philanthropic arm, Ford Fund.

“It’s common practice for Ford to give back to the communities in which it operates,” Pearson reveals.

“This year, we’ve been renovating a kindergarten school, provided a helipad to a local hospital to assist in emergency landing/evacuations to other hospitals, and helped refurbish a local oncology unit including the provision of beds.”

Here, the plant’s workforce shines through once again, often offering up their free time to provide the labour required for these projects to succeed, while the Ford Fund provides the materials and investment to relevant 102 | EME Outlook issue 34

NGOs which then oversee activities.

“We’ve also done a lot in terms of general help for the community,” the President continues. “Cardiology checks and blood checks in local villages is something we’ve conducted a lot in the past, as access to health systems can be difficult at times.

“The group-wide Driving Skills for Life programme is also one we’re particularly proud of. Making sure people, especially young inexperienced drivers, understand the safety issues and hazards associated with being on the road while they drive our cars is of paramount importance to us.

“On education we sponsor a number of students at local universities, and this year launched our Duel Education programme, partnering up with local schools to provide students of roughly 14 years of age with the opportunity to take part in a vocational course where we bring them on site to learn not just the academics of engineering and mechanics, but the practical skills as well.”

The education theme continues with the Ford Resource and Engagement

Centre (FREC), a $1 million-backed initiative that’s the first of its kind in Europe, launched by Ford Fund in Romania following the success of similar ventures in the United States and China.

Here, Ford works directly with local universities, offering support to budding entrepreneurs in both a social and business sense.

“It’s a bit like Dragon’s Den, but we’re not dragons,” Pearson chuckles.

“We listen to the ideas of students, and if we think one has potential then we support it. Likewise, if we think there’s work to do, then we offer hints, tips and guidance.

“Since launching earlier this year, we are already backing nine projects covering a whole range of social and business-related issues, from horticulture to language lessons to

MANUFACTURING the rejuvenation of old shoes.

“It’s been really exciting to see young entrepreneurs in Craiova practicing their ideas successfully.”

WHAT’S NEXT? Indeed, talk of entrepreneurialism and student-led innovation brings us swiftly onto what is a key question for Ford Romania – what’s next?

“Goal number one is continuing the successful launch of Puma,” Pearson responds.

And while the firm is grateful for the contributions of this strong, capable supply base, optimising it as a network via logistics is set to become increasingly important in the eyes of Pearson.

“Romanian infrastructure is a personal interest of mine,” he explains.

“It’s an area that’s set to become increasingly scrutinised. In my experience, the cost of logistics never goes down – it only goes up, and that’s going to pose some challenges, not just to Ford but for the entire Romanian manufacturing industry.

Similar to Ford, many manufacturers For 2019, Ford anticipates its figures bring parts and materials into Romania to show the firm holding an 8.5 percent and ship finished products out of market share in Romania, equating Romania, therefore punctual, cost to 13,500 units sold for the year – a effective logistics is vital ” step up from 2018. The plan for 2020, Manufacturing-related subjects however, is to continue this trend, owed aside, the organisation is also to the successful roll out of Puma. monitoring critical topics slated to “Second is continuing to look at how change the face of the automotive we can make our processes leaner, sector altogether in the longer and to further improve the efficiency term particularly closely, constantly and effectiveness of our operation,” working to proactively position itself Pearson continues. “As an example, and the skills of its workforce ahead we are reviewing the complexity of the curve on all fronts. our of products, to ensure that our “We are going through a period customers get exactly what they of immense change; probably the want, while making it the best from greatest in the last hundred years, a manufacturing point of view.” with the automotive industry moving Third is a focus on logistics. into hybrid, electric and autonomous Being part of a global entity, Ford vehicles and the shift in the mobility Romania works with a vast number of world,” Payne declares. both local and international partners, “I certainly believe that the importing products the world over. automotive landscape of tomorrow

will look nothing like it does today, and the workforce needed to deliver this will have a different set of skills and outlooks to those that have served us well in the past.”

Pearson agrees, yet affirms that Ford is not fazed by these developments, instead drawing optimism from the changes that lie ahead.

And it is this that forms the basis of his conclusion.

“There are a lot of new starters coming into the business – if you think three, four years ago, Tesla was a new starter, but now its a consolidated player,” he states.

“These emerging fields have provided an avenue for startups to succeed, and a lot of new companies are identifying opportunities that probably weren’t there before.

“And that’s exciting. There’s more choice out there, and for us that means looking towards the future, towards trends and customer demands, and thinking about how we can become more mobile and more agile. For Ford, the opportunity is to create tomorrow with our employees, our partners and our customers.”

FORD ROMANIA Tel: +40 (0) 3725 16255 fordcv@ford.com www.ford.ro

EME Outlook issue 34 | 103

ELBA

STAYING

Switched On

With its centenary celebration on the horizon, Romanian lighting solutions specialist ELBA continues to innovate in response to industry trends, the company fully invested in ‘LEDification’ Writer: Tom Wadlow | Project Manager: Thomas Arnold

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MANUFACTURING

N

ot many would guess that Timisoara was the first city in Europe to install electrified public street lighting.

In November 1884, Romania’s westernmost city, lying on the Bega River, switched on 731 lamps spanning almost 60 kilometres, kickstarting a period which saw trams converted from horse to electrical power and hydroelectric plants commissioned.

In the realm of lighting, Timisoara has remained a pioneer.

1921 saw the foundations laid for what is now known as ELBA, the largest manufacturer of lighting solutions and systems in Romania, its longevity owed to a culture of innovation, passion for technology and dedication to quality of performance.

“I strongly believe that innovation is synonymous with progress, so I am always looking for new solutions and effective approaches,” adds CEO Bogdan Cocian.

“That’s why ELBA devotes all its efforts to transform the challenges in our business sector into profitable opportunities. We focus on

continuously adapting, as we push to remain the leader in lighting technology in the domestic market and to continue our sustainable development, especially in the EU. “Another secret of ELBA’s longevity is in the long-term commitment of the shareholders, consisting of around 2,000 current and former employees of the company.”

Cocian joined the enterprise in 2012, returning to Romania after studying in Paris and working in business strategy roles with clients across Europe, Asia and South America. CEO since 2015, it is his job to maintain ELBA’s position as a national leader and navigate it through challenges.

Take the Romanian automotive sector, one of the company’s most important lines of business.

“About 80 percent of new registrations are used cars, imported mainly from the EU,” Cocian explains.

“This has major benefits for the other EU countries, giving a tremendous lever for financing the park renewal, but it has a disastrous effect on our national economy.

ABOUT ELBA ELBA is based in Timisoara, Romania, and its origins trace back to almost a century ago, to 1921. Today the company employs around 1,000 people at its site and covers the entire lighting production process, from concept to manufacture and testing.

In the automotive lighting space, Renault Nissan Mitsubishi Alliance is ELBA’s most important customer, with over 50 years of collaboration for its Dacia brand and partnerships extended to other brands of the group, including Renault and Nissan. Another important client is Volkswagen Group, ELBA delivering components for its VW and Skoda brands.

In the technical lighting sector, the firm’s portfolio includes high efficiency LED products for industrial, street, pedestrian, architectural, ANTIEX or office lighting, mostly made for the Eastern European market.

“We went through an important transformation of ELBA in 2013 with the construction of a €50 million manufacturing plant covering an area of more than 80,000 square metres,” says Cocian. “This helped us to achieve more than €60 million turnover in 2018, revenue generated by the sale of over nine million products globally.”

EME Outlook issue 34 | 105

ELBA “Each new car sold which is manufactured in Romania generates around €3,700 of public revenue, while each imported second-hand car delivers earnings close to zero.

This brings us locally to an average park age of approximately 12 years which presents issues in terms of CO2 emissions.”

SUSTAINABLE INNOVATION

PROACTIVE PARTNERSHIPS Q: How crucial is it to maintain healthy supplier relationships?

Bodgan Cocian: “In the past few years, we have witnessed significant progress in all areas and aspects of today’s world. There is a new perspective on economic life, a serious transformation in trade relations.

All activities are based on resources and the word resource immediately makes us think about suppliers, an important piece in the puzzle of our success.

“Today, relationships with suppliers has become a business card for other business partners, investors and even the general public. Consequently, the selection of a supplier is no longer made only in terms of price, quality and availability, but also involves subjective criteria such as the satisfaction of a relationship based on responsibility, ethics, best practices, social responsibility, and even the company’s image.

“A healthy relationship with suppliers helps us receive better service, better quality raw materials, on time delivery and success in the long run.

“Furthermore, respect-based relationships with our partners has always been our policy. That is why we treat our suppliers as partners and expect the same from them because a beneficial customer-supplier relationship is an essential condition for long-term profitable activity.”

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This highlights the need for companies like ELBA to innovate, especially when it comes to meeting directives relating to sustainability.

Here, the organisation is concentrating on weight reduction of its automotive products and continuing what Cocian calls LEDification across the board. For example, starting from 2020, the firm is no longer producing solutions using bulb/fluorescent light sources.

“Vehicle manufacturers are interested in integrating LED lights in vehicles, as these consume less power and have a longer life compared to halogen and HID lights,” Cocian adds, pointing to how the company is continuously looking to evolve products through research and development.

“Modern LED technology has enabled a technological revolution in automotive lighting and our R&D team is continuously involved in the development of new headlights and rear lamps for mass production. Thus, based on our specific competences for design to cost and design to quality, we bring meaningful innovation into the market at an affordable price.”

As well as reducing emissions, advancement of technology is another area ELBA is focussing on, particularly in the realm of software development.

“The arrival of the 5G will bring us a step closer in the connectivity area,” Cocian continues. “We expect to have several solutions that require large amounts of data, from AR-based apps for an improved car-buying experience to improved driver

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With a tradition of almost 100 years, ELBA went through an important transformation in 2013 with the construction of a new manufacturing plant covering an area of more than 80,000 square metres EME Outlook issue 34 | 107

ELBA

experience, personalisation, predictive maintenance and so on.

“Although today’s ELBA has a clear production-based profile, this shift towards electronics and softwarebased solutions in our sector is a key element of our future development.

For this reason, we are studying the opportunity to create either from scratch or through an external acquisition a software business unit, initially dedicated to our areas of activity.”

This will also help to drive ELBA’s sustainability agenda, the company already committed to investing €5 million annually on technology which will help ensure its manufacturing activities and products are 108 | EME Outlook issue 34

environmentally friendly.

POWERED BY PEOPLE Investing in human capital is another pillar of ELBA’s sustainability strategy.

The company supports local cultural initiatives such as the Art Encounters Biennial, a cross between an experimental art festival and a contemporary art expo. The event focuses on extensive curatorial research which facilitates dialogue around the historical and the sociocultural contexts of Timisoara.

ELBA also engages in several educational partnerships with local universities and specialised colleges.

“In Timisoara, we face a major skills shortage and must work with local

universities and other programmes of dual education to ensure we prepare new generations for the market realities,” Cocian expresses. “That is why we started offering vocational training programmes – for example, on developing skills related to plastic injection, useful in the automotive industry.”

Cocian is also all too aware of how important it is for the firm to be an attractive proposition to skilled graduates.

“We are focusing on building a strong employer brand,” he continues.

“Our company culture is based on respect and fairness toward our people.

“We reward initiative and creativity

MANUFACTURING

and encourage our employees to experiment and to find innovative solutions for a meaningful objective.

“Employees, especially the young generations, do not want to feel like they are simply a little piece in a large machine. They want to know that they matter and that their work is making an impact.”

And Cocian in turn is determined for ELBA to further its impact on the wider Romanian and European lighting scene, especially when it comes to sustainable development.

Indeed, the CEO believes this will gather momentum in 2020, be it through increased uptake of LED solutions or building of infrastructure for electric vehicles.

He concludes the conversation confidently, outlining his thoughts on both the company’s and Romania’s development as a leading light on the continent.

“Whether Romania becomes a major player in Europe in this sector might depend on the public policies implemented by Romanian authorities, the economic stability ensured through these policies and, of course, the measures that are taken in order to stay competitive and generate added value compared to the other EU and non-EU countries we are in competition with.

“Given the actual situation, I estimate that Romania is not a lowcost country anymore. Furthermore,

I am optimistic that the country will carry on the continuous growth seen in recent years.

“The national and global economy and major shifts in the lighting industry do also represent great challenges for the near future, and ELBA will concentrate all of its efforts towards transforming these challenges into profitable business opportunities.”

ELBA Tel: +40 356 443 902 office@elba.ro www.elba.ro

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TERAPLAST GROUP

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MANUFACTURING

Products with

Purpose From developing state-of-the-art polymer applications and delivering critical utilities networks for the Romanian population to grassroots empowerment initiatives and an impressive investment strategy, TeraPlast Group continues to consolidate its position as a leading figure in European manufacturing Writer: Jonathan Dyble | Project Manager: Thomas Arnold

Y

ou wake up. You walk to the bathroom and maybe use the toilet, then flushing and washing your hands before climbing in the shower, welcomed by a stream of warm water. You dry yourself off and dress yourself before filling up the kettle and making a morning coffee.

Maybe you make some breakfast too, and eat it, before washing the dishes and running the tap to brush your teeth. You go to the fridge and pull out some pasta for lunch that was boiled the night before, put on some shoes and head out of the door to work after a quick glass of water…

Water. It’s easy to take it for granted when it’s available at the turn of a tap.

But what if it wasn’t? You wouldn’t be able to function, right?

According to a report from UNICEF and the World Health Organization, some three in 10 people worldwide, or 2.1 billion, lack access to safe and readily available water at home, while six in 10, or 4.5 billion, lack safely managed sanitation.

We’ve seen huge progress in many of the UN’s 17 Sustainable Development Goals, but goal number

six – to ensure the availability and sustainable management of water and sanitation for all – remains arguably the most off track, posing problems far beyond the most underdeveloped countries.

“The Romanian market is behind any other EU country in every construction metric – just over half of its population have access to sewage networks, and roughly 40 percent don’t have access to water networks, for example,” explains Alexandru Stanean, shining a light on the scale of the problem in Romania.

The country, like many others, is facing an uphill battle. Yet there are promising players making headway in tackling the challenge that Stanean presents, TeraPlast Group – a local Bistrita-based organisation that he heads up as its CEO – being one such entity.

“TeraPlast Company, the largest entity of the Group, is currently the leading polyvinyl chloride (PVC) processor in Romania, producing sewage systems, supply and distribution systems for water and gas, electric cable protection systems and rainwater and EME Outlook issue 34 | 111

TERAPLAST GROUP wastewater management systems,” he reveals.

“For these applications, the most cost-effective solutions are provided by plastic products, which makes our market potential huge.”

AN INSPIRING CULTURE Not only a leader in all things PVC via TeraPlast Company, TeraPlast Group has in fact established a reputation as the largest Romanian construction materials producer.

So how has it successfully consolidated such a revered status? For Stanean, the answer is multifaceted.

THREE PROJECTS, €15 MILLION In H2 2018, TeraPlast Group signed a state aid co-financing agreement worth €15 million for three major investment projects to expand the production capacities of three of its brands: TeraPlast, TeraGlass and Wetterbest.

1. The TeraPlast project, worth €6.2 million, aims to expand the production capacity for interior sewage polypropylene pipes and bring innovation to the Romanian PVC compounds market in the form of halogen free, fire-resistant compounds.

2. TeraGlass will double its production capacity through a new fully automatised production flow for PVC windows and doors via a project worth €3.5 million.

3. Wetterbest will increase its production capacity by 30 percent, relocating its production to a new location which is expected to result in an increase in logistics and operational efficiency. This project is worth €8.4 million.

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“We have a wide experience and a longstanding history that allowed us to develop into a solid group, being either the leader or among the top five players in each of the market segments that we operate,” he explains.

“Our business has been built over time, where we’re now innovators in the market. That is the case with our subsidiary Politub when it began producing polyethylene pipes; with our multilayer PVC pipes; with the incorporation of recycled PVC in pipes.

“We have a strong, experienced team that shares the company’s vision and a dedicated, highly active research department that focuses on improving the product portfolio. And we have the knowhow, the strength and stability to stay true to our vision, promises and objectives even if the market is not at its best.”

TeraPlast Company’s public listing on the Bucharest Stock Exchange in July 2008 provides confirmation of this esteemed reputation, its IPO having been one of the most successful of

any privately owned business for many years after successfully increasing market cap in a difficult macroeconomic environment during the advent of the global economic crash.

Looking at the organisation’s more recent history, meanwhile, a stream of key milestones achieved in the past three years alone further unveil an unquestionably ambitious character.

2017 marked the acquisition of Politub (a leading Romanian pipe supplier) and majority purchase of Wetterbest (a local leader in complete roofing systems), as well as the inauguration of TeraSteel Serbia – the first production unit with private Romanian capital opened abroad since 1990.

2018 then saw the group become Romania’s largest rigid PVC recycler and among the top 10 in Europe by processing capacity, the signing of a state aid co-financing agreement for three investment projects aimed at expanding production capacities worth €15 million, and building commence on a photovoltaic plant that

MANUFACTURING

www.ipm-italy.it

Inside a TeraPlast facility

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TERAPLAST GROUP

will cover approximately 11 percent of the TeraPlast Industrial Park’s energy requirements.

And 2019 witnessed a stake increase in Wetterbest to 99 percent, the launch of a host of new products, and internal development investments totaling €23 million at group level.

“Materials and product formulations evolve constantly, and we strive to improve our range accordingly,” Stanean states, eluding to this latter point. “We now have recycled PVC in our sewage pipes and are producing upgraded polyethylene pipes for water networks with crack resistance materials and protective polypropylene layers.

“In fact, I can confidently say that our entire product portfolio has been upgraded in the last four or five years.”

IN PURSUIT OF EMPOWERMENT A mere glance at the recent progress of the group that is currently in its 124th year of operation (TeraPlast Company was founded in 1896) provides a good idea of the pace of innovation that has come to epitomise it.

That said, TeraPlast Group is not solely defined by its bold investment strategy. The company’s industry leading workforce is likewise critical to its overall success, each staff member carefully hired, cultivated and retained 114 | EME Outlook issue 34

THE IMPORTANCE OF PARTNERS TeraPlast Group comprises seven subsidiaries – TeraPlast, TeraPlast Hungary, TeraSteel, TeraSteel Serbia, TeraGlass, Wetterbest and TeraPlast Recycling.

Alexandru Stanean, CEO, TeraPlast Group through a variety of employee-centric initiatives.

“Identifying the right, qualified workforce represents a challenge in our sector,” the CEO explains.

“We are constantly developing our recruiting and training programmes that aim to attract and retain employees as well as align to their expectations. TeraPlast and Wetterbest are licensed personnel trainers, and we offer fair wages in accordance with the national average for the industry and an attractive benefits package.”

Indeed, the results of the endeavours speak for themselves, many of the organisation’s workers having been part of the group for 15, even 20 years or more.

“Our dedication to Romania doesn’t end here either,” Stanean adds.

“Our mission is to offer efficient solutions for people and the

With a footprint currently spanning Romania, Serbia and Hungary and export activities covering 25 European countries, the organisation is becoming increasingly reliant on a growing distribution network and its esteemed suppliers and partners to maintain a booming trajectory.

Here, Stanean pays tribute to those relationships.

“Partnerships are important in our industry,” he states. “For instance, TeraSteel has a strong partnership with Dow Chemicals, enabling us to launch lead turnkey halls in the market last year. Also, companies like BorsodChem supply both our plastics business as well as the polyurethane business.

“Since several of our products are commodities, partnerships with our suppliers are paramount to ensuring our competitivity.”

MANUFACTURING environment, not only through employee engagement or by building critical utilities networks for the entire population, but equally through a CSR strategy that is based on three main pillars and a dedicated platform – Building Romania Together.”

The first of these is education, the group supporting initiatives that aim to facilitate access not just to learning, but to the right kind of educational environments. Second is empowering equal opportunities by partaking in actions that deliver healthy social environments that help to provide a

decent quality of life for everyone. And third is health and the environment, the organisation harbouring responsible attitudes towards environmental and sporting activities.

“In 2018, we were the main sponsor for a local handball team with great national results, and took part in the Fed Cup tennis tournament and the International Mathematics Olympiad, and collaborated with Habitat for Humanity in their BIG BUILD project of building houses for the people in need,” Stanean reveals, affirming examples of these efforts in practice.

TeraPlast Industrial Park

MAKING INROADS Talk of these past commitments turns attentions to the future, Stanean proceeding to ponder what’s in store for TeraPlast Group next.

Here, he once again eludes to the ongoing production capacities expansion investments as a new chapter in the firm’s ongoing development, set to lay the foundations from which its brands will become better represented in the market.

“We’re looking to strengthen our geographical footprint by bolstering our distribution network while offering the same high-quality products and services across each new market,” the Chief Exec adds. “Going beyond this, we are working to develop new sustainable solutions while at the same time diversifying our product portfolio.”

TeraPlast constantly looks to evolve its product formulations

Indeed, the potential for the enterprise to make inroads remains massive.

The sheer fact that only 50.8 percent of Romanian homes are currently connected to sewage networks will keep TeraPlast busy for the coming years. Yet, at the same time, there are other opportunities emerging.

“The new constructions segment rose by 28.5 percent in the first eight months of 2019 compared to the same period of 2018, indicating a healthy market for the PVC windows and doors segment of the group that has been carried into the near year,” Stanean affirms, providing a concluding outlook.

“We do, however, want to capitalise on these opportunities in the right way, and that is why we’re paying greater attention to the way in which we are managing PVC waste.

“According to our estimations, approximately 100,000 tonnes of PVC are being buried in Romania every year. This in mind, the efficient management of the PVC waste should be a much more important topic on the public agenda, just like sustainability in terms of construction materials and emissions.

“Our ambitions are diverse, but this is an area that we’ll truly be looking to spearhead as we move through 2020 and beyond.”

TERAPLAST GROUP office@teraplast.ro www.teraplast.ro

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TPV GROUP

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MANUFACTURING

Master of

Mobility Slovenia’s TPV Group Corporation continues to create the mobility of the future, its lust for innovation driving progression in sustainable, smart solutions for the automotive industry Writer: Tom Wadlow | Project Manager: Thomas Arnold

S

lovenia has become synonymous with the supply of quality components to automakers around the world.

Nestled in the heart of Europe, the country’s automotive sector generated €4.4 billion in revenue through 280 companies and nearly 17,500 workers in 2018, OEMs turning to its suppliers who have built up formidable competencies since the 1950s.

It is something of a remarkable and unexpected rise, for there were barely any vehicles on Slovenian roads when the first clutch of automotive parts specialists emerged.

“Slovenia does indeed have a rich tradition in the automotive industry,” comments Marko Gorjup, CEO of TPV Group Corporation, part of this first wave of companies which established in the 1950s.

“It also has many advantages, both because of its geographical location in the centre of Europe and its personnel potential – we have very good schools and colleges and, most of all, hardworking, diligent people. Slovenians have always been very innovative, and we are still proving this.”

TPV is a case in point. Over the course of many decades’ graft and dedication to inventiveness, the firm has become a trusted partner to some of the most demanding OEMs in the world, its clients today including the likes of BMW, Daimler and Volvo.

Indeed, the deal struck with BMW in June 2018 is deemed to be the biggest in the history of Slovenia’s automotive industry, TPV becoming the exclusive supplier of a structural chassis element for the German carmaker.

“We develop products that have a significant impact on safety, eco-friendliness and driving comfort for the most modern vehicles that will only hit the market in five years or more,” Gorjup explains. “We have always strongly advocated technological development. In 1992, for example, we were one of the first Slovenian companies to introduce robots to production.”

Gorjup joined TPV as a trainee just two years after this breakthrough having graduated in mechanical engineering, fulfilling a childhood passion for cars passed down to him by his father.

“After working in many positions,

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TPV GROUP I soon became responsible for the automotive industry in the TPV Group Corporation, and through other management positions, I became a member of the board in July 2006,” he recalls. “A decade later, I took over as the CEO of TPV. When the car industry sucks you in, it gets you hooked for life.”

SHEDDING THE LOAD It is easy to see why Gorjup has enjoyed a quarter century at TPV. A company always on the move intellectually, it is responding to modern-day challenges, not least in the area of sustainability and smart manufacturing. Regarding the former, the big focus for OEMs at present is lightweighting their vehicles, a move which will not only see environmental gains, but also safety and functionality.

TPV has mastered this particular avenue of activity.

“Strong knowhow in high strength steel and aluminium also contributes to TPV’s lightweight expertise,” Gorjup says. “Our competencies address various product applications that are easily applied across different vehicle drive types, from ICE, MHEV and PHEV to BEV. “High levels of flexibility, an innovative culture, a strong customer focus, flat decision-making structure and outstanding quality also help to differentiate TPV from other market players.”

Project MARTINA (materials and technologies for new applications) underlines the CEO’s comments.

Connecting 16 industry and educational partners, the initiative is focussed on the development of five key areas, among them the creation of new high-strength steel, aluminium alloys and 3D printing of tool parts.

INTRODUCTION

TPV GROUP Formed in 1954, TPV Group Corporation is one of the leading development and pre-development suppliers operating in the global automotive industry.

Its core activities centre on the production of body and chassis components, car seat components and engine gaskets. The company also develops and provides comprehensive solutions for smart factories, including its own in-house-developed automated guided vehicles (AGVs).

TPV employs around 1,200 staff across five sites in Slovenia and a facility in Serbia, and is extending production processes to new markets in the coming years to the likes of the USA (South Carolina) and China (Shenyang).

The company makes 23 kilometres of weld each day and sells around 59 million components per year that are exported to 26 countries around the world, its clients including premium OEMs like BMW, Volvo Cars and Daimler, volume OEMs from Renault to VW, and a number of important system suppliers like Brose, Mahle, Magna, Benteler, Freudenberg and others.

Besides being an automotive supplier, TPV Group Corporation also engages in the sale of new and used cars with aftersales activities, along with a joint venture concerning the development and production of light car trailers with German partner Böckmann.

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Pressen HAAS Pressen HAAS GmbH, the specialist for pre-owned presses and coil lines, congratulates TPV on the company’s anniversary.

Since 1947, Pressen HAAS has been all about buying and selling high-quality pre-owned machines for sheet metal working.

Our product range from leading manufacturers includes mechanical C-frame presses, hydraulic C-frame presses, mechanical double column presses, hydraulic double column presses, coil lines as well as other pre-owned machines for forming technology.

With more than 30 years of experience in the purchase, sale and valuation of pre-owned machines, our employees support you not only by buying pre-owned machines at fair prices.

Our demand-oriented services also guarantee that the pre-owned presses and coil lines are professionally removed and overhauled by experts, delivered at the desired time and precisely installed at the production facilities of our customers.

We also offer buyers, sellers, insurance companies and banks maximum security through independent appraisals.

A large number of pre-owned machines are constantly available from stock. In addition, thanks to our global network, we are able to procure almost any pre-owned metal working machine you require.

The number of satisfied customers of Pressen HAAS is constantly increasing. When will you be convinced by our qualities? We will gladly advise you and jointly find your tailor-made forming technology machine solution.

www.pressen-haas.de

Old is gold.

Pre-owned machines from Pressen HAAS: high-performance classics.

Contact info@pressen-haas.de or visit www.pressen-haas.de

TPV GROUP

The results were impressive, with 122 innovations, 86 process solutions and eight new products emerging from the project, TPV also benefitting tremendously in terms of knowledge acquisition in the process.

“TPV has been directly involved in the development of a new highstrength steel for automotive seat components, a new aluminium alloy for lightweight components with load capacity as part of the chassis and bodywork of the vehicle, and components that are a combination of metallic and non-metallic materials,” adds Gorjup.

“Developers from TPV Group have gained knowledge and competencies in the field of new materials and technologies of design and merging. In the automotive industry, new solutions are constantly being sought by using 120 | EME Outlook issue 34

these products and processes.

“Reducing the mass of vehicles and, consequently, reducing energy, fuel and emissions, is one of the main development guidelines for the creation of new vehicles.”

CREATING MODERN MOBILITY In response to solving its own challenges, TPV has been a huge adopter of automation and smart manufacturing technologies, a prime example being the use of automated guided vehicles (AGVs) for the automation of internal logistics processes.

The handling is controlled by an open source central system, which houses modules for traffic management, communication with other automation and signalling elements, controlled and automatic battery charging, error control and

communication, advanced planning and scheduling, and automatic start/ stop.

Gorjup highlights Optomatik 160 as a particularly unique TPV-developed AGV. It is a tunnel model whose key advantage lies in its low height of 160 millimetres, lower than the standard industrial trolley wheels which means there is no need to rework existing trolleys, leading to savings in implementation costs.

Such has been the success of the AGV project to date, TPV has integrated it into its own product offering for clients, part of a strategic goal to develop a suite of advanced solutions for smart factories.

“The essence of industry 4.0 is to connect people, machines and products along the complete value chain and lifetime,” explains Gorjup.

MANUFACTURING

“A SMART FACTORY IS A PRODUCTION SYSTEM WHICH, BASED ON DATA PROCESSING WITH ARTIFICIAL INTELLIGENCE, BECOMES CAPABLE OF SELFOPTIMISATION IN REAL TIME”

“A smart factory is a production system which, based on data processing with artificial intelligence, becomes capable of self-optimisation in real time.

“Our concept of smart factories is based on a modular design. This allows us to focus on segments with the highest potential in terms of effect and implementation possibility in our own company and the market potential.

Each module contributes to the goal of building up smart factories, and as these are multidisciplinary solutions involving the most advanced expertise and innovative solutions, we cooperate with development partners.”

CULTURE CURATION The MARTINA, AGV and smart factory projects are emblematic of TPV’s approach to innovation more broadly.

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TPV GROUP

How crucial are partners and suppliers to your ongoing success, and how do you make sure you partner with the right people?

Marko Gorjup: “TPV Group Corporation builds its success based on longterm partnerships with all stakeholders, including employees, suppliers and buyers. We strengthen our knowhow by cooperating with institutes, faculties, development centres and strategic development partners in the field of road mobility, new materials and smart factories.

“It is important for both people and companies to be aware of our limitations and the fact that together we can do more and learn from each other. TPV has been growing into a successful company on account of some exceptionally good partnerships made at the very beginning.

“When looking for a suitable partnership we always refer to the partnership competence matrix. With that in mind, TPV strives to find a perfect fit of its own and partners’ competencies that contribute the most value.

“TPV is well respected in the international business community, as it started to build long-term strategic collaborations in the early 1990s. Our strategic partnership alliances span across Europe, the USA, China and Australia.”

According to the CEO, since the company started to make a systematic record of ideas submitted by employees, more than 16,000 entries have been recorded, recent times seeing every team member submit at least one innovative proposal a year. TPV innovations have also won more than 60 awards.

In 2019 the firm expanded its innovative ecosystem externally via a platform called the TPV Innovation Station, obtaining ideas inside and outside the company and creating connections with external partners.

“Within the platform we obtain ideas and solutions in the area of electrification and mobility, involving individual innovators and organisations like startup companies and research and educational institutions,” Gorjup says. “Through the platform we set mobility challenges, obtain innovative ideas and help them come true.”

MANUFACTURING

This wouldn’t be possible without a skilled intake of staff and wider pool of knowledge across Slovenia.

To ensure it recruits the best possible engineering talent, TPV partners with technical colleges across the country, its staff development system beginning before they join the company through specialist education programmes.

Once employed, each team member has a personalised career progression plan formulated, with other initiatives including performance bonuses, promotion of part-time study, and provision of on-the-job qualifications.

This motivated and highly proficient group of employees will be vital in ensuring TPV continues to deliver for clients and on its own targets for the future, the CEO eager to consolidate its market position in existing product programmes and strengthen its

role as a development partner for its customers.

“Therefore, we will strengthen our activities in the direction of providing engineering services, complete virtual product and process development, digital transformation, artificial intelligence, smart factories and the development of efficient production systems,” says Gorjup, who concludes by summarising what will be a busy 2020.

“We are also working in the direction of industry 5.0, which puts human and

machine collaboration at the forefront.

Electrification, lightweighting and digitisation also remain very important areas in which TPV is building its future. For instance, with our strong competencies in the field of aluminium and other new materials, we are becoming an increasingly important supplier in the electrification of mobility field.

“In general, we remain open to all good ideas and partnerships, and we actively wish to co-create the mobility of the future in the broadest sense.”

TPV GROUP Tel: +386 (0)7 39 18 100 tpv@tpv.si www.tpv.si www.tpvinnovationstation.com

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TURBOMECANICA

ROMANIA’S AERONAUTICAL ENGINE ROOM Bucharest-based Turbomecanica continues to fuel aerospace and other industries with high quality components and repair services, the company seeking to expand its civil engine MRO activity Writer: Tom Wadlow | Project Manager: Thomas Arnold

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E

urope’s early aviation industry owes a lot to the work of Romanian pioneers.

Take Traian Vuia, who designed, built and tested the first monoplane on the continent which flew using its own onboard power in 1906. Though not as well-known as the Wright brothers, Vuia usurped their achievement, the duo flying the first catapulted aircraft in 1903.

Another example is Henri Coandă who, despite his claims being disputed, is said to have designed the world’s inaugural jet aircraft in 1910, an invention he presented at the International Aeronautics Exhibition in Paris. The Coandă effect – the tendency of a moving fluid to attach itself to a surface and flow along it – was also discovered by the Romanian inventor, albeit by mistake during an aeronautical experiment.

Fast-forward to today and Romania is home to several companies with a strong expertise in the aerospace manufacturing and maintenance sphere. Multinational giants are also present in the country, the likes of General Electric and Airbus with substantial production hubs.

Key partner to such firms is Bucharest-based Turbomecanica. The only Romanian manufacturer of turbo jet and turbo shaft engines and an internationally recognised supplier of high complexity engine and helicopter components, it is one of few native firms certified by the European Union Aviation Safety Agency (EASA).

“For 45 years Turbomecanica has been the only national manufacturer and provider of MRO services to the Romanian Ministry of Defence, Secret Services and Navy with regards to engine and helicopter dynamic assemblies concerning components such as the main gearbox, tail gearbox, main rotor head and transmission shafts,” explains Claudia Anghel, the firm’s Financial and Commercial Director.

“Nowadays we are the only company that provides MRO services to EME Outlook issue 34 | 125

TURBOMECANICA

AN INTRODUCTION TO TURBOMECANICA With its facility based in the Romanian capital Bucharest and founded in 1975, Turbomecanica is primarily engaged in the manufacture of components and provision of repair services for aircrafts, now operating as an independent entity following privatisation in the 1990s.

The company’s aircraft parts portfolio includes turbine and compressor casings, gearbox casings, spinners, covers, aerodynamic surface control parts, compressor and turbine discs, rings, diaphragms, shafts, couplings, nuts, combustion cans, turbine nozzle guide vanes and transition pieces, among others.

Turbomecanica also produces high-tech components and equipment used in power generating systems, medical and military applications, with services including metal heat treatment, surface coating, repairing and overhauling.

Among the company’s clients are General Electric, Rolls-Royce, Leonardo Helicopters, Avio Aero, Honda Aero, Witzenmann, Unison Engine Components Bucharest, and the Romanian military.

MISSION: “The purpose of Turbomecanica is to become a permanent supplier of components and repairs for the aeronautical industry and for other areas of a high technological level, maintaining a high quality standard for manufactured and repaired products to ensure the satisfaction of traditional customers, attracting of new customers, and generation of optimal and long-term profits.”

Turbomecanica is able to use an integrated computer aided design, manufacturing and inspection system, providing several benefits such as quality control, faster manufacturing time and improved risk-control

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Turbomecanica is certified by the European Union Aviation Safety Agency

the engine and dynamic assemblies of the Romanian helicopter PUMA SA 330 and IAR 99 Şoim trainer fleet.

“On the international side, for almost 20 years we have served as a reliable supplier for Leonardo Helicopters, a business which has developed through the years and for which we now deliver a completely in-house manufactured and tested tail gearbox under EASA Parts 21G Certification, as well as main gearbox components.”

Turbomecanica’s reputation for quality has also earned it a place on General Electric’s approved suppliers list, the firm working from its 41,000 square metre industrial platform in the Romanian capital.

Here its 475 skilled staff work from two engine test benches, three gearbox test benches, an assembly/ disassembly shop, two machining shop floors, chemical and metallurgical laboratories, and specialised areas for heat treatment and chemical processes.

MANUFACTURING

AIRCRAFT ENGINES AND TURBO GENERATORS OVERHAUL, REPAIR AND SPARE PARTS

POWERED BY KNOWLEDGE And it is this cohort of expertise that the Commercial and Financial Director believes sets Turbomecanica apart in its field.

“Given the fact MRO is our main activity, we have a unique mix of capabilities which are certified internationally,” she explains. “This mix of capabilities comes with dimensional and quantitative constrains but is enhanced by our technical knowhow which is constantly challenged and recognised by our customers.

“In other words, we are a company that excels at highly complex, sensitive and critical parts up to one metre in diameter and of low to medium yearly demand, which requires top level engineering and special OEM design processes.”

Finding the necessary skills is however, by Anghel’s own admission, a challenge.

To tackle this, Turbomecanica has established a partnership with the

The company’s design capabilities include 3D modeling, data transfer, product design, part design, jig and tooling design and more

aerospace engineering faculty of the Bucharest Polytechnic University. It also runs classes under the duel education system with the aim of recruiting aviation mechanics upon graduation from the Henri Coandă Bucharest aviation industrial high school.

The company is a firm believer in the duel system, working with Romania’s National Authority for Professional Education to promote and develop this method of learning.

External knowledge is also vital to the smooth running of Turbomecanica, as explained by Anghel: “Our success is based on our reliable partners and suppliers who contribute to our growth by delivering performance in terms of quality and lead time.

“We have built a strong supply chain by constantly measuring performance and working together towards our common goals, which are not only to carry on the Romanian aerospace tradition, but also to expand our aviation legacy towards new challenges.”

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TURBOMECANICA

LEADERSHIP FOCUS

CLAUDIA ANGHEL Claudia Anghel joined Turbomecanica in 2011, acting as the single point of contact for RollsRoyce, the firm’s largest customer at the time.

“Coming from the field of financial services and auditing, it may seem curious, but the education background and ethics served me well in getting the job done,” she recalls. “I learned the technological cycles of the parts, critical operations, bottlenecks, quality documents and FAI reports. I earned the trust of both the customer and production department and was appointed Sales Manager.”

It was during 2013 and 2014 when Anghel arrived at a critical juncture, the company forced to relocate 50 percent of its machining shop floor without customer impact due to financial difficulties. Having juggled many responsibilities, she was presented the opportunity to manage both sales and finance departments, the role she still holds today.

“My journey started with an opportunity and, as Demosthenes says, small opportunities are often the beginning of great enterprises,” she adds.

128 | EME Outlook issue 34

BRANCHING OUT An ongoing challenge (and opportunity) is being able to blend the MRO activity with component supplier work in terms of resource planning and leadtime, Turbomecanica adopting several continuous improvement policies centred around technical design and cost reduction.

This balancing act will be tested further as the company takes on fresh endeavours, a prospect which fills Anghel with optimism.

“We are a private company acting in a stimulating international market economy and in the position, independent of the Romanian political

environment, to develop and prioritise our company strategy and future development in terms of business growth,” she says.

“At the moment we are actively concerned with preparing our company for the set up and smooth transition towards a future upgrade of the national helicopter fleet, as well as for the development of MRO services for civil aerospace.”

MANUFACTURING

The company’s capabilities include manufacturing, repair and overhaul, conformity control and a range of special processes

It is the latter venture into the civil aviation domain that is particularly exciting.

Having cornered the domestic military space, Anghel simply makes the point of “why stop here?”, outlining that there is an entire market out there in need of specialised MRO services.

Turbomecanica’s location, near Bucharest’s largest airport, combined with its capabilities, facilities and ever-heightening needs of OEMs and airlines makes for a potentially lucrative venture, the company in the process of applying for the EASA Part 145 certification it needs to expand into a civil engine MRO station.

“This will secure the business’s continuity plan and create new growth opportunities when thinking long term,” says the Commercial and Financial Director.

“Our plans include a complete upgrade of one test bench to accommodate the testing of two different civil engine types, building a new assembly/disassembly facility on the available location and training the team to face the new challenges.”

This will require sustained investment, Anghel revealing that the firm will introduce a structured spending plan amounting to €25-30 million, activity which will need to be

supported by revenue growth in its current core activities.

“We are not losing focus on our mission as a component supplier,” she says, “and therefore another target for 2020 is to continue what we started in 2019 and expand some machining processes critical to the demand increase forecasted by our international customers.

“I can sum up the coming year in three words – challenge, expansion and growth.”

TURBOMECANICA Tel: +40 21 434 32 06 office@turbomecanica.ro www.turbomecanica.ro

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AL-RASHED INTERNATIONAL SHIPPING CO.

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SUPPLY CHAIN

Kuwait’s Logistical

COMPANION With a history dating back decades, Al-Rashed International Shipping Co. has grown into a leading logistics partner for many clients and landmark infrastructure developments across the country Writer: Tom Wadlow | Project Manager: Eddie Clinton

M

odern-day Kuwait has a lot going for it.

Although geographically small, it is home to one of the world’s wealthiest economies and has the fifth-highest GDP per capita on earth, its 2018 national income of $141.7 billion translating into $34,244 per person, some $4,774 higher than the previous year.

Petroleum is still, despite the

country’s ongoing economic diversification efforts, the lifeblood of Kuwait’s commercial undertakings.

Holding crude reserves of around 102 billion barrels, or six per cent of global supply, the country is seeking to increase production to more than four billion BPD by 2020, the sector accounting for 92 per cent of export revenue and over half of Kuwait’s GDP. With the nation very much playing

to its strengths, it is an exciting period for the shipping industry based here.

For longstanding Al-Rashed International Shipping Co., this uptick in oil and gas activity represents just one line of a growing business which it continues to ably support.

“Kuwait imports most of its cargo requirements from around the world making it an import-oriented economy,” comments CEO Ravi Varrier.

EME Outlook issue 34 | 131

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One of the leaders of the Kuwaiti marine industry is Al-Rashed International Shipping Co., a division of The Al-Rashed Group-a long established trading company founded in 1911 by Late Mr. Abdul Aziz Abdul Mohsin Al-Rashed, from the highly respected Al-Rashed family. As Shipping Agents, Charterers, Contractors, Freight Forwarders, we take on all types of shipping requirements from specialized vessel to Passenger Ferries, Freighters, Container Ships, Bulk Carriers RORO Vessels, Lash Vessels, Cattle Carriers and Oil Tankers.

A complete range of freight services is provided by our company from ship-tostore transportation, customs clearance, forwarding, and warehousing.

WHY CHOOSE US? Al-Rashed International Shipping Co., Kuwait has been awarded the quality management system certification with UKAS accreditation as per the ISO 9001, 18001 and 14001. This certification acknowledges the Quality system maintenance in the company’s activities of shipping, vessel handling, air & ocean freight, inland transportation, project logistics, warehousing and integrated supply chain solutions.

WAREHOUSING Complete 3PL Solutions, SCM & Distribution Services across Kuwait

kuwait@al-rashedgroup.com +965 2291 2800 / 2801

Al-Rashed International Shipping Co. Al-Rashed Complex, 9th Floor, Fahad Al Salem Street, Kuwait City P.O. Box 20241, Safat 13063, Kuwait

AL-RASHED INTERNATIONAL SHIPPING CO.

Ravi Varrier, CEO (standing), with Chairman Bassim Al-Rashed (sitting)

ABOUT AL-RASHED INTERNATIONAL SHIPPING CO. Al-Rashed International Shipping Co. is a division of the Al-Rashed Group, a long-established trading company founded in 1911 by the late Abdul Aziz Abdul Mohsin Al-Rashed.

With offices in Kuwait and Iraq and strategic JVs across the Middle East, the company offers a wide range of services which include but are not limited to liner operations, bulk carriers, breakbulk carriers, oil tankers, project cargo, NVOCC, international freight forwarding, air freight, customs and clearance (air and sea), 3PL, warehousing, packing, delivery services, local delivery, special equipment delivery and husbandry services.

The firm is ISO 9001:2015, OHSAS 18001:2007 and ISO 14001:2015 certified and has a physical presence in Kuwait with a team of more than 300 people and Iraq, where it has 200-plus employees.

“Our clientele includes many large MNCs involved in multi-million-dollar projects across Kuwait and Iraq,” adds Varrier. “With an outstanding track record stretching back many years and a high level of experienced shipping staff and superb customer service, Al-Rashed International Shipping Co. enjoys a leading edge in the local shipping industry.”

MISSION: To achieve our vision, we are committed to consistently deliver extraordinary value to our customers and stakeholders through the building of passionate, empowered and high-performance teams.

VISION: To be the undisputed regional leader, providing uncompromising total logistic solutions through commitment to customer service, excellence in financial performance and foster the spirit of teamwork and mutual growth among our people with a desire to excel.

134 | EME Outlook issue 34

“This makes shipping an indispensable industry for the nation. With the sixth-highest oil reserves in the world, Kuwait’s export of petroleum products and by-products requires a mature and reliable shipping sector.”

Indeed, according to a study by A Market Research, the Kuwait logistics and shipping market is set to grow by an average of 13 per cent a year between 2019 and 2025.

But it hasn’t all been plain sailing.

Varrier recalls the tumultuous impact of the Gulf War in the 1990s, a conflict which forced Kuwait to hit the reset button in a massive rebuilding exercise.

“Although Al-Rashed International Shipping Co. launched in 1952, it wasn’t until 1991 when Kuwait faced the challenge of repairing its devastated infrastructure following the depredations of the Iraqi invasion that we saw the opportunity to diversify and build a much stronger and larger company,” he says.

“The company has since grown and established itself as a leader in the maritime industry in the country.”

A KUWAIT MAINSTAY As well as recent investments and diversification efforts, Al-Rashed International Shipping also has a tremendous legacy to draw on that stretches back far further than the Iraqi invasion.

Set up in the 1950s, it is part of the Al-Rashed Group which was established in 1911 by the late Abdulaziz Abdul Mohsen Al Rashed.

Varrier adds: “It began life as a trading company, with a focus on the future infrastructure development and industrial rise of Kuwait from a small fishing and pearl-diving village to a major oil-producing and metropolitan state.

“Within a few years, the firm saw exponential growth and ventured into oil and gas, trading, white goods importing and infrastructure.”

Al-Rashed has been involved in a

SUPPLY CHAIN number of national firsts. For example, it was in charge of building Kuwait’s first airport and television station, while it also worked on the Kuwait National Petroleum Company’s Shuaiba and Mina Ahmadi refineries and many important road projects, as well as the installation of the country’s first streetlights and traffic signalling system.

Varrier himself has spent more than four decades with Al-Rashed International Shipping, a journey which has seen him rise from a junior assistant role to Chief Executive Officer.

“It has not been an easy ride,” he says. “In 1977, at the young age of 19 and with a dream just like every other Indian to cross the seas to reach the land of dreams, I too followed my uncle’s footsteps to reach Kuwait.

“Once I arrived, I took to roaming the streets, knocking on many doors for a job. My job search was turning futile until Mr V P Prasad, a family

friend, introduced me to Al-Rashed Group and here we are, after 42 years.

Mr Prasad was my mentor, and he retired from Al-Rashed as its Shipping Manager in 2016.”

STANDING APART Varrier, although a somewhat unique example, is representative of what he recognises as a key factor which stands Al-Rashed International Shipping Co. apart in Kuwait’s shipping and logistics sector – formidable industry experience.

This enables it to offer customers an unrivalled level of service and attention to detail that only true experts can provide.

“From my point of view, I envisage the need of being a customer first, and the business next,” the CEO explains. “We, as a company, focus on the human element of business which makes us stand out from the crowd.

Our customer-centric approach

keeping the customer first and invoking maximum flexibility in terms of customer service is what drives our business.

“Our team is well experienced in all facets of the industry with an average experience of over 10 years with the organisation. We are also investing in a lot of young people from prestigious schools from across the globe to get a fresh and unique perspective into the business.

“The company has always valued talent and has extensively invested in bright prospects. I believe it is the youth that can bring about change and of late, we have been inducting young talents into the team to let new ideas flow. The mix of young and old makes for a good repertoire of ideas to work with.”

This melting pot of human expertise is backed up by best-inclass technologies, systems and processes.

Al-Rashed has become a trusted logistics partner to industrial enterprises in Kuwait

EME Outlook issue 34 | 135

AL-RASHED INTERNATIONAL SHIPPING CO.

KEY SERVICES Al-Rashed International Shipping Co.’s service portfolio can be divided into numerous key strands. These include: LINER SERVICES: Covers a number of regular liner services and NVOCC operators with a global footprint. “With an innate intent to service our customers and meet our principal requirements, we strive to maximise our volume both inbound and outbound, offering the most competitive rates and paramount customer services,” the company states.

LOGISTICS: Provisions air, sea and land cargo freight forwarding services in import and export. “We are able to offer the services with a top-notch degree of professionalism. Over the years, we have served a variety of clientele ranging from small business houses to megaprojects.”

WAREHOUSING AND DISTRIBUTION: Provides complete 3PL solutions, supply chain management and distribution services across Kuwait. “We offer complete logistics solutions customised to your needs while maintaining compliance, security, and operational integrity during this critical stage in the supply chain,” Al-Rashed adds.

Al-Rashed works with many multinational corporations on landmark projects

136 | EME Outlook issue 34

Al-Rashed International Shipping is one of the first shipping companies in Kuwait with 3PL capabilities, its warehouse and modern delivery fleet allowing it to excel in project logistics, forwarding and customs clearance and provide end-to-end support to both local and international clients.

Its investment and commitment to quality have, in the eyes of Varrier, helped to raise the bar across Kuwait’s shipping industry more widely, its use of technology helping it to operate as efficiently as possible to the betterment of customers.

“Our well experienced IT team has implemented the latest communication, hardware and security solutions,” Varrier adds.

“They maintain our data centre with an uptime of 99.99 per cent thanks to sophisticated disaster recovery systems. Our telephone systems

SUPPLY CHAIN Shipping & Logistics in Qatar, Varrier has his eyes set on opening further offices in Oman and Saudi Arabia, establishing what would be a truly regional logistics player in the Middle East.

In terms of project work, the CEO expects to continue working closely with clients on major developments, be it onshore oil and gas, offshore activities, telecommunications or other infrastructure.

Looking ahead to a promising period for Kuwait and Al-Rashed International Shipping Co., Varrier concludes: “Despite a global slowdown, I believe Kuwait has not been facing the brunt of it to a large extent.

KLNG project are interconnected with our international branch offices to maximise cost-effectiveness.

“We have also invested in an in-house developed ERP system which is a onestop solution for all tracking, marketing, documentation and invoicing needs.”

PROJECT PROWESS This combination of people, processes and systems has enabled Al-Rashed International Shipping to secure work on leading projects across both Kuwait and Iraq, the company working with many multinational corporations on landmark developments.

For instance, it was involved with the logistics operation in the construction of the Sheikh Jaber Al-Ahmad Al-Sabah Causeway, the world’s fourth longest road bridge at 48.5 kilometres spanning the Bay of Kuwait. Sat 151 metres above ground, the total value of the building work was estimated at around $3 billion.

Varrier also mentions several packages associated with the Al Zour Refinery development, a 615,000 barrels per day crude oil refinery situated approximately 90 kilometres south of Kuwait City. Here, the company serves as one of the logistics providers for equipment supplier Siemens, among other contracted commitments.

Other project highlights include

provision of logistics and support services for LIMAK on its expansion work at Kuwait International Airport, and logistics solutions for AFCONS on Kuwait road infrastructure developments, two of many projects the firm is actively engaged in.

Alongside working its work for clients, Varrier is also quick to point to Al-Rashed International Shipping’s involvement in the wider community through CSR programmes.

“The company has been instrumental in supporting mankind when in need with our helping hands scheme, ARISCARE,” he explains. “We have been lending a hand to those in need during the natural calamities – the 2015 Nepal earthquake and 2018 Indian floods to name a couple of examples.

“We, as a part of the global ecosystem, possess several commitments to the world around us. Al-Rashed, as a way of honouring our commitment, will strive to contribute towards the betterment of the world.”

PAHW 400 132 11 kV Transformer station at South Al Mutlaa “With the oil and gas expansions as well as the infrastructural growth plans, including the Kuwait Metro rail project, the nation has a lot of scope to grow and, as a logistics company, we can add a lot of value to the ambitious infrastructural plans of our country with our insightful industrial expertise.

“We are looking forward to the challenges ahead and seek to play a part in Kuwait’s maritime expansion, form strategic alliances with international companies and move on the road to even better success.”

NAVIGATING THE FUTURE And the impact the firm will be able to impart to Kuwait and wider society will only continue to grow as it becomes more successful and expansive in the coming years.

Already operating a branch in Iraq and strategic joint venture as Everbrite

AL-RASHED INTERNATIONAL SHIPPING CO. Tel: +965 22912800 kuwait@al-rashedgroup.com www.al-rashedgroup.com

EME Outlook issue 34 | 137

METINVEST I can recall an instance in my family, when my father was choosing his future profession.

“He asked my grandfather for advice as he wanted to become a metallurgist, but at that time plastics were emerging and consolidating, and people were saying that composite materials would soon replace steel.

“My grandfather was a wise man – he said to my father: I think there will be enough steel for you, your children and even your grandchildren, so choose metallurgy.

“Since that conversation, global steel production has tripled. It remains one of the world’s most universal products – it can be strong or soft, ductile or elastic – and is able to embody practically any physical property necessary for downstream production.

“If you ask me, steel will continue to be a key commodity within the global ecosystem for many years to come.”

Mining and metals is in the blood of Yuriy Ryzhenkov.

Coming from a family of engineers, his mother, aunt, uncle and grandmother having also pursued a similar profession to that of his father and grandfather, the industry became a part of his life from near enough the day he was born.

“Living and studying in Donestk, it is difficult not be associated with metallurgy,” he muses, divulging that his first visit to a steelmaking plant occurred when he was just three years of age.

“When it came to choosing a career path, I thought I would become an IT specialist and so undertook studies in software. But Ukraine’s steel industry was privatised in the late 1990s and, owing to the wave of opportunities that paved the way for, I came to a steel plant Donetsk.

“Although I had a degree in IT, I ended up in the steel industry anyway, albeit in the sphere of economics and finance.”

Seemingly destined to find his way into the sector one way or another, Ryzhenkov hasn’t looked back since.

138 | EME Outlook issue 34

MINING

Modernising

Metallurgy Metinvest is striving to become Europe’s leading vertically integrated steel producer, the organisation investing intuitively in equipment, technologies, employee empowerment and CSR in pursuit of this goal Writer: Jonathan Dyble | Project Manager: Thomas Arnold

EME Outlook issue 34 | 139

METINVEST

METINVEST THE BASICS YEAR FOUNDED: 2006 WORLDWIDE OFFICES: 43 IRON ORE CONCENTRATE PRODUCED IN 2018: 27.4 million tonnes COAL CONCENTRATE PRODUCED IN 2018: 2.7 million tonnes STEEL PRODUCED IN 2018: 7.3 million tonnes FINISHED PRODUCTS MANUFACTURED IN 2018: 5.8 million tonnes

Yuriy Ryzhenkov, CEO Today he stands as the Chief Executive Officer of Metinvest – a vertically integrated group of steel and mining companies managing every link of the value chain, from mining and processing iron ore and coal to making and selling finished steel products.

One of three major players in Ukraine, it is renowned locally, having captured a substantial share of the domestic market. Yet in order to comprehend the company’s true stature, it is necessary to look beyond these borders.

“Metinvest’s products can be found in more than 100 countries across the globe,” Ryzhenkov states.

“Our key markets include Ukraine’s neighbouring territories as well as countries in the Black Sea and Mediterranean Sea Basin, the Persian Gulf, North Africa, the Middle East, Southern Europe, Russia, Belarus, the Baltics and Poland. We also operate in France, Belgium, the Netherlands, the United Kingdom, the US, Mexico, Brazil 140 | EME Outlook issue 34

– I could go on.

“We are unique in this respect. I’m not sure if there is another steelmaking business in the world that sells less than 20 percent of its products on the domestic market and more than 80 percent in external markets. Players in this industry tend to have rather large and strong local markets, even in large steel exporting countries, but not us.”

Different though it might be, the CEO highlights this structure as key to Metinvest’s success for the role that it has played in developing an equally unique operating environment.

“The need for cooperation, cohesion, and a willingness and ability to help each other is the interesting dynamic that this has created,” he states. “It is what defines us as a company today.”

A COLLABORATIVE, PROGRESSIVE CULTURE Talk of teamwork quickly turns attentions to an asset considered to be

STRATEGY: To become the leading vertically integrated steel producer in Europe, delivering sustainable growth and profitability resilient to business cycles, and providing investors with returns above the industry benchmarks VALUES: Life, health and environment, customer focus, professionalism, leadership and teamwork

crucial to the company – the Metinvest workforce.

Here, Ryzhenkov emphasises that the contributions of each and every employee are both valued and encouraged, the firm providing a platform from which its staff can help to generate new ideas, test new solutions, design new products and ultimately have an impact on strategic direction and development.

“We try to give the freedom of thought and action wherever possible,” he explains.

“We regularly set up cross-functional groups at our enterprises, focusing on operational improvements and

MINING

INTRESCO LTD is an active player in maritime market since 1997.

It is a fully integrated ship management company rendering a full scope of ship management services to traditional ship owners and investment funds.

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Our specialization is transportation of bulk and general dry cargoes, particularly grain and grain products, steels, fertilizers and other commodities.

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1-B Kanatnaya Street Odessa 65014 Ukraine

18/2 South Street Valletta VLT-1102 Malta

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Logistics 1520 is one of key logistics partners of “Metinvest” holding.

In 2019 we delivered for Group companies: • 873 thousand tons of ferrous metals • 673 thousand tons of ferrous metallurgy raw materials.

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Our rolling stock is more than 5500 railway cars.

Company’s management includes professionals with extensive experience in railway transportation.

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EME Outlook issue 34 | 141

METINVEST

MINING delivering new projects that have the potential to contribute towards our Technological Strategy 2030.”

That said, there is no getting away from the fact that Metinvest’s staff often operate in dangerous production environments, and striking a balance between this culture of innovation and instilling non-negotiable safety principles is considered critical.

“It is very important that we do not mix these areas,” Ryzhenkov expresses. “You can be creative and free in what you want to do, but once all the risks have been assessed and the process has been accepted and integrated, you must observe discipline and adhere to the guidelines.”

Considering the pace of progress at Metinvest, best highlighted by a plethora of equipment and machinery investments across some of the company’s flagship facilities, the need for everyone to be on the same page becomes even more apparent.

Take the Ilyich Steel plant in Mariupol as an example.

Here, $110 million has been earmarked for a complete revamp of the plant which will see a new continuous casting machine and 1700 hot strip mill installed, in turn expanding the organisation’s product range to include premium quality steel coils.

“I’m quite proud of this project,” Ryzhenkov expresses. “I think it will breathe new life into the Ilyich plant, taking it to a new level and making it a market leader once again.

“These projects will pre-determine the company’s investment focus for the short term. When you have a foundation, you can build on it, and the foundations created here will make it possible to further develop production.”

Looking at the longer term, technologies are likewise expected to emerge as a new focal point for investment.

The idea of digital transformation has reverberated throughout the group, Metinvest already homing in on specific areas deemed to have the greatest potential in facilitating

“OUR SLOGAN FOR THE COMING YEAR WILL BE OPERATIONAL EFFICIENCY. WE AIM TO BE IN THE FIRST OR SECOND QUARTILE IN TERMS OF EFFICIENCY FOR THE STEEL INDUSTRY GLOBALLY” operational improvement.

“Given my education, digital transformation is a trend that is close to me,” the Chief Exec states. “The group has many projects related to this – some subsidiaries are more involved than others, of course, but in general our enterprises want to move in the same direction.”

These efforts have so far included the computerisation of business processes and the ongoing development of a database to better harness the power of big data. Beyond this, however, the organisation is planning to move into other new and exciting areas.

“On the one hand, steelmaking is a traditional industry, where basic things are clear from the standpoint of automation, digitalisation and IT,” Ryzhenkov reveals. “You can implement changes in a relatively seamless manner, defining automation standards and following them, which we’ve been doing as part of our Technological Strategy 2030.

“On the other hand, there are ideas associated with emerging technologies. We’re newly able to assess ore stocks using drones and implement more effective transport control in open pit mines using comprehensive machinery performance monitoring systems.

“Such things are quickly becoming more popular here.”

COMMUNITY CUSTODIAN While such substantial investments, be it plant upgrades or technological improvements, undoubtedly have a significant impact on Metinvest’s proficiencies, their purpose extends far beyond revenue improvements or productivity enhancements.

Its facilities often act as central pillars in the communities where they are situated, and the group takes EME Outlook issue 34 | 143

METINVEST

How important are partner and supplier relationships to the success of your business?

pride in this, diligently paying taxes that are pivotal to municipal budgets and working with local populations to understand how and where it can deliver benefit in wider ways where possible.

The CEO summarises this ethos: “When people talk about corporate social responsibility, they often begin to confuse it with the function of the many public services that are supposed to be responsible for certain things.

“This happens especially often in Ukraine. Everyone remembers the Soviet Union, when industry was assigned roles that were not typical for it, and that’s created historical expectations that mills should support everything located around them.

However, if we live in a capitalist country, the mills should do their business and generate profit and a return on investment for their shareholders.

“At the same time, our employees are part of the society and cities where 144 | EME Outlook issue 34

they work – families have a strong influence on our employees, which is normal. From a business standpoint, the task of the mills is to do their best to create conditions in the cities where they operate that would help our staff to be more effective in their operations. To have young and talented people come to the production entities, the city must have good conditions for life and education. At the same time, for the cities to develop, they need skilled specialists.

“This is why we are involved in corporate social responsibility and strive to improve the cities where we operate.”

Here, Mariupol is once again a case in point.

Situated in southeast Ukraine, the city is home to Metinvest’s two largest steel mills that are also the region’s two largest employers, creating a certain symbiosis among the enterprises, the local community and the municipal authorities.

Yuriy Ryzhenkov: “Partner relationships are important in any business. We try to build these with key suppliers of raw materials and strike a balance between them. We cannot afford to be dependent on one party, and prefer to be able to give work to between two and five suppliers in each category where they would be interested in increasing their share in our portfolio due to their efficiency and closer work with us.

“When it comes to the procurement of auxiliary materials or services, we also try to find several key suppliers in each category with whom we can build long term relationships, with a view to them becoming our main suppliers. At the same time, we want to create a field for other suppliers that would show us their effectiveness in order to be among our key suppliers.

We are constantly working on maintaining this balance.”

MINING As a result, the three parties work closely together, identifying projects that have the capacity to improve the city’s infrastructure and quality of life, resulting in an accumulation of impactful projects which to date have included the development of parks, educational institutions and an administrative service centre.

TURNING TO THE FUTURE Metinvest’s role as a community custodian does not end here either, the organisation acknowledging the need for personal responsibility in other verticals.

The mining and metallurgy sector has been subject to a degree of scrutiny of late owed to its negative impact on greenhouse gas emissions – an industry-wide problem that has no simple solution in the eyes of Ryzhenkov.

“No effective, quick or cheap way has been invented so far to produce steel while avoiding this outcome,” he affirms.

To say that the company approaches the topic with ignorance would be far from the truth, however.

In reality, it is quite the opposite, many of Metinvest’s recent projects focused on improving the group’s carbon footprint.

The reconstruction of its gas cleaning systems at the Ilyich Steel sinter plant stands as one such example, a second being the revamp of its basic oxygen furnace and dusting systems both at Ilyich Steel and Azovstal, the latter also based in Mariupol.

“These are projects that the entire Group can be proud of since they are part of the largest environmental initiative in Ukraine’s industry, which is being implemented completely at private expense without state financing,” Ryzhenkov declares.

It is estimated that the aforementioned projects, slated for completion in 2023-24, will contribute to the quality of life of around one million Ukrainian residents. Meanwhile, looking beyond this, the CEO is optimistic that better, bolder solutions to the current challenge will emerge.

“Many large companies have announced research efforts into hydrogen-based metallurgy such as carbon-free steel production,” he states as our conversation comes to a close.

“This is the future of steel – if we as a sector of the world’s economy focus on this, I am sure we’ll find the solution.

“In the meantime, our slogan for the coming year will be operational efficiency. We aim to be in the first or second quartile in terms of efficiency for the steel industry globally. This is what our investment projects and operational improvements target – it will be a key driver for the next year.”

METINVEST Tel: +38 (044) 251 83 05 metinvest@metinvestholding.com www.metinvestholding.com

EME Outlook issue 34 | 145

AARHUS UNIVERSITY HOSPITAL Manning Denmark’s single largest medical hub, Aarhus University Hospital is at the epicentre of a masterplan exuding optimisation and transformation across the country’s rapidly progressing healthcare sector Writer: Jonathan Dyble | Project Manager: Callam Waller

RISING TO THE

D

enmark. A Nordic archipelago nation spanning 43,000 square kilometres, dwarfed by Sweden and Norway to the north and Germany to the south, its size is relatively modest compared to its European neighbours.

For the historic home of the Vikings, however, the phrase good things come in small packages springs to mind.

Described by the World Bank as a supporter of international efforts to promote human and economic development, reduce poverty and boost shared prosperity around the world, it is a commendable country, ranked 11th of the 189 states on the United Nations Development Programme’s Human Development Index (HDI).

Ranking each country on education, GDP per capita and healthcare, it is the latter of these key HDI metrics that is particularly interesting in Denmark.

In 1999, the country was home to 98 hospitals. Today, that figure has fallen to 21.

Indeed, this sheer drop may indicate a declining Danish healthcare system, but the vast change is in fact courtesy of a unique, calculated, two-decade long centralised improvement strategy.

146 | EME Outlook issue 34

ALL IMAGES COURTESY OF AARHUS UNIVERSITY HOSPITAL

HEALTHCARE

EME Outlook issue 34 | 147

AARHUS UNIVERSITY HOSPITAL “Our country has found a structure for healthcare where a handful of major hospitals now act as the engine for quality medical assistance in their respective regions,” explains Poul Blaabjerg, CEO at Aarhus University Hospital.

“By merging the operations of multiple hospitals into flagship centres, we’ve created a network of facilities that offer almost all the healthcare specialities you can find in Denmark under one roof. If you develop one illness and face subsequent complications that require alternate treatments, they can now almost always be sourced from the same centre.

“Cooperation between different departments becomes easier,

Why does the healthcare sector provide a compelling line of work?

Poul Blaabjerg: “I’m pretty new in the healthcare sector, but it’s a line of work that I’ve been interested in for many years.

Not once have I woken up in the morning and asked myself why I’m doing this. The purpose is quite clear – the sector is meaningful from start to finish.”

Lars Ganzhorn: “You can read in the news daily about how healthcare systems around the world are struggling to cope.

And you might ask, why stay in a sector that’s under pressure?

“I recently asked some of my colleagues the same sort of question – why are we employed here, and not in a technology company like Google or Apple?

And a similar sort of answer came back from them all, that it’s difficult to get out of this industry because you feel that you’re doing something very important for society.”

148 | EME Outlook issue 34

benefitting both the professional and the patient. And this is necessary. As demands on healthcare continue to go up, the system has to become more efficient and effective in the way that it operates in order to keep pace.”

A MAMMOTH TASK Blaabjerg is better placed than most to comment on the subject as the Chief Executive Officer of Aarhus University Hospital – an entity born out of a series of mergers precipitated by this blueprint.

In 2004, the city of Aarhus and its surrounding region saw four local hospitals (Aarhus Municipality Hospital, Aarhus County Hospital, Marselisborg Hospital, Odder Sygehus and Samsø Sygehus) merge to become Aarhus Sygehus.

Seven years later, Aarhus Sygehus was then integrated with Skejby Sygehus, establishing the current Aarhus University Hospital and the site for its headquarters and main

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EME Outlook issue 34 | 149

AARHUS UNIVERSITY HOSPITAL

Poul Blaabjerg

Lars Ganzhorn

150 | EME Outlook issue 34

“THERE ARE CHALLENGES THAT PEOPLE DON’T THINK ABOUT BEYOND THE BUILDING WORKS – INTEGRATING DIVERSIFIED OPERATING MODELS AND OVERCOMING OTHER CULTURAL DIFFERENCES, FOR EXAMPLE” – POUL BLAABJERG

department. Later, a new hospital was built and rebuilt in connection to Skejby Sygehus, making the new Aarhus University Hospital one of the largest hospitals in Danmark from 2019.

“For me, this hospital is particularly exciting,” Blaabjerg states. “It’s the embodiment of the Danish healthcare sector strategy, and its development will open doors to future possibilities for the region and country.

“It’s extremely ambitious; an extremely tough undertaking. But it’s

fascinating to be part of it all the same.”

Indeed, the statistics speak volumes of the Chief Exec’s analysis.

Aarhus University Hospital is the workplace of more than 10,000 healthcare professionals, the local hospital of 400,000 people and the specialised hospital of 1.2 million Danes, comprising 41 different clinical departments and spanning more than 400,000 square feet that equates to a 2.8-kilometre round trip on foot, according to the CEO. “It’s easy to underestimate a project

HEALTHCARE

of this scale,” he adds. “There are challenges that people don’t think about beyond the building works – integrating diversified operating models and overcoming other cultural differences, for example.

“In April 2019 we finalised the relocation, but it is expected to take a further two years to get the site running at full capacity as our workforce align in all of these senses.”

It is here that Lars Ganzhorn, Senior Consultant of Innovation and Development, enters the conversation.

A large part of the need for cultural realignment stems from the implementation of new technologies, a key aspect of ensuring that the hospital is able to operate as efficiently and effectively as possible.

At Aarhus University Hospital, much of this responsibility lay with Ganzhorn, who during the building phase of the new Aarhus University Hospital was tasked with ensuring that the right digital innovations were implemented in the right way on a consistent basis.

“I only recently got back from a summit in Shanghai actually,” he explains. “It was a conference that showcased a multitude of major strides that the healthcare sector is taking in making the most of data and delivering improved outcomes.

“In my eyes, our industry is gearing up for massive investment into artificial intelligence and machine learning capabilities as it enters a phase of management by prediction.

“The idea is to address existing issues by using resources and technologies that are already available in a better way, thereby delivering improved healthcare services for the same money. This will be critical in helping us out of the deadlock that we are in right now, where demand-induced pressures continue to rise, and financial and educational challenges are likewise broadening.”

COLLABORATION AND INNOVATION Speaking with Ganzhorn, it quickly became clear that partnerships are becoming increasingly important in overcoming these hurdles.

EME Outlook issue 34 | 151

AARHUS UNIVERSITY HOSPITAL

SUPPORTING THE SDGS Ensuring that the pursuit of technological and operational progress is not to the detriment of the environment is critical to the modus operandi of Aarhus University Hospital, the organisation committed to upholding nine of the UN’s Sustainable Development Goals.

“We’ve invested a lot in ensuring that our wastewater is clean before it is circulated back into the landscape, removing any contamination that quite often from any hospital, owed to medicines and unique materials, can have harmful effects,” Blaabjerg affirms.

“In respect to sustainability, I believe we’re one of the leaders in Europe.”

152 | EME Outlook issue 34

In China, technology giant Alibaba is supporting the country’s national healthcare system, having rolled out a 24-hour medicine delivery service and online medical consultations, for example. In Denmark meanwhile, similar attitudes and efforts are emerging, Aarhus itself having partnered up with research organisations, universities and private entities via mutually beneficial consortiums.

“We can’t do this alone anymore,” Ganzhorn reiterates.

“It’s been possible to internally drive digital transformation to where it is now, and by all counts we are a highly digitalised entity with EMRAN 6 certification. But owed to the finances and work required for us to reach the next step, it might not be attainable nor sensical for us to pursue this path without outside assistance.”

Locally, the hospital is working with Danish company Systematic – an

organisation delivering crucial components of highly advanced clinical information systems.

Further afield, it is also working with renowned international entities such as Germany’s Fraunhofer Gesellschaft in finding practical applications for potentially game changing applied research.

“This is not to say that vendors are always the answer, however,” Ganzhorn adds.

HEALTHCARE “Take our patient inflow and logistics operations for instance. Here, we have ideas about how our flow could be optimised, but it’s not possible to pursue these in our IT infrastructure as our systems providers have a lot of other hospitals to worry about and it’s not commercially viable for them to make minor tweaks for individual customers.

“As a result, we’ve been investigating alternate paths in certain situations. In one area we have hired our own programmers, testers and digital architects, and we’re actually building IT systems ourselves.

“We can see the agility that this approach gives us – it has had a great impact.”

REACHING NEW HEIGHTS Finding a new balance between leveraging greater benefit from partners and vendors while at the same time recognising the effectiveness of internal optimisations will be crucial to the organisation taking this next step.

Without doubt, the successful completion of the Aarhus University Hospital merger will keep the organisation’s hands full for the coming 12 months. Yet looking beyond this, Blaabjerg shares many of his colleague’s views.

“Internally, we do not have a technology transfer unit, and should startups from the local community wish to work with us, it has to date been hard for them to contact us as we haven’t had a transparent channel to deal with these kinds of requests,” the CEO affirms.

“Moving forward, we’re going to both pursue our own ideas more actively, and also work more openly and collaboratively with other entities in developing ideas that can provide benefit in the healthcare sector.”

Indeed, while the unprecedented nature of many of these ideas combined with the complexity of the field will make certain that no major innovations will happen overnight, it is hoped

“WHAT DO I EXPECT FROM THE NEXT FIVE YEARS? FOR ME, IT WILL BE A COMBINATION OF WORKFLOW AND PROCESS IMPROVEMENTS THAT WILL TAKE US TO THE NEXT STAGE IN OUR DIGITAL TRANSFORMATION” – LARS GANZHORN

that the organisation’s progressive digital journey will be transformative for the entire country for years to come.

For this reason, much optimism surrounds Denmark’s national healthcare strategy and the efforts of Aarhus University Hospital alike.

“What do I expect from the next five years?” Ganzhorn responds, offering his own outlook.

“I think we will have achieved a bit on the AI side. And I think that we will have managed to raise our maturity in regard to workflow and processes.

That’s something you see in other industries – dedication to optimising

and understanding operations. It’s an aspect we’re working on intensely now as we look to gain the efficiencies that are needed.

“For me, it will be a combination of workflow and process improvements that will take us to the next stage in our digital transformation.”

AARHUS UNIVERSITY HOSPITAL Tel: +45 7845 0000 auh@rm.dk www.en.auh.dk

EME Outlook issue 34 | 153

OASIS HOSPITAL

An Oasis of

HEALING How Oasis Hospital in Al Ain, UAE, has helped reduce infant mortality rate from 50 percent to less than one percent Project Manager: Thomas Arnold

O

asis Hospital, located in the UAE city of Al Ain, has two claims to fame. It was the birthplace of Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi.

And, perhaps more importantly, it was the first private hospital in the UAE. These days, UAE is considered to have a high standard of healthcare, with both a public and a private system. Last year, the government spent $13.7 billion on expanding access, improving the quality of healthcare services, and increasing private involvement in the sector.

UAE is gearing up to be a hub for medical tourism, with profits topping $3.27 billion in 2018.

But in 1960, it was a completely different story. Back then, there was no healthcare system to speak of. In the desert city of Al Ain, tuberculosis, eye disease and malaria were

154 | EME Outlook issue 34

rife, one in three women died in childbirth, and only half of babies born survived.

Sheikh Zayed – who would become the ruler of Abu Dhabi – governed the eastern region from Al Ain’s Muwaiji Fort. Witnessing the situation firsthand, he knew something had to change.

He and his brother, Sheikh Shakhbut, toured several hospitals in surrounding Arab states. In 1960, they visited an American mission in Muscat. They were so impressed with the quality of healthcare that they invited the couple in charge, Doctors Pat and Marian Kennedy, to come and set up a hospital in Al Ain. And so Oasis Hospital was born.

The Kennedys set up shop in a mud-block guest house donated by Sheikh Zayed and began providing healthcare services. In their first

HEALTHCARE

EME Outlook issue 34 | 155

OASIS HOSPITAL year, they helped deliver two babies.

In their second, 67.

By 1964, they opened a small hospital – the first cement block building in Al Ain. It had 20 patient rooms, a nurses’ station and a nursery. This hospital was the sole source of medical treatment for the area’s inhabitants.

Soon after opening, the staff were seeing around 200 patients a day.

Pat and Marian departed in 1975, but Oasis Hospital continued with its mission to provide quality healthcare services, underpinned by a Christian ethos of integrity and goodwill. In the early 1970’s, the hospital gained a delivery suite, x-ray facilities, additional patient rooms and staff housing.

Obstetrics, Surgery and Children’s Health departments were added in 1985.

As the decades passed, Oasis Hospital modernised as rapidly as the country it was based in. In 2006, the hospital was acquired by CURE International, a Christian non-profit

‘ON JANUARY 14, 2013, THERE WAS ANOTHER LANDMARK EVENT AT THE HOSPITAL – THE HOSPITAL’S 100,000TH BABY WAS DELIVERED. SOME OF THESE BABIES WERE MEMBERS OF THE RULING CLASS, INCLUDING ABU DHABI’S CROWN PRINCE, SHEIKH MOHAMMED BIN ZAYED AL NAHYAN’

The Oasis Hospital has a number of departments, ranging from urology to radiology organisation dedicated to providing international healthcare. The remit of the hospital didn’t change. Brooks Glett, then President of Oasis Hospital, explained the hospital always had, and would, operate as a not-for-profit.

He explained: “Our primary vision remains: to provide quality, international health care and services for the

communities we serve, and to be the hospital of choice for people and their families in Al Ain and neighbouring communities”.

Shortly afterwards, President Shaikh Khalifa bin Zayed Al Nahyan promised the hospital a $36.76 million grant to help facilitate an expansion. The planned expansion programme would

HEALTHCARE

see the hospital increase from a 40-bed capacity to a modern facility with 200 beds and multiple departments.

Back in 2008, President and CEO David Printy said: “The new facility will include patient care that supports the preservation of traditional practices of UAE family life and culture. Oasis Hospital has appointed an advisory board of leading men and women of the local community who will advise and guide the design.

“We are now embarking on construction of a complete new 200 bed, state-of-the-art hospital for the 21st century.”

By the time Oasis Hospital celebrated its golden jubilee in 2010, it had made a major contribution in reducing infant mortality rate and maternal mortality rate in Al Ain to under one percent.

On January 14, 2013, there was another landmark event at the hospital – the hospital’s 100,000th baby was delivered. Some of these babies were

members of the ruling class, including Abu Dhabi’s Crown Prince, Sheikh Mohammed bin Zayed Al Nahyan.

The figure also equates to over a fifth of the population living in the Al Ain region today. Considering that the population of Al Ain was around 2,000 when the hospital opened for business, the growth rate is remarkable.

The new hospital finally opened for business in 2015, after years of planning and preparation. Alongside

an increased number of beds, it also featured a state-of-the-art maternity centre and 20 NICU beds. This confirmed the hospital’s status as the best hospital in the region for maternity and paediatric care.

These days, the hospital continues to expand and develop its provision.

It has a number of departments, ranging from urology to radiology, where highly trained professionals carry out specialised techniques using state-of-the art equipment. There is an Urgent Care Clinic located just outside the entrance. It caters to patients who need non-emergency medical treatment, and is open 24 hours a day, seven days a week.

Although Oasis Hospital might have changed beyond recognition from a simple mud-brick guesthouse to a contemporary building with multiple departments, its ethos remains the same – to care for the community of Al Ain with compassion and cultural sensitivity.

EME Outlook issue 34 | 157

SMP DRILLING

Fit for

Purpose Operating with entrepreneurial zeal, SMP Drilling continues to provide bespoke solutions backed up by detailed understanding of client challenges and leading-edge technology Writer: Tom Wadlow | Project Manager: David Knott 158 | EME Outlook issue 34

OIL & GAS

EME Outlook issue 34 | 159

SMP DRILLING When you work for an oil and gas giant, as much as I enjoyed and valued my experience, the freedom to make strategic decisions was always further up the company. I had a tremendous 15 years, but in 2018 I felt I was ready for something different.”

The opportunity to make a genuine difference is often a deal clincher that only smaller firms can offer a prospective employee. For Benjamin Hennette, the company in question is French drilling contractor SMP Drilling.

Based near Paris, SMP offers drilling and related services to oil and gas clients and the French geothermal market, its other major operations taking place in Africa where it has offices in Gabon, Congo and Angola.

The company prides itself on being a flexible and responsive partner to its clients, able to speak directly to their needs and concerns, Technical Director Hennette highlighting this as a key point of difference.

“I was actually a client of SMP while in Gabon with my previous employer, so I already knew the company and had a great experience with them as a customer,” he recalls.

“Large operators usually deal with larger contracting companies with fleets of dozens of machines. SMP has six drilling rigs and 12 smaller machines, so the main difference is clear. We are what I would call a human-sized company – the President owns the firm entirely, and it is like a family as some employees have been with SMP since it started in 1998.

“This means we have an ability to provide bespoke and fit for purpose solutions to clients. The General Manager, myself and others come from the operator side, so we know what is needed from a drilling contractor. We understand the challenges clients face and offer solutions.”

General Manager Fabien Lemesnager touches on another company hallmark – its loyal team of

INTRODUCTION

SMP Drilling Established in 1998 and based just south of Paris, SMP Drilling employs over 200 people in France, 100 people in Gabon and up to 100 people in Congo.

Its activities focus on drilling onshore hydrocarbons and geothermal wells, and in providing workover services. SMP offers drilling and related services to international and independent oil and gas companies and to the French geothermal market.

SMP has a strong track record of continuous operations in France, Gabon and Congo and has also worked in Angola, Kenya and Mozambique, always putting emphasis on health, safety, environment and quality. Its HSEQ Management System is certified OHSAS 18001, ISO 9001, ISO 14001 and MASE, helping it to enjoy a strong reputation in the industry.

160 | EME Outlook issue 34

employees, many of whom have benefited from SMP’s end-to-end approach to skills development.

Here it works closely with a fully renovated training centre, the EFF Drilling School, which is equipped with one rig and two simulators. It is owned by SMP’s President Bernard Raigneau, who also holds interests in other ventures such as logging and oil production.

“Many of our people began their career with SMP and are now in senior positions, starting from scratch and working their way up the business,” Lemesnager adds.

“The drilling industry in France is relatively small, so there are few experienced people. This means we have to train our own people from the beginning, which was especially important in 2018 and 2019 when many of our rigs came back online after a period of shutdown that drained skills out of the sector.

“EFF Drilling School and its training rig was therefore hugely important in getting people up to speed and giving them the opportunity to climb up the ladder.”

EQUIPPED FOR THE JOB Technology is the other critical element to SMP’s delivery of services.

Lemesnager points out that rigs are extremely valuable real estate, often costing tens of millions of dollars to assemble and function smoothly.

Protecting them is therefore paramount to the long-term viability of a drilling contractor’s operations, and SMP ensures the longevity of its valuable assets through what the General Manager refers to as ‘electric rigs’, fitted with smart solutions to aid engineers.

“If you take Africa, our main market, the physical environmental is tough,” Lemesnager says. “You have humidity in the tropical areas which results in super high corrosion, which means we have to find solutions to prevent it from happening.

OIL & GAS

Recycling and Sludge Valuations

Clamens

Clamens SA is a processing, recycling and transport company for materials.

- Developed Process -

Clamens owns a 8 ha platform located in Villeparisis near Paris Roissy Airport.

This platform collects an average of 500 000 T of inert wastes for civil works & building operations which are recycled in valuable material for civil works.

Sludge mixing

Cutting removal

Sand removal

Clamens has its own fleet of trucks dedicated and designed for waste collection & transportations.

300 employees work for the company which annual gross profit is 40 Mâ‚Ź

www.clamens.fr

Dewatering thru filter press

Set up of the full recycling system

Paterna Services was established in 1980 as a 100% French Service Company to provide cementing and stimulation for water, gas and oilwells, based in France.

Cementing and Stimulation Zone Industrielle de Maclaunay 51210 Montmirail FRANCE

T +333 26 81 64 90 F +333 26 42 88 08 E contact@paternaservices.net www.paternaservices.com

EME Outlook issue 34 | 161

SMP DRILLING

162 | EME Outlook issue 34

OIL & GAS “THE GENERAL MANAGER, MYSELF AND OTHERS COME FROM THE OPERATOR SIDE, SO WE KNOW WHAT IS NEEDED FROM A DRILLING CONTRACTOR. WE UNDERSTAND THE CHALLENGES CLIENTS FACE AND OFFER SOLUTIONS”

EME Outlook issue 34 | 163

SMP DRILLING

“The maintenance issue is key to the sustainability of our operations, and technology helps us. All our rigs are fitted with a lot of automation which allows us to control and analyse 164 | EME Outlook issue 34

operations and processes remotely.

“Our maintenance team in France can troubleshoot problems and our internal software program allows engineers to access the critical information they need about the rig’s performance.

The pace of our activity is quite intense, and so we need real time and accurate information.”

Technology also helps to enhance SMP’s health and safety record.

The firm is implementing various solutions to this end, including handsfree tools and systems which eliminate the need for heavy lifting and remove the risk of drops.

For example, in France it has developed a crane-less rig with one of its clients, a system which instead shifts

heavy loads on wheels. More solutions are being studied for larger units in collaboration with rig manufacturers, SMP eager to implement a wide rollout of the solution.

It could prove to be a gamechanger for the future of the firm and its operations, activities which it expects to pick up not only in Africa, but also the Middle East.

“It is different to any other market simply due to the sheer scale of operations there,” Hennette states.

“Companies operate 20 to 30 rigs, sometimes more, and they are national operators.

“It is challenging to qualify for the tendering process, but we have had some success and obtained

OIL & GAS

“LATELY WE HAVE BEEN ABLE TO SECURE CONTRACTS WITH ENI IN CONGO, WHICH IS GREAT NEWS FOR SMP, BUT THIS IS NOT A TYPICAL EXAMPLE AS WE NEED TO GET CLOSER TO THE SMALLER OPERATORS IF WE ARE TO GROW HERE” the qualifications needed, and are exploring possibilities with the Kuwait Oil Company, which is about to launch some massive tenders.”

However, France and Africa will remain core markets for SMP, Hennette concluding the conversation by looking ahead at prospects for growth in the latter.

“The picture has changed markedly

in the past 10 years. Big operators have left the region’s onshore industry and are focussing on larger projects. Lately we have been able to secure contracts with ENI in Congo, which is great news for SMP, but this is not a typical example as we need to get closer to the smaller operators if we are to grow here.

“We also want to expand our

training centre in France and are opening satellite sites in the likes of Gabon, Congo and Angola. Developing local content is tremendously important if you are to succeed in the long term, and we are proud of the fact we have been able to promote local African engineers to senior positions. We are in the business of developing partnerships.”

SMP DRILLING Tel: +33 2 38 95 64 35 www.smp-drilling.com

EME Outlook issue 34 | 165

EVENTS

Non-Alcoholic Beverage Strategy Congress 2020 February 12-15 | Munich, Germany | www.arena-international.com/nabs

Exploring the latest commercial strategies A F T ER A very successful 2019 event, the Non-Alcoholic Beverage Strategy Congress will be celebrating its eighth annual edition in the inspiring, business hub city of Munich.

The Non-Alcoholic Beverage Congress is dedicated to exploring the latest commercial strategies brands are adopting to drive growth and 166 | EME Outlook issue 34

profitability, bringing together more than 100 industry experts to exchange ideas and meet like-minded peers over two days of exclusive case studies, interactive roundtables and informative panel discussions.

This year’s event will cover all the topics you need to hear about to better position your brand. The pro-

gramme will welcome on stage senior and insightful speakers to discuss growing trends across the board of non-alcoholic beverages, portfolio innovation, customer engagement and digital and marketing strategy, as well as other challenges brands are facing like sustainability, marketing and consumer engagement.

Don’t miss out on this opportunity to discuss the future trends and key strategies the market needs to move your business into 2020 and beyond!

Don’t just take our word about the event, please feel free to take a look at the video from the 2019 conference.

12th - 13th February 2020 | Munich, Germany

THE NON-ALCOHOLIC BEVERAGE STRATEGY CONGRESS IS CELEBRATING ITS 8TH EDITION IN MUNICH! The programme will welcome on stage senior and insightful speakers to discuss growing trends across the board of non –alcoholic beverages; portfolio innovation, customer engagement, digital and marketing strategy as well as sustainability, marketing and consumer engagement!

WHY YOU SHOULD ATTEND!

WHATS NEW FOR 2020

Impressive senior level speakers from the biggest

Identifying consumer behaviour and trends to

brands across Europe: Coca Cola, Danone,

leverage the market and grow your brand

Nestle, Vantguard, Thomas Henry and younger start-ups!

Spotlight: Emerging markets and growth opportunities

Opportunity to explore the most challenging areas in the non-alcoholic beverage industry

The power of no & low spirits, beer and ciders

Convenience of location as the event will take

The digital revolution and marketing equation –

place in Munich, recognised as a business hub!

Digitally engaging today’s consumers

SPEAKER SPOTLIGHT

Coca Cola BrewDog Michael Roberts, Global Business Development Director at Capri Sun Pierre Blanchemaison, Global eBusiness lead, Nestle Waters Laurence Whyatt, Head of European Beverages Research, Barclays Jaime Teulon, Global Customer Planning and Americas - Marketing Director, Vantguard Sigrid Bachert, Managing Director – Sales & Marketing, Thomas Henry Beverages Claudio Lo Bosco, Global Export Director - MBA Marketing & Sales Strategy, Diwisa Distillerie Patricia Fosselard, Secretary General, EFBW Hans van Bochove, Vice-President European Public Affairs, Marcus Thieme, general Manager EMEA,

@Consumer_Events

Join our group:

Subscribe to our YouTube

#NABsEU20

Consumer Events

Arena International

www.arena-international.com/nabs

EVENTS

Gulfood

h us!

onvention Gate gistration Sponsor

February 16-19 | Dubai, UAE | www.gulfood.com 16 - 20 FEBRUARY 2020 DUBAI WORLD TRADE CENTRE

Join us as we celebrate the 25th edition of Gulfood with industry veterans and step into the future of the F&B world.

Now, we at Gulfood are

Ret h

g inkin F o o d

50% OFF ON YOUR TICKET *Valid Until 31st December 2019 Register Now:

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25 years of linking global industry with emerging markets GUL F O OD WILL mark 25 editions of aligning food and beverage industry players from around the world with emerging markets across the Middle East and beyond when the world’s largest annual food and beverage trade exhibition returns to Dubai World Trade Centre (DWTC) from February 16-20, 2020.

Having started as a dedicated showcase for imported products at its debut outing in 1987, Gulfood has expanded into a global food and beverage industry power brand over the last decade.

While the primary finished foods event attracts over 5,000 exhibitors and over 90,000 visitors per year, a series of sector-specific spin-offs have seen the Gulfood brand grow significantly over the last decade, with dedicated platforms for manufactur168 | EME Outlook issue 34

ing, hospitality equipment, confectioneries, seafood and gourmet products bringing the world’s leading suppliers and buyers to Dubai, now a globally recognised re-export hub.

The show’s evolution during the last three decades has run in parallel with widespread transformation of the F&B industry. With robust participation from national trade entities, government-backed industry bodies and more than 120 country pavilions from six continents, Gulfood has also leveraged various knowledge exchange platforms to cement its position at the forefront of constantly shifting industry trends.

Maintaining this momentum, the five-day Gulfood 2020 will highlight the latest innovations, disruptive trends and visionary products in eight primary show sectors: beverages,

dairy, fats and oils, health, wellness and free-from, meat and poultry, power brands, pulses, grains and cereals and world food.

Themed ‘Rethinking Food’, Gulfood 2020 will stare into the future of food and address what matters most: why do we need to rethink food? Featuring thought leaders, experts and industry professionals, the show will feature hundreds of thousands of products and explore a range of topics built around five central pillars: markets, lifestyle, government, technology and marketing.

e t ! a s u r b wit h Cele 16 - 20 FEBRUARY 2020 DUBAI WORLD TRADE CENTRE

Join us as we celebrate the 25th edition of Gulfood with industry veterans and step into the future of the F&B world.

Now, we at Gulfood are

R

g n i k n et hi Food 50% OFF ON YOUR TICKET *Valid Until 31st December 2019 Register Now:

gulfood.com/RegisterNow

Organised By

Category Sponsor (Meat & Poultry)

Category Sponsor (Beverage)

Main Registration Sponsor

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EVENTS

Breakbulk Middle East February 25-26 | Dubai, UAE | www.middleeast.breakbulk.com

Seizing new regional cargo opportunities GOVER NMENT MIN ISTR I ES, private sector oil and gas companies and the world’s top engineering, procurement and construction (EPC) companies hold the keys to lucrative cargo contracts, and Breakbulk Middle East – Breakbulk’s fastest growing event at 83 percent based on 2019’s results – has become the place to meet these decision makers.

Because of strong gatekeeping systems within Middle Eastern com170 | EME Outlook issue 34

panies, this event is one of the few ways to make direct contact with such players.

Conveniently located in Dubai, Breakbulk Middle East will attract more than 1,700 companies representing the full industrial supply chain from over 70 countries. Don’t miss your chance to forge the relationships your company needs to grow its business in this promising region.

What to expect: • 125 exhibitors • 4,000+ visitors • 30+ speakers • 20+ agenda sessions

NEW PROJECT CARGO BUSINESS STARTS HERE

To exhibit, sponsor and register for your FREE pass, visit middleeast.breakbulk.com UNDER THE PATRONAGE OF

HOST PORT

EVENTS

IP Week February 25-27 | London, UK | www.ipweek.co.uk

Helping to shape a cleaner future AS O NE of the biggest events in the energy sector, IP Week brings together over 1,500 industry professionals from over 50 countries, making this internationally renowned event the place to hear the latest news and updates, debate key issues, and network to form new partnerships.

IP Week 2020 will explore how the oil and gas industry can be a key player in delivering a low carbon future.

Whilst oil and gas supplies remain an essential resource for now, the industry still needs to showcase the actions they are taking to transform how energy is provided to all parts of the world.

What organisations, technologies and operations are helping to shape the plan for a cleaner future? This event will bring together the most influential figures in the industry to outline their 172 | EME Outlook issue 34

views, share future plans and explore how the innovation, technology and talent we have at our fingertips will bring about this transformation. Dedicated segments will also explore the issues in Africa, Asia and the Middle East.

As Energy Institute President Steve Holliday states, “we close our ears to science and society at our peril, [but] we won’t be able to manage the transition without the oil and gas industries playing a huge role too... they’ve got the capital, the intellectual and engineering capabilities to solve so many of these problems”.

The Energy Institute is offering Outlook Publishing subscribers 20 percent off the published price – please use promo code OPIPW20 when booking to take advantage.

Hosted By

Defining the industry’s role, delivering a low carbon future

Whilst oil and gas supplies remain an essential resource for now, the industry still needs to showcase the essential actions they are taking to transform how energy is provided to all parts of the world. What organisations, technologies and operations are helping to shape the plan for a cleaner future?

25 – 27 February 2020

Join the most influential figures in the industry at IP Week 2020, to explore how the innovation, technology and talent we have at our fingertips will bring about this transformation.

InterContinental Park Lane London Speakers include:

Bernard Looney FREng FEI Incoming Group Chief Executive BP

Deborah Byers Americas Sector Leader, US Oil & Gas Leader EY

Dr Fatih Birol HonFEI Executive Director International Energy Agency

HE Mohammad Sanusi Barkindo Secretary General OPEC Agency

ipweek.co.uk

Joan MacNaughton CB Hon FEI Chair of the Board The Climate Group

Al Cook Executive Vice President, Global Strategy & Business Development Equinor

EVENTS

Smart Data Summit March 23-24 | Dubai, UAE | www.smartdatadubai.com

Back for a seventh edition FO L LOWING THE success of its last few editions, the seventh edition Smart Data Summit will be held on March 23-24, 2020 at Sofitel Dubai The Palm Resort & Spa. The programme agenda focuses on the theme driving customer insights and business performance through advanced analytics and artificial intelligence.

The 2020 conference will host over 400 senior data analytics, business intelligence, data science and marketing professionals representing diverse industries based across the GCC region.

Featuring over 20 sessions, including five panel discussions, the two-day event offers a number of learning and knowledge-sharing opportunities.

The two-day event agenda will cover topics on augmented analytics, boosting business opportunities by using real-time analytics, the evolving roles of Chief Data Officers and Chief Analytics Officers, structuring data 174 | EME Outlook issue 34

lakes to attain return on investment, powering up the new-age retail industry with big data analytics, the impact of big data analytics in ecommerce, and amplifying the power of predictive analytics, amongst many others.

Confirmed speakers: • Nick Hough-Robbins, Chief Data Officer, Royal Dutch Shell - United Kingdom • Serdar Gürbüz, SVP | Digital Innovation and Analytics Solutions, Turkish Airlines – Turkey • Bartosz Peitruzka, Chief Data Officer & Head of Analytics, HSBC • Richard Wingfield, Chief Data Officer, Al Futtaim Group • Vittorio Barraja, Chief Data Officer, The Carlyle Group • Youmna Borghol, Chief Data Officer, Choueiri Group

• Rami Zahran, Group Chief Marketing Officer, Saudi German Hospitals • Pablo Durante, Chief Marketing Officer, Awok.

• Richard C. van der Wath, SVP Head of AI & Advanced Analytics, Emirates NBD • Bahaa’ Awartany, SVP & Head of Business Analytics & Decision Support - Personal Banking Group, First Abu Dhabi Bank • Theodore Khoury, Head of Analytics, Amazon Across two days, more than 50 senior international and regional industry experts participating as speakers and panelists will share business transformation case studies and insight on the trends witnessed in the big data analytics industry and how to overcome challenges to achieve business results.

Follow the Summit on social media with the hashtag #SMDATA.

EVENTS

Future Datacentres and Cloud Infrastructure Summit April 1-2 | Dubai, UAE | www.futuredatacentre.com

The Middle East’s only datacentre and cloud conference TH E F UTURE Datacentres and Cloud Infrastructure Summit, organised by Expotrade Middle East, is back for its second edition on April 1-2, 2020 at Sofitel Dubai The Palm Resort & Spa. The conference will feature stimulating keynote sessions, case study presentations and panel discussions by an array of international and regional industry experts participating as speakers and panelists.

The inaugural edition of the conference was a success with over 200 senior IT heads in attendance and the 2020 edition will convene over 300 senior IT decision makers and practitioners from across the GCC region.

With digital transformation driving the future, the two-day programme agenda will cover over 15 topics in176 | EME Outlook issue 34

cluding five panel discussions. Experts will share thoughts on topics such as hybrid cloud strategy, hyperscale datacentres, developing a sustainable IT infrastructure, datacentre cooling technologies, and ensuring cybersecurity in datacentre and cloud, among others.

The panel discussion on IT Infrastructure in the age of datacentre and cloud will witness six CIOs engage in a discussion on the need to integrate modern technologies to support the evolving infrastructure in today’s times and the importance of ensuring safety and security of data while migrating to cloud.

Younis Othman of Dubai Customs, Eng. Eman Mohamed Al Khayyal of Sharjah Electricity and Water Author-

ity, Ronald D’sa of OSN and Unilever’s Waheed Malik along with other CIOs will drive the discussion.

Speakers on the agenda include senior IT decision makers from Ministry of Health & Prevention, Electronic Government Authority, RAK, Ministry of Energy and Industry, Abu Dhabi City Municipality, Expo 2020 Dubai, Ankabut, Emirates National Schools, UAE Exchange, Noor Bank, Standard Chartered Bank and Mashreq Bank, and more.

Follow the Summit on social media with the hashtag #FDCCIS.

THE FINAL WORD

What will be the biggest trend impacting your industry in 2020?

To round off each issue, we ask our contributing business leaders for their views on the same question

Marko Gorjup CEO, TPV Group Corporation “In 2020 the automotive industry will be significantly affected by the radical adjustments to meet new CO2 emissions targets set by the EU. Therefore, all activities related to the production of all types of electrified cars will intensify.

“Further on, sustainability strategies and actions will be deployed across the automotive supply chain in order to minimise the negative effects of climate change. Companies will have to show more responsibility towards the environment and future generations in several fields of operations. TPV is one of those who pay a particular regard to this.

“A lot of challenges are coming up in the field of development, industrialisation and digitisation of development processes, enabling us to increase our identity and competitive advantages over competitors. In doing so, we will continue to establish connections with external partners, startups and build the mobility of the future together, through the TPV Innovation Station platform.”

Julien Ducarroz Managing Director, Orange Moldova “5G is without doubt the biggest game changer coming for telco industry. Besides the infrastructure itself, the entire 5G ecosystem, from IoT to virtualization to AI, will create a lot of opportunities and open new business models for us and our partners. We are actively working on that together with our group.

“I believe as well that the impact that our industry has on the environment will become more and more on our agenda. In the same way how our in178 | EME Outlook issue 34

dustry and solutions can help to solve and reduce climate change.”

Abdul Halim Muwahid Chairman, United Engineering Construction “From what I can see, infrastructure projects are going to be leading in the UAE with the Expo coming up and Dubai’s continual expansion both on the beach and desert side. A lot of buildings in the region are also getting older, so facilities management is going to become more important in the next two to five years.

“In regard to technologies, I foresee 3D printing, prefabrication and modular construction trends becoming increasingly applicable to this industry.

These are in their relatively early stages but reducing onsite activities will often be more preferable for both clients and contactors. Therefore, this space will likewise be one to watch.”

Bodgan Cocian CEO, ELBA “From my perspective, in 2020 regulations

and efforts towards CO2 emissions reduction will have a significantly higher impact in terms of behaviour change within the EU population.

Thus, we expect higher adoption of energy savings solutions, with a shift on our industry towards weight loss, eco-friendly materials and industrialisation processes.

“From a technology point of view, the arrival of 5G will bring us a step closer in the connectivity area, where we expect to already have several solutions that require the large amounts of data, from AR-based apps for an improved car-buying experience to improved driver experience, personalisation, predictive maintenance and so on.

“Also, I strongly hope that it will be the year when a clear EU roadmap and infrastructure initiatives at state level will be taken towards having the right infrastructure for electric cars and alternative means of eco-friendly transportation.”

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