Europe & Middle East Outlook - Issue16

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CEO, Dr Andy Palmer launches Aston Martin’s Second Century plan in the Middle East

UNRWA 16 Turning the page for 5.2 million Palestinian refugees

BUSINESS TRAVEL GUIDE 24

Qatar: A perfect match

EME OUTLOOK ISSUE 16 A L S O

MUNA NOOR 86 Doing its bit for growing exports and the Omani economy

F E AT U R I N G: B I G 5 D U B A I | J LT

BANK OF PALESTINE 92 A distinguished financial institution on both local and regional levels

M E N A | G U L F O O D 2017

Business Travel Guides A complete guide to the world’s most popular locations B

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its less force prepares to unveil The Middle East’s unsung its already to the world, to match renowned cultural beauty Staff tion Writer: Matthew lauded economic acclama quietly or a country that has of gone about its evolution the years, all that is great, and mysterious, advanced set to be thrown niche about Qatar is as it opens its domain public the into the 2022 FIFA doors to the world for World Cup. Qatar has This isn’t to say that of course; been closed until now ent and its economic developm been infrastructural rise has dged around the pertinently acknowle of the leading one it make to world most scales you states per capita on care to imagine.

boasting As a high income economy gas natural the world’s third largest as having the and oil reserves, as well in the world, highest per capita income top table of Qatar’s status on the d; but for undoubte is global prosperity traveller, there the visitor and business country than a is so much more to the healthy bank balance. the capital, Its four main cities - Doha have Wakra Al-Khor, Rayyan and have graced its proved to the few that is a culturally bustling cities that Qatar sly faithful diverse, yet indigenou power in nation; the most significant the limelight the Arab world without it. that often comes with an eye You only need to cast , Saudi towards its only neighbour justaposition, Arabia to testify this to simmer but Qatar has continued surface. the fruitfully under as host That is, until now. Its unveiling Cup will confirm of the 2022 FIFA World what previous to the rest of the world found to their visitors will have already just the serious, delight; that Qatar is not but is also the driven businessman, nature lover, and cultured explorer, the the adventure seeker.

FACTS & FIGURES

Capital: Languages: Religion: Area: Population (2016): GDP (2014): Currency: Time zone: Dialling code: Internet TLD:

The Business End

size and an For its relatively small rtionate’ oft-described ‘dispropo influence on the world, ce has Qatar’s rise to prominen d from unashamedly emanate the 1940s. its discovery of oil in ing the Subsequently transform forthright state’s economy, its perfection drive for economic zero its by d is also epitomise nonincome tax and almost rate; existent unemployment geared the population largely ion to the towards their contribut prevalence. economy’s ongoing influence is Compounding this high reliance an extraordinarily complete to on migrant workers , with the national workforce n 86 percent of the populatioand , comprised of this segment .

94 percent of the workforce is the most Whether or not this way idealistic or le sustainab highest to become the fourth

Doha Arabic, English Islam 11,586 squarekilometres 2.8 million $334 billion Riyal (QAR) UTC+3 +974 .qa

The Shard, Siemens, Harrods, Airport, Barclays Bank, Heathrow FC, Shell, Paris Saint-Germain ral Bank of America, Agricultu ry Bank of China, Blackber have all and Santander Brasil involvement, experienced Qatari nal emphasising the internatiohas on country influence that the a multi-sector level. nce Naturally, as a conseque of the and knock-on effect achieved been has success that still to come, and the attention world is directly GDP per capita in the one industry to be one fallout the hospitality up for debate, but affected has been is the need quite that is undoubted domain. Traditionally e a societal hotel prices for Qatar to formulat expensive already, e for the rise; with its on background conduciv still are travellers. g from attracting business usual clientele stemmin Authority nt erates Investme conglom Its Qatar aforementioned wealth For able to foot the bill.

- the country’s sovereign usually nal traveller, fund - has an internatio the average business compound ility should still investment arm to this rule of affordab in the form of business or its global influence apply, but unlike other it 2009 since is a lack of Qatar Holding; and tourism hotspots, there in some of the ves in regards to budget has involved itself alternati and projects hostels. biggest enterprises accommodation or its status. the world over to affirm

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See page

Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 380,000 each month.

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser or Ryan Gray to find out more.

joe.palliser@outlookpublishing.com

+44 (0)1603 959 676

ryan.gray@outlookpublishing.com

+44 (0)1603 959 669

W E L C O M E For the Love of Beautiful

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Every now and then, Europe & Middle East Outlook - and indeed its sister publications, Africa Outlook and Asia Outlook - features a globally revered, market-leading brand that not only creates a buzz around our offices and across our subscribership; but that kick-starts a chain of exclusive interviews with the cream of the industry crop in the months that follow.

CEO, Dr Andy Palmer launches Aston Martin’s Second Century plan in the Middle East This edition provides one such example, and what an example it is, as Aston Martin’s Chief Executive Officer, Dr Andy Palmer launches the magazine’s 2017 journey by analysing the luxury automotive manufacturer’s prestigious history, its Second Century plan, and its concerted focus to bring more of its ‘exotics’ to the equally exotic shores of the Middle East.

Coinciding with the unveiling and distribution of its DB11, Palmer goes on to explain how - while speed and luxury are important - it is beauty that takes precedence at Aston Martin. And with a new factory soon to open in Wales complementing its existing Gaydon facility - its ‘beyond lean’ processes will be better equipped than ever to honour this love of beautiful long into the future; and on a much more global scale.

This acceleration straight to the front of the automotive sector is a sign of things to come in 2017 for Europe & Middle East Outlook, with a host of industry heavyweights set to drive the same line into our showcasing assortment in March and May’s editions. So buckle up, take in the view, and enjoy the ride!

Manufacturing in general is enjoying a renaissance across the region at present, a notion epitomised by the talking points and businesses in attendance at 2016’s Big 5 in Kuwait and Dubai. Two companies present at the latter expo, Corys Building Materials and Muna Noor, share their experiences of the year that’s been and their forecasts for the year to come.

Finally, we enter slightly new territory to cover both the business and humanitarian side of Palestine. The Bank of Palestine ensures that these two vital elements overlap, while our exclusive interview with UNRWA’s CommissionerGeneral, Pierre Krähenbühl humbly highlights how much more needs to be done to solve the Palestinian refugee crisis.

UNRWA 00 Turning the page for 5.2 million Palestinian refugees

BUSINESS TRAVEL GUIDE 00

Qatar: A perfect match

EME OUTLOOK ISSUE 16 A L S O

MUNA NOOR 00 Doing its bit for growing exports and the Omani economy

F E AT U R I N G: B I G 5 D U B A I | J LT

BANK OF PALESTINE 00 A distinguished financial institution on both local and regional levels

M E N A | G U L F O O D 2017

EDITORIAL

Editorial Director: Matthew Staff matthew.staff@outlookpublishing.com Deputy Editor: Phoebe Calver phoebe.calver@outlookpublishing.com

PRODUCTION

Production Manager: Daniel George daniel.george@outlookpublishing.com Art Director: Stephen Giles steve.giles@outlookpublishing.com Advert Designer: Mandy Farnell mandy.farnell@outlookpublishing.com IMAGES: www.thinkstockphotos.co.uk

BUSINESS

Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com Heads of Projects: Arron Rampling arron.rampling@outlookpublishing.com Kane Weller kane.weller@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com Training & Development Manager: Eddie Clinton eddie.clinton@outlookpublishing.com Sales Manager: Joe Palliser joe.palliser@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Project Managers: Callam Waller callam.waller@outlookpublishing.com Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Joshua Mann joshua.mann@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Stuart Parker stuart.parker@outlookpublishing.com Tom Arnold tom.arnold@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Office & Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com DIGITAL & IT: Hamit Saka HELPDESK: James Le-May

OUTLOOK PUBLISHING

Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Chairman: Mark Weaver

CONTACT

Europe & Middle East Outlook Woburn House, 84 St Benedicts Street, Norwich, Norfolk, NR2 4AB, United Kingdom Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 655 SUBSCRIPTIONS Tel: +44 (0)1603 959 655 Email: matthew.staff@outlookpublishing.com

www.emeoutlookmag.com Follow us on Twitter - @EME_Outlook Like us on Facebook: www.facebook.com/emeoutlook

Matthew Staff

Editorial Director, Outlook Publishing

Enjoy the issue!

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In this issue of EME Outlook...

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

MANUFACTURING

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ASTON MARTIN MIDDLE EAST For the Love of Beautiful A Second Century plan to promote British beauty and brand luxury

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AW ROSTAMANI LUMINA Life-Oriented Lighting Solutions Creating inspired lighting solutions

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NEWS

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BREXIT Embracing International Exhaustion

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All the latest top stories from Europe and the Middle East

Bond Dickinson discusses how post-Brexit UK plans to embrace global free trade

HUMANITARIANISM Recreating the Horizon

UNRWA strives to turn the page for 5.2 million refugees

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TECHNOLOGY The Future of Information Security Technology Adapting to advancements in the world of information security

BU SI N ESS TR AVEL GUIDE

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ELCON MEGARAD Connecting the Energy

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BIG 5 DUBAI Technology in Construction

Italian-made and globally applicable cable solutions

The Big 5 2016 achieves recordbreaking participation

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CORYS BUILDING MATERIALS Seizing Opportunities and Anticipating Change

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MUNA NOOR Pipe Pioneers

Taking the long-term view

Doing its bit for growing exports and the Omani economy

QATAR

A perfect match

LONDON

The model business destination

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A distinguished financial institution on both local and regional levels

JLT MENA A Market Leader in Good Practice Driving the local market to global standards

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BANK OF PALESTINE Palestine’s Financial Flag Bearers

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SEVEN EMIRATES INVESTMENTS LLC Fundamental Elements Create Impeccable Standards

Maximising customer happiness

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8TH WORLD CONGRESS ON AGRICULTURE & HORTICULTURE

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SOLARPOWER SUMMIT

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DUBAI DRINK TECHNOLOGY EXPO 2017

Global market forecasts, policies and technology trends

The meeting point for the Middle East beverage industry

SHIPPING AND LOGISTICS

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Growing aspects of agriculture

ALLOGA LTD. Quality Service on a Grand Scale

Providing quality service to Switzerland’s pharmaceutical industry

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TAWSEEL GROUP Leading the Ecommerce Revolution Retaining a local identity in the international market

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MRO MIDDLE EAST/ AIME

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GTR MENA TRADE FINANCE WEEK 2017

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INTERNATIONAL GAS TECHNOLOGY CONFERENCE 2017

An ongoing forum focusing on growth and revenue opportunities

The annual gathering of trade finance professionals

From gas, to chemicals and petrochemicals

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INTERNATIONAL FOOD & DRINK EVENT 2017

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TURKEY TRADE & EXPORT FINANCE CONFERENCE

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ENERGY AND UTILITIES

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SOLARIF Certified Quality in Solar Insurance Mitigating risks in solar installation investment

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MANOR SERVICE STATIONS At Your Service

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Fuelling customer satisfaction across northwest England

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ENERGY FROM WASTE 2017

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ME-TECH 2017

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GULFOOD 2017

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MINING INVESTMENT EUROPE

Bursting with food & drink inspiration

Highlighting key business opportunities emerging in developed and developing markets

3RD RUSSIA & CIS PROCESS SAFETY FORUM

Ensuring sustainable development of the oil & gas industry

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RUSSIA & CIS BBTC 2017

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IRAN TRADE & EXPORT FINANCE CONFERENCE 2017

The 12th Russia & CIS Bottom of the Barrel Technology Conference & Exhibition takes place

Where the waste-to-energy industry does business

An essential meeting place for the Middle East downstream industry The world’s largest annual food and beverage trade show

The preferred mining investment forum in continental Europe

Considering the implications of a business environment ripe for investment

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F O O D & D R I N K

S “Through new entrants or brand expansion, many brands will look to capitalise on the growth potential that these regions offer with significant investments across the region. The need for quality products and services will continue to rise as a growing population drive increased demand in the food & drink sector,” added George.

Capitalising on this growth curve, the new Power Brands segment at Gulfood will connect regional buyers with international producers and distributors of both high-end and household name food and beverage brands in one place.

“For us, Gulfood and the new Power Brands segment in particular is an amazing opportunity to do business. As a truly global event, we are able to examine trends while increasing our trade networks to export on an even more significant scale,” said Heloise Buzet, Head of Marketing MENA, Del Monte (UAE).

Products being featured in the Power Brands segment at Gulfood 2017 include elite brands distributed regionally by La Marquise International, a specialist department of regional sector heavyweight Buhaleeba Group’s Foodservice Division, and Spanish food and beverage leader MVF world’s largest food and hospitality Select. show, which runs at Dubai World Trade Power Brands is one of eight Centre (DWTC) from 26 February-2 dedicated segments now housed March. within Gulfood to ensure buyers Commenting on the influx of worldcan navigate the expansive show class food producers and distributors more effectively. at the show, James George, Analyst Gulfood 2017 is a trade event at Euromonitor International, said: open strictly to business and trade “Manufacturers and distributors alike visitors. The show is open 11am-7pm are looking at the Middle East and North from 26 February-1 March, 2017 and Africa as one of the key growth regions. 11am-5pm on 2 March. Visitors can This is mainly fuelled by a handful of pre-register at www.gulfood.com markets particularly the United Arab to save AED150 (US$ 40) on the onEmirates, Saudi Arabia and Egypt.” site entry fee of AED350 (US$ 95).

World-Class Power Brands at Gulfood 2017

The most significant representation of leading food & drink brands the MENA region has ever seen will soon be converging in Dubai, as more than 140 major international food and drink producers come together at the new Power Brands segment at Gulfood 2017.

Represented by a contingent of major food industry heavyweights including Unilever, Nestle, Del Monte and IFFCO, the throng of leading food and drink brands will go on display at the 22nd edition of the

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O I L & G A S

Falcon Aviation’s New Generation AW169 During an official ceremony held at the Marina Mall Helipad in Abu Dhabi, United Arab Emirates, at the presence of H.H. Sheikh Zayed Bin Sultan Al Nahyan, Falcon Aviation presented the world’s first offshoreconfigured new generation AW169 helicopter of Leonardo to the Oil & Gas community.

“Falcon Aviation and TOTAL ABK are complying with the safety standards of the oil & gas industry.

Safety is the number one priority for Falcon Aviation and TOTAL ABK, the use of the AW169 helicopter helps to maintain the high safety standards to

Unveiling a world first in Abu Dhabi

which Falcon Aviation and TOTAL ABK operate,” His Highness Sheikh Zayed Bin Sultan Al Nahyan, Vice Chairman/ CEO of Falcon Aviation expressed.

The introduction of the all new AW169 into their fleet expands the range of Leonardo helicopters operated

by Falcon Aviation which already include four light twin helicopters, comprising

H E A LT H C A R E

Commission Launches New Initiative to Improve Health & Safety of Workers Investment in occupational health and safety improves people’s lives by preventing accidents and workrelated illness. Building on past efforts, the Commission’s new initiative aims to better protect workers against work-related cancer, to help businesses, in particular SME’s and micro-enterprises, in their efforts to comply with the existing legislative framework, and to put a bigger focus on results and less on paperwork.

Commissioner for Employment, Social Affairs, Skills and Labour Mobility, Marianne Thyssen, said: “Today we present a clear action plan for sound occupational safety and health at the workplace in the

The EU is a front-runner in high standards

the Grand and Grand New models, and two all new AW189 8.6 tonne helicopters deployed for longer range, higher capacity duties. The AW169 and AW189 models, used by Falcon Aviation, are part of Leonardo’s family of new generation helicopters that also includes the AW139. These helicopters all possess the same highperformance flight characteristics and safety features whilst sharing the same common cockpit concept and design philosophy. This approach facilitates synergies for operators of fleets across the four to nine tonne weight categories in areas such as training, flight operations, maintenance and support. The combination of AW169 and AW189 offshore gives Falcon Aviation and its customer’s unmatched benefits in terms of efficiency, capability and safety.

21st century with rules that are clear, up-to-date and effectively applied on the ground. We also deliver on our commitment to fight work-related cancer, by addressing exposure to seven more cancer-causing chemicals which will improve protection of some four million workers in Europe. We join forces with Member States and stakeholders to create a healthy and safe workplace for all.”

Over the past 25 years, when the first Directive was agreed at EU level in this field, the EU has been a front-runner in high standards of worker protection against health and safety risks at work.

Since 2008, the number of workers who died in an accident at work dropped by almost a quarter, and the percentage of EU workers reporting at least one health problem caused or made worse by work decreased by nearly 10 percent. Keeping workers safe and healthy in the workplace by safeguarding and updating the high European standards is a top priority.

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Finavia Invests in Digital Services for Chinese Passengers

F O O D & D R I N K

Dubai Drink Technology Expo The ninth edition of the Dubai Drink Technology Expo (DDTE) is scheduled to be held from 7-9 March 2017 at the Dubai International Convention and Exhibition Center. DDTE aims to facilitate networking, learning and the sharing of experiences and knowledge in the beverage industry, from bottling and canning to production and packing. Held annually, DDTE is now stepping into its ninth year making it a must attend event for the beverage Industry.

The expo will host a fantastic list of local and international exhibitors covering the entire spectrum of technologies and services catering to the beverage industry, ranging from production and processing equipment, packaging equipment and supplies, ingredients and flavours, plant equipment and maintenance, sanitation, labelling and printing equipment, dispensing and vending equipment, conveying and material handling equipment, to providers of merchandising and promotional materials.

This year, DDTE is marked by the participation of over 100 exhibitors, coming to display and share their latest products, services, techniques, and expertise, all focused on the beverage industry.

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Chinese passengers are the most rapidly growing customer group at Helsinki Airport, where they are able to use a familiar payment method which will further improve their service experience.

The first commercial operators at Helsinki Airport adopted the Chinese AliPay mobile payment application in December, 2016.

“Chinese passengers are the most rapidly growing customer group at Helsinki Airport, and the group that use the most money.

We work hard to offer them the best possible service experience, with familiar and easy payment options which increase the feeling of smooth and safe travel for Chinese passengers,” says Finavia’s Elena Stenholm, director of commercial services at Helsinki Airport.

AliPay can now be used to pay at the airport’s Iittala, M-Box, Finspiration, Lindroos and Moomin shop outlets; Finavia’s intent is to have all the airport’s commercial operators accepting AliPay.

F I N A N C E

UK SMEs Urged to Settle for More in 2017 New research from Cambridge & Counties Bank reveals that around a third of business deposit accounts are paying 0.1 percent Gross/AER or less on balances of £25,000, highlighting the real opportunity for UK businesses to shop around.

Mike Kirsopp, Chief Executive Officer at Cambridge & Counties Bank, said: “There is a significant spread of rates on the market so businesses have a great opportunity to shop around to get a better return on their deposits.

It’s all too easy to stick with the same old bank but we’d urge SMEs to make it their New Year’s resolution to settle for more and take advantage of the higher rates that are available on the market”.

Following the August rate cut by the Bank of England, the average rate available for accounts with a balance of £25,000 has continued to decline to 0.41 percent Gross/AER. This is 38 percent down from the start of the year and means that UK SMEs are missing out on an estimated £4,732 million of interest.

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

E C O N O M Y

Young Entrepreneurs’ Growth Ambitions Undeterred by Brexit Hostility

F O O D & D R I N K

Gulfood 2017 Targets Record Numbers The UAE’s food & drink market is continuing its evolution as an industry capital thanks to forwardthinking operators looking to maximise their stake in a market expected to be worth a whopping AE$82 billion by 2020, according to Euromonitor International.

Now a record number of local food & drink businesses are preparing to capitalise on the growing appetite for quirky and inspired global produce by launching their cutting edge international product lines at Gulfood 2017.

More than 400 Emirates-based food & drink companies will be in attendance at the world’s largest annual food event, making it the highest number ever from within the UAE.

Young entrepreneurs are more than twice as ambitious about their Company’s growth prospects but far more negative towards Brexit than older generations of business owners, according to a new report launched by Albion Ventures, one of the largest independent venture capital investors in the UK. Patrick Reeve, Managing Partner at Albion Ventures, said: “Younger entrepreneurs are also honest about their skills shortages and are in most need of mentoring. It is in our collective interests to encourage their long-term success and we need to take suitable steps to provide the structure needed to meet this demand. As the UK looks to find its new place in a postBrexit world, it will be millennials that will be setting the course.”

T E C H N O L O G Y

Europe’s Economic Future is Digital The European Economic and Social Committee (EESC) have adopted a comprehensive package on the so called Gigabit Society, aimed at improving and finalising digital connections throughout Europe.

In its opinion on the European Gigabit Society, the EESC welcomes the European Commission’s initiatives regarding the European Electronic Communications Code, the Body of European Regulators for Electronic Communications (BEREC), the 5G action plan and the support scheme for public authorities wanting to offer free Wi-Fi access (WiFi4EU). The EESC agrees with the strategic objectives for 2025, which it regards as ambitious but realistic.

H U M A N I TA R I A N I S M

MEPs Set Priorities for New Impetus in Development

The EU’s development policy needs new impetus to tackle climate change, migration and security challenges, said Development Committee MEPs. MEPs also call for better coordination and better targeting of

development policy and stress that aid money must be used to eradicate poverty, not to stop refugees.

The resolution, approved by 21 votes to one, with no abstentions, is the basis for negotiations with the Council and Commission for the revision of the European Consensus on Development, a joint policy statement setting out the EU’s common values, principles and objectives for eradicating poverty in the world.

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TELL US YOUR STORY

AND WE’LL TELL THE WORLD E U R O P E & M I D D L E E A S T O U T L O O K is a digital and print product aimed at boardroom and hands-on decision-makers across a wide range of industries in the EME region.

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 380,000 people, Europe & Middle East Outlook covers a full range of industrial sectors: mining; oil & gas; logistics; resources; manufacturing; construction; engineering; technology; food & drink; retail; finance; and healthcare.

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

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

W W W. E M E O U T LO O K M A G . C O M Tel: +44 (0) 1603 959 650 Email: ben.weaver@outlookpublishing.com

E M B R A C I N G

I N T E R N A T I O N A L

E X H A U S T I O N

Embracing International Exhaustion An exit from the European Single Market could spell the end of a regime that entitles intellectual property owners to restrain the resale of grey market parallel imports emanating without their consent from outside the European Economic Area

Writers: Amy Galloway, Chartered Trade Mark Attorney and Rose Smalley, Solicitor; Bond Dickinson

n 17 January, 2017, Theresa May confirmed in her Brexit speech that the UK cannot remain a member of the single market after it leaves the European Union (EU). The principle of free movement of goods is considered a fundamental freedom of the EU, and attempts to provide a single European market with no national barriers to trade. An exit from the single market could therefore spell the end of the supportive regime that entitles owners of intellectual property rights (IPR) to restrain the resale within Europe of grey market parallel imports emanating from outside of the European Economic Area (EEA) without their consent.

Current regime

At present, IPR owners can prevent

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the importation and resale within the EEA of genuine goods which were originally put on the market outside the EEA; either by the IPR owner or with their consent (parallel imports), under the principle of ‘regional exhaustion’. Once the goods are in the EEA with the owner’s consent, the owner cannot prevent their resale and importation across the EEA. This principle of regional exhaustion flows directly from the EU’s principle of the free movement of goods and the single market, whilst protecting the figurative border between those goods available for resale inside the EEA and those outside the EEA. The global market has created substantial tension between the interests of IPR owners and those of the reseller and consumer. IPR owners assert that they should be able to control the distribution and resale

of their goods around the world, whereas parallel traders argue that, if the goods are genuine, then in accordance with global free trade, consumers/end users in the country of import should be permitted to benefit from lower prices available elsewhere.

The doctrine of “Fortress Europe” was developed much to the benefit of IPR owners.

Rulings by the European Court in such cases as Silhouette and Zino Davidoff conferred on giving IPR owners greater control to prevent the resale or importation of genuine goods sourced from outside the EU without their consent.

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‘...IPR owners cannot oppose the importation of goods from one member state to another where the goods have been placed on the EEA market with their consent’

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Different approaches

There are three main categories of exhaustion: national, regional and international.

National exhaustion is the most restrictive on parallel importers. IPR owners cannot control the exploitation of goods within the domestic market, however it can prevent the importation of goods into the domestic market where the goods have not already been put on the market by the IPR owner or with their consent. This regime is followed in some countries including Brazil and Russia.

The introduction of the single market has developed regional exhaustion across the EU and EEA. This means that IPR owners cannot oppose the importation of goods from one member state to another where the goods have been placed on the EEA market with their consent. This regime is usually

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applied to a block of countries, such as members of the EEA. International exhaustion is the least restrictive on parallel importers. Once the IPR owner (or another with their consent) puts the goods on the market anywhere in the world, they cannot prevent the resale of the goods in any other country. The underlying principle of which is that (unless there is some material difference between the goods sold in the country of export and those sold in the importing country) IPR owners have already been rewarded from the initial sale and should not

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E X H A U S T I O N

‘The introduction of international exhaustion would eliminate potentially anti-competitive behaviour and benefit the consumer’

use their national IPR to restrain the subsequent resale of those goods.

This principle is followed in a number of countries, including Australia, Canada and the US. Prior to the UK harmonising its IP laws with the other member states of the EU, it had also applied a doctrine of international exhaustion.

Opportunities and benefits after Brexit

The position after Brexit is unclear, however given the Prime Minister’s Brexit speech, the UK will no longer be

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and benefit the consumer.

There would likely be lower prices, as another player in the market will pressure the IPR owner or its local authorised distributors to decrease prices.

Importers and resellers can also benefit from the introduction of international exhaustion.

In situations where IPR owners have consented to the first sale of goods, there would be no cause to prevent the goods being resold or imported into other jurisdictions.

Importers and resellers would have the benefit of exploiting currency and demand fluctuations to secure cheaper prices for goods, which would in turn benefit the end consumer.

Prior to the outcome of the referendum, few, if any, had given any thought to the dramatic impact that Brexit would have on the IPR systems across Europe. It is probably only with hindsight that even those who advocated Brexit have come to appreciate how widespread and dramatic these changes will be.

It seems likely that IPR owners will lobby the UK government to preserve

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the existing controls against parallel importers and/ or restructure their networks to address a situation where post-Brexit, the UK becomes a parallel importfree zone.

It remains to be seen what transitional provisions, if any, will be imposed on the UK’s exit from the EU. But, given the Prime Minister’s confirmation of the UK’s impending departure from the single market, a post-Brexit UK could favour international exhaustion and embrace global free trade.

part of the EU single market and could revert to the position that existed before the country’s entry into the EU: international exhaustion.

There are those who argue that the abandonment of “Fortress Europe” and the resumption by the UK of international exhaustion is not only desirable but completely in accordance with a post-Brexit world in which the UK would embrace global free trade.

The introduction of international exhaustion would eliminate potentially anti-competitive behaviour

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H O R I Z O N

Recreating the

HORIZON

While calling on the international political community to resolve conflict in the Middle East, UNRWA continues to be a lifeline for Palestinian refugees awaiting their human rights Writer: Matthew Staff

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pon the United Nation’s decision in 1949 to create an organisation able to cater for the needs of hundreds of thousands of Palestinians who fled or were forced from their homes, the subsequently formed United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) initiated a now-66-year-old journey; implementing vast improvements in care and aid over the years, in a context that has unfortunately only worsened.

Becoming operational on the ground in 1950, UNRWA today is responsible for more than five million registered Palestine refugees in five key areas; the West Bank, including East Jerusalem; Jordan; Lebanon; Syria; and the Gaza Strip. Its remits cover quasi statelike functions in education, health, microfinance, and camp maintenance; as well as the often-documented emergency relief work that has commonly defined the plight across the Middle East in places such as Lebanon, the Gaza Strip and Syria in recent years.

UNRWA’s Commissioner General, Pierre Krähenbühl has held his post at the head of the Agency for the past three years and spoke to Europe & Middle East Outlook about the story so far, the life-changing works being carried out today, and the new horizon that UNRWA is hoping and helping to create.

Europe & Middle East Outlook (EME): Inevitably, the crisis and emergency relief aspect of UNRWA’s work receives the most attention in the media, but what would you say is the most rewarding and important facet of UNRWA’s remit?

Pierre Krähenbühl (PK): I think what I’ve found to be interesting since joining UNRWA almost three years ago - coming from a traditional emergency humanitarian background in the International Red Cross - is the dimension of education and how

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fundamental it is. In a way, when you work in humanitarian activities in crisis or conflict areas you assist people and provide for people who are victims of injustice; but you don’t necessarily combine that like UNRWA can do by investing in skills and capabilities and preserving prospects for the future generations of Palestinians. It’s been the investment in human capital that I find a very remarkable facet of UNRWA’s work.

EME: To this end, what would you attribute as being the key statistics driving UNRWA’s ongoing functions, and the major success stories of UNRWA to help improve these situations?

PK: To give you a sense of the scale of it, there are 5.2 million Palestinian refugees at present, roughly the population of countries like Norway, Singapore, Ireland or Scotland. I try to draw, say, a Norwegian diplomat’s attention to this and the prospect of

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delivering services on a continuous basis for the whole population of Norway in areas that are marked by long-term and protracted conflict and very acute crises such as Syria or the Gaza Strip. It really requires huge amounts of adaptability in operational terms.

From an education perspective, we have 500,000 boys and girls in 700 schools that we run ourselves, we employ more than 20,000 teachers and education specialists. Healthcare-wise, around three million patients receive support in our clinics each year, while another 1.5 million people receive emergency aid.

These are the overall statistics but behind the statistics, what I find very striking is that every person we provide assistance to has a particular story and background and destiny, and it’s always important to highlight that individual human dimension; as these can often provide the signs of hope and the success stories.

I see so many of our students with

remarkable resolve and energy and courage and I always say to our closest partners that that’s where we need to draw the energy from to continue.

One humbling example was a 14-year old as part of a group of students in Gaza who was passionate about human rights and in discussion with our Secretary General, he simply asked: ‘Why don’t they apply to us then?’ I don’t think anyone who was present that day will forget that moment.

EME: Who are the main partners of UNRWA helping to facilitate some of the main initiatives being implemented?

PK: In terms of partnerships with other agencies first of all, we have structural partnerships with two major UN organisations - UNESCO and the World Health Organisation who help us with our education and health programmes. There are also organisations for other parts of our work like the World Food Programme

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and UNICEF, as well - of course - as the host governments themselves who we have ongoing interactions with regarding areas of education etc.

Then of course we have essential partnerships when it comes to member states of the UN for diplomatic and financial support.

UNRWA’s annual investments currently stand at about $1.2 billion in implementing its programmes, and that requires a considerable mobilisation of support from some of our key supporters across the US, the EU, the UK, Saudi Arabia, Central Europe, Scandinavia and Japan.

EME: Across the international community, what do you feel needs to be done to aid the overall crisis that isn’t being done at present, and how is UNRWA helping to raise awareness in this regard?

PK: Arguably right now, we’re seeing the first challenge related to a multiplicity of crises. The focus on Syria or Libya or Gaza etc means, in historic terms, that comparisons are a bit more challenging for Palestinian refugees and the Palestinian issue. That comes from a lack of - not necessarily fundamental awareness - but perhaps intensity compared to some other crises. So it’s a responsibility on our side to reach out, to tell the story and to go back to stakeholders and public opinion and gauge through media or other forms of

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“We are mandated to find and search for solutions to problems we see every single day in a community full of despair and lacking in hope...” outreach to make sure the world doesn’t think it can overlook this issue.

With 5.2 million people in the Middle East - the unstable Middle East - with no political horizons or no fundamental prospects for change in their life, with no stability or dignity given to them; the world cannot afford to overlook this problem.

Whenever I travel, and I travel a lot, I realise that there is this general awareness and understanding but there is still a need to put this issue higher up on the agenda of decision makers.

EME: With this in mind then, what would your forecast and hopes be moving forward; both for UNRWA and the overall situation?

PK: I’m not certain how realistic this is because if you look at the region then most of the indicators and parameters are pretty grim and discouraging in terms of finding a political solution, but I have to emphasise that there is nothing

more important than to recreate the political horizon and to reengage politically. When I raise this I am met with a lot of scepticism in many circles, but I think scepticism is exactly what brought about these protracted, frozen and long-term conflicts. The cost of the lack of political engagement is rising exponentially.

We are mandated to find and search for solutions to problems we see every single day in a community full of despair and lacking in hope; and I think 2017 should bring about a renewed focus on political solutions. We cannot leave the region here unattended in political terms because, in my experience of 25 years in conflict zones, the more you leave situations unattended politically, the more they become polarised.

Situations don’t just resolve themselves by magic or by leaving them to their own devices; so the international community must find a way to reengage the parties in order to recreate the horizon.

As proud as I am of all the work that UNRWA does and the services it provides, it’s clear to me that no community anywhere in the world - and that includes the Palestine refugee community - would wish to see another 50 years of UNRWA in exchange for finally seeing a solution to their plight and something that would allow them to turn the page and to live in dignity and self sufficiency.

So while we continue to mobilise and work energetically and creatively in order to continue to support them, that horizon is what we wish and hope for.

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F O C U S

The Future of Information Security Technology Complexities within digital business and the emerging ‘hacker industry’ witnessed in the Middle East is driving the boom in adaptive security architecture Writer: Phoebe Calver

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usiness is quickly becoming the central focus for companies in the Middle East and North Africa (MENA) region, with adaptive security architecture at the core; predictions for expenditure in 2016 on information security technology was set at around $1.3 billion, marking one of the biggest technology advancements of the year.

With persistent threats of cyber attacks at a high level for businesses operating within MENA, the region cuts a close second behind the US as the most targeted area. Statistics such as these raise the question, ‘why haven’t more serious preventative measures been taken before now?’

In fact, predictions from Gartner Technology Research Company suggest that 99.9 percent of cyber attacks that we will witness in the immediate future will emerge from product vulnerabilities that companies were aware of for at least a year.

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‘The focus of adaptive security architecture is centrally around supporting companies in not only changing, but also developing its mindset from incident response, to continuous response’

Now, an increased awareness of the impact that security incidents will have on a business’s success is becoming very apparent, causing organisations within MENA to focus security efforts on a detection and response approach.

It would appear that this awareness is now acting as the driving force for growth in the sector.

Amongst Gartner’s predictions, it is expected that we will see large enterprises increasing their security consulting services by 30 percent in 2019 during the inevitable transition into digital business. With fast paced developments and the adoption of cloud and virtual IT becoming foundational elements of business, the need for more adaptive security architecture should be at the top of all

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company agendas.

The focus of adaptive security architecture is centrally around supporting companies in not only changing, but also developing its mindset from incident response, to continuous response.

Achieving this mindset will be no mean feat, however. with the pressing issue of increasingly innovative hackers, businesses must make the assumption that cyber-attackers will be relentless in their pursuit of information. Adaptive security architecture is providing a balanced approach which supports the integration of enterprise security into a company’s business process.

A vast amount of the key challenges companies will have to face are centred on the capital investment needed for successful integration of the protection; as demonstrated by the predicted spend on information technology last year.

Due to the quick progression of information security technology, existing prevention capabilities are quickly becoming outdated with companies finding them insufficient with the protection needed against advanced attacks. Despite advice provided by recognised organisations such as Gartner, companies continue to be investing in simplistic and outdated prevention strategies.

The current day provides companies with a plethora of readily available

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information, particularly as we move forward into the era of cloud and digitalisation; in order to succeed it is vital that companies adjust their thinking. Therefore, instead of focusing purely on incident response, businesses are moving into continuous response where there is a constant assumption that systems have been compromised and will require consistent monitoring to work to its full potential.

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Understanding adaptive security architecture

In order to understand a little more about adaptive security architecture and the way to successfully implement it into a company’s security system, there are four main attributes to establish: preventive, detective, retrospective and predictive.

The first line of defence against hackers is enforcing preventive measures such as policies, products

and processes which, in its simplest form, are a way to counter attacks.

Secondly, detective capabilities are designed specifically to discover attacks which are invading the initial preventive capabilities, taking the process one step further and reducing the time it takes to detect threats. It is hoped that the detective measures will prevent potential damages from progressing into an actual problem.

The complexity of adaptive security

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architecture’s structure begins to emerge here with retrospective capabilities; not only are they used to provide a detailed insight and root cause analysis, but also to remedy issues which came to light in the detective stages. Alongside discovering such detailed insights, retrospective technology also recommends new preventive measures.

Lastly the predictive capabilities in the system record external events via external monitoring of hacker activities, therefore companies can proactively anticipate the attacks which could harm their current systems. This information becomes feedback to both the preventive and detective capabilities, which doses the loop on the system of adaptive security capabilities.

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‘Large-scale events such as Qatar Central Bank’s 3rd Annual Information Security Conference for the Financial Sector (QCB) are proving to be pivotal in distributing upto-date information and advice to companies’

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held in Doha, Qatar, will focus on lifting the veil of confusion that shrouds information security.

For a Company such as Paladion, a leading Cyber Management provider with offices in Dubai, it is a prime opportunity to cash in on the importance of information security technology; also enabling it to use the event as a platform from which to launch the Company’s CyberActive software.

Paladion will showcase its agile CyberActive security management framework using an array of techniques such as machine learning, big data platforms and artificial intelligence binding with highly specialised skills. These techniques will not only assist in the prevention tactics, but also the detection and mitigation of unknown attacks.

The Company’s presence at the QCB event comes as part of its efforts to not only build relationships with likeminded industry professionals but also work collaboratively with stakeholders within the industry, therefore enabling them to promote the continued innovation in the field of information security.

Over the coming years, it is vitally important that platforms such as this continue to grow; by putting a stress on the need for organisations to build cyber security into their digital solutions, they are more likely to use it not as an afterthought, but as a foundational element in their business structure.

Providing a stage

Large-scale events such as Qatar Central Bank’s 3rd Annual Information Security Conference for the Financial Sector (QCB) are proving to be pivotal in distributing up-to-date information and advice to companies. The event

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QATAR

The Middle East’s unsung force prepares to unveil its less renowned cultural beauty to the world, to match its already lauded economic acclamation Writer: Matthew Staff

or a country that has quietly gone about its evolution of the years, all that is great, mysterious, advanced and niche about Qatar is set to be thrown into the public domain as it opens its doors to the world for the 2022 FIFA World Cup. This isn’t to say that Qatar has been closed until now of course; its economic development and infrastructural rise has been pertinently acknowledged around the world to make it one of the leading states per capita on most scales you care to imagine.

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As a high income economy boasting the world’s third largest natural gas and oil reserves, as well as having the highest per capita income in the world, Qatar’s status on the top table of global prosperity is undoubted; but for the visitor and business traveller, there is so much more to the country than a healthy bank balance.

Its four main cities - Doha the capital, Al-Khor, Rayyan and Wakra - have proved to the few that have graced its bustling cities that Qatar is a culturally diverse, yet indigenously faithful nation; the most significant power in the Arab world without the limelight that often comes with it.

You only need to cast an eye towards its only neighbour, Saudi Arabia to testify this justaposition, but Qatar has continued to simmer fruitfully under the surface.

That is, until now. Its unveiling as host of the 2022 FIFA World Cup will confirm to the rest of the world what previous visitors will have already found to their delight; that Qatar is not just the serious, driven businessman, but is also the cultured explorer, the nature lover, and the adventure seeker.

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FACTS & FIGURES

Capital: Languages: Religion: Area: Population (2016): GDP (2014): Currency: Time zone: Dialling code: Internet TLD:

The Business End For its relatively small size and an oft-described ‘disproportionate’ influence on the world, Qatar’s rise to prominence has unashamedly emanated from its discovery of oil in the 1940s.

Subsequently transforming the state’s economy, its forthright drive for economic perfection is also epitomised by its zero income tax and almost nonexistent unemployment rate; the population largely geared towards their contribution to the economy’s ongoing prevalence.

Compounding this influence is an extraordinarily high reliance on migrant workers to complete the national workforce, with 86 percent of the population comprised of this segment, and 94 percent of the workforce.

Whether or not this is the most sustainable or idealistic way to become the fourth highest

GDP per capita in the world is up for debate, but one fallout that is undoubted is the need for Qatar to formulate a societal background conducive for attracting business travellers.

Its Qatar Investment Authority - the country’s sovereign wealth fund - has an international investment arm to compound its global influence in the form of Qatar Holding; and since 2009 it has involved itself in some of the biggest enterprises and projects the world over to affirm its status.

Doha Arabic, English Islam 11,586 squarekilometres 2.8 million $334 billion Riyal (QAR) UTC+3 +974 .qa

Siemens, Harrods, The Shard, Barclays Bank, Heathrow Airport, Paris Saint-Germain FC, Shell, Bank of America, Agricultural Bank of China, Blackberry and Santander Brasil have all experienced Qatari involvement, emphasising the international influence that the country has on a multi-sector level.

Naturally, as a consequence and knock-on effect of the success that has been achieved and the attention still to come, one industry to be directly affected has been the hospitality domain. Traditionally quite expensive already, hotel prices are still on the rise; with its usual clientele stemming from aforementioned conglomerates usually able to foot the bill. For the average business traveller, this rule of affordability should still apply, but unlike other business or tourism hotspots, there is a lack of alternatives in regards to budget accommodation or hostels.

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Out & About

The Pearl, Doha

OUTSIDE OF THE boardroom and away from the world of accountancy, the cultural and entertainment value of Qatar is rising in prominence almost as much as the cost of its hotels. And it is while exploring these elements that you’ll find yourself softening in attitude towards the country and in your usually finance-driven mindset in general.

As the world’s biggest buyer in the art market, unsurprisingly this has resulted in a thriving art scene, also overlapping arguably the most poignant and impressive museum collection in the Middle East.

Food & drink choices provide even more of an eclectic veer away from boardroom culture, whether you’re looking for local Middle Eastern cuisine, or a taste of pretty much any other national delicacy of your choosing. Often situated within one of the country’s many souqs, the unique experience of eating world-class meals in - at first glance unkempt locations, is one that you’ll quickly get used to and grow to enjoy.

The souqs inevitably provide visitors with endless retail opportunities spanning both modern and antique items as well. And if you feel like retiring from the business life entirely - for a few hours - then its nature and leisure assortment is becoming more archetypally westernised; indicted by

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its aqua parks, the Katar cultural village, Banana Island Resort in Doha, and Al Corniche if you’re just looking for more relaxed aesthetic beauty.

Edging towards the coast and the Persian Gulf, and watersports are a common hobby among locals and tourists alike, and continuing a long the sporting theme if you want to buy into the World Cup vibe in the build up to 2022 - then football is already the most popular sport in the country, and paying a visit to one of the 12 new and expanding stadiums will give you a glimpse of the euphoria to come.

Hotline:

TO FIND OUT MORE GET IN TOUCH

Main Office Hotline: +974 44667744 Fax: +974 44657626 avis@qatar.net.qa

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www.avisqatar.com

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Outlook recommends “Qatar brings together old world hospitality with cosmopolitan sophistication, the chance to enjoy a rich cultural tapestry, new experiences and adventures” - Visit Qatar

CAR RENTAL

MUSEUMS

Avis Avis has become a world-renowned car rental Company over the decades, incepting in America before broadening its horizons to much of the developed world. As such the prosperous Qatar has optimised the revered service at its gateway to the country, capitalising on the “stressfree car rental experience for every customer”.

Banana Island Resort

SPORT & LEISURE Aspire Zone

FOOD & DRINK Nonna Zanon Described as “good honest food”, the authentic Italian restaurant is renowned for its freshness and its inspiring dedication to Italian cuisine.

Majlis Al Dana Al Aker Al Nahham Restaurant

Banana Island Resort The Museum of Islamic Art

The Museum of Islamic Art Arab Museum of Modern Art

Aqua Park Qatar RETAIL Villagio Mall

Qatar National Museum

NATURE Falcon Souq

Gold Souq

Jebel Jassasiya

Omani Market

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AuthenticItalian with only the freshest ingredients Nonna Zanon Ristorante Italiano Ground floor, The residence Tower building N4 street 803 Zone 61 Westbay, Doha, Qatar www.nonnazanon.com

Call Us Today! +974 4029 0348

FANAR, Qatar Islamic Cultural Center in Doha

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© ARNE MÜSELER / ARNE-MUESELER.DE / CC-BY-SA-3.0

Transport Links

Hamad International Airport

Doha limousines is a popular way to travel

WHILE QATAR is a multinational entity by all aforementioned measures when it comes to making money and driving industry, the previously attributed idea of it being a ‘behind closed doors’ success story is supported by the difficulty in getting into the country to begin with.

Bahrain, Kuwait, Saudi Arabia, Oman and the UAE are the only states able to enter Qatar without a visa, while much of Europe, the US, Australia and New Zealand can obtain a - relatively costly - visa upon arrival. For the rest of the world, the process is complicated and requires assistance from a guarantor

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Uber comes to Doha

‘on the inside’; a structure that again adheres to the goal of filtering the economic elite, the academic prospects, and the entrepreneurial adventurer from the typical tourist or just the generally curious.

That being said, within the business travelling community, you should be fine, and once you’ve paid your way in to Doha’s new Hamad International Airport - Qatar Airways concertedly building its flight network from here at present - then your routes around the country are equally clinical. It’s not like the Far East where a tuktuk or a jet ski might seem like a fun,

alternative mode of transport. In this regard, alternative means limousine or car rental instead of getting a bus or taxi.

Uber has reached Qatari shores and is one of the more popular inner-city modes, but while they are available, it is strongly suggested that you stick to air conditioned methods such as this rather than relying on walking or cycling. The highest per capita carbon dioxide emissions in the world and intense heat to boot should put pay to any aspirations of keeping mobile to this end (footballers in 2022 are in for a draining few weeks).

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Souq Waqif

“A stroll down the bustling alleys of Souq Waqif provides an authentic taste of traditional commerce, architecture and culture. The maze of small shops offer a dazzling array of Middle Eastern merchandise from spices and seasonal delicacies to perfumes, jewellery, clothing, handicrafts and a treasure trove of souvenir bargains. Traditional music, art and cultural shows add to the ambience of this special place.

Relax and soak up the vitality and atmosphere at one of its eclectic mix of great restaurants and cafes.”

- Visit Qatar

The Pearl Qatar

“The Pearl-Qatar is a man-made island off the West Bay coast featuring Mediterranean-style yacht-lined marinas, residential towers, villas and hotels, as well as luxury shopping at top brand name boutiques and showrooms. A

popular dining spot, its waterfront promenades are lined with cafes and restaurants serving every taste – from a refreshing ice cream to a fivestar dining experience. The Pearl is a popular visitor attraction by virtue of its chic elegance, inviting description as the ‘Arabian Riviera’.” - Visit Qatar

Khor Al Adaid

DIEGO DELSO, DELSO.PHOTO, LICENSE CC-BY-SA

“Some 60 km from Doha in the south-eastern corner of the country lies one of Qatar’s most impressive natural wonders, the ‘Inland Sea’ or Khor Al Adaid. A UNESCO recognised natural reserve with its own ecosystem, this is one of the few places in the world where the sea encroaches deep into the heart of the desert. Inaccessible by road, this tranquil expanse of water can only be reached by across the rolling dunes.” - Visit Qatar

Katara Cultural Village

“An innovative interpretation of the region’s architectural heritage, this purpose-built development’s impressive theatres, galleries and performance venues stage a lively year-round programme of concerts, shows and exhibitions. Among Katara’s recreational attractions are a wide choice of dining options, including top class restaurants offering a variety of cuisines, and a spacious, well-maintained public beach with water sports.” - Visit Qatar A scale model of Katara Cultural Village

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London As a prelude to our upcoming Travel Guide on the UK capital this spring, we spoke to London Convention Bureau’s Barbara Jamieson about what to expect from the Guide, the city and the Bureau in 2017 Writer: Matthew Staff

n May this year, Europe & Middle East Outlook will produce one of its biggest travel guides to date on the city of London; a city arguably under more international scrutiny than ever before as it juggles Olympic legacy, recession fallout, a new Prime Minister, a new Mayor, and its break - Brexit - from the European Union.

The Mayor has affirmed numerous times that the UK capital is

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indeed open for business to the world - an undeniable notion in reality - but it has still fallen at the feet of a select few organisations and initiatives to instil this reality into the wider global consciousness.

Leading the way in this regard is the London Convention Bureau, London & Partners, a promotional organisation and team helping “you access our city like no one else”.

In the build up to May (the month, not the new Prime Minister)’s allencompassing delve into London and what it has to offer the international business community moving forward, we happily and purposely jumped the gun via a chat with London & Partners’ Head of Business Development for Europe, Barbara Jamieson.

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Europe & Middle East Outlook (EME): Can you firstly introduce me to London & Partners in its current guise and its core functions as part of the new Mayor’s remit?

Barbara Jamieson (BJ): Where we are now - since our merger to being a Government-funded agency with Foreign Direct Investment and Study London - is really at the core of job creation, aligning our business tourism strategy with that of those two partners.

It is interesting how the merger has moved forward things like the Mayor’s Business Tourism Programme, and now we are really focusing on huge growth sectors like the tech sector within London and how that is now influencing the type of work that we are doing and the type of business events that we are bringing in. All the while we are aligning ourselves with developments in London that are forward-thinking, whereby we shout about future industries - that aren’t being talked about at present - and where we want them to be in three-five years time.

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EME: How did the Bureau come about initially then, and how has its functions developed over the years?

BJ: So if you look back to 2001, that is really when the Bureau began to gain momentum within the London tourism context, and we were very much a reactive agency at that point acting as support to Visit Britain. So we were treated like many others as a regional tourist board, and the funding that we received at that time was not really reflective of all the possibilities that London had to offer. I think that in Government circles, the feeling was that tourists would show up, but there was a lack of understanding about the business tourist sector and it actually took a few disasters to wake it up.

After things like the mad cow disease outbreak, impacts were being

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seen like the top three floors of the Hilton, Park Lane, being shut, and it was impacting global event organisers and their choice of destination. At that point, Ken Livingston, who was the Mayor at the time, really realised the importance of business tourism and events, and the impact on jobs that they might have.

Ever since then we have been lobbying about the importance of our industry sector - it has always been very much the case that we are the forgotten sector - and have gone to show that we can have an enormous impact on the number of jobs created in the city and globally.

EME: And of course, this revitalisation coincided with the Olympic bid?

BJ: After being rebranded as Visit London we were much more of a dynamic brand of our own and - as

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COPYRIGHT WORLD ECONOMIC FORUM (WWW.WEFORUM.ORG) SWISS-IMAGE.CH/ PHOTO BY ANNETTE BOUTELLIER Ken Livingstone, Mayor of London at the time of the London Olympics, 2012

well as helping to initiate the Mayor’s business event programme - we made sure we had a seat around the table that became an integral part of the Olympic bid.

The Olympics is one of the biggest participation events in the world, but Ken Livingston had looked upon the event as a regeneration project for the two poorest boroughs, being Hackney and Tower Hamlet. So then the importance of what we were creating outside of just a sporting event really began to take off in local government circles and that is where a lot of the lobbying was done. It was also where the Bureau really began to gain momentum.

It also coincided with the recession, when there was a real need for cost saving and for recruitment agencies that were funded by a grant from what is the GLA (Greater London Authority), which is they Mayor’s budget. In this

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Andy Murray wins gold at the London Olympics

cost-saving exercise they looked at a lot of Government funding exercises and the LDA was abolished, meaning we now received our funding directly from the GLA; and that’s when they decided to go for a model of three agencies into one, merging London & Partners with Foreign Direct Investments and Study London.

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EME: So going back to our initial understanding of the Bureau, and with a view to picking up on this journey later this year, how do you feel that London & Partners - as the London Convention Bureau - fits within London’s overall business tourism sector?

BJ: Now there is a real understanding, and if you look at an event that we brought in, in 2015 -

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the European Society of Cardiology conference – it was the largest medical conference in Europe! And we attracted this kind of event, not because we have so many hotel bedrooms in the city, but because we were able to bring in all these specialist doctors from around London, and call upon their research within the city’s own universities.

It really was all about the business connections and platforms formed, the commercial business growth, and the alignment of those two things within an event and industry that is fully understood, catered for, and growing, in London.

That is where I think we are quite different in being able to form partnerships in this way, and lots of other cities are beginning to try and adopt that same model to attract business and business events moving forward.

London is very clearly a business destination and a place where we can sell ourselves in a good way.

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is a leading business-to-business publication promoting and showcasing the leading companies across an array of sectors in the EME region.

Appearing in both digital and print, the publication is aimed at boardroom members and hands-on decision makers, reaching a combined audience of more than 380,000 business executives.

Every other month we feature leading companies and business executives by profiling their operations and success stories. Covering areas of best practice, capital investments, the supply chain, innovation and continuous improvement, we aim to promote all that is good about the industry and the region, with your company taking centre stage throughout it all.

Producing business profiles across the full range of sectors and every corner of the continent, Europe & Middle East Outlook is the platform to promote your business success.

Read on for this month’s profiles.

Phoebe Calver, Deputy Editor phoebe.calver@outlookpublishing.com

If you want to enjoy the exposure and coverage we can offer, please feel free to contact us to discuss the opportunity further.

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

Matthew Staff, Editorial Director Tel: +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

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eautif For the Love of

Aston Martin CEO, Dr Andy Palmer explains how the brand’s global appeal for creating some of the most attractive cars in the world fits perfectly within a Middle Eastern setting where the exotic is given license to flourish Writer: Matthew Staff | Project Manager: Tom Arnold

n 2013, Aston Martin reached a significant milestone in the form of its 100th birthday; a feat that not only facilitated a period of reflection from the global car community on the heritage, prestige and beauty that has been before, but that was also triggered by the excitement of what is still to come from the luxury

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Dr Andy Palmer, CEO

British manufacturer.

This excitement has derived primarily from the unveiling of the Company’s ‘Second Century’ plan, a strategy that caught the eye of car enthusiasts the world over, and especially in the Middle East where luxury is more of a way of life than a seldom indulgence.

For Aston Martin, the Middle East represents a potential match made in

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iful heaven; a notion which has not gone unnoticed to the brand, or indeed its Chief Executive Officer (CEO), Dr Andy Palmer, as the Company looks to differentiate its elite products from the rest of the market’s exotics.

“The Middle East is an important region to us, because if we measure the world by high-net worth individuals then the region becomes one of the biggest to go after,” he opens. “But

DB11

A brand new bonded aluminium platform, clever aerodynamics and a new characterful twin-turbo V12

more important to consider is the fact that the Middle East is essentially a big bar of specials and exotics. To some extent it leads the world in that particular area, thanks in part to a large number of collections.

“However, you don’t break into a market like that from a standing start. It takes time and - while Aston has been around for a long time and does have collectors in the Middle

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THE NEW

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Italian design and Swiss engineering combined in a product selected by the world’s most prestigious carmakers.

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Aston Martin’s market share in the Middle East is set to rise virtue of the Zagato, the GT12, the AM-RB 001; and of course, the DB11

East - there have been periods where we weren’t building our business sufficiently fast in the region. And that’s why we’ve restarted our drive into the Middle East of late, in particular with the specials that are coming through.”

This reignition into the Middle Eastern consciousness began in essence with the One-77, later to be compounded - emphatically - via the Zagato, the Vantage GT12 and the Vantage GT8; numerous batches of each having been subsequently shipped to customers in the Middle East from Aston Martin’s manufacturing facility in Gaydon, UK. “If I was to put it into steps, our ‘baby-step’ would be the fact that we’ve been in the Middle East for an awful long time, but I would say that

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there’s been a marked improvement recently in our position in the Middle East with the specials; and you will now start to see a further continuum of that with the new DB11 moving forward,” Palmer says. “The Middle East is particularly sensitive to new cars, so as we renew our portfolio, I’d expect the next step to be even more improvement in terms of our presence in the region.”

The “final big step” for the brand in the Middle East will revolve around the availability of Aston Martin’s SUV, the DBX in 2019; SUVs evidently being an important part of the vehicular infrastructure in the region, and with Palmer positive that the new car will be a natural alternative to the Nissan Patrol or the Toyota Landcruiser in the months and years to come.

The love of beautiful

The steps being taken in the Middle East are a natural complement to the general product improvements and unveilings comprised within the Second Century plan, the new-look portfolio predicted to touch upon a sweet spot already existing for customers across that geographical footprint.

For cars like the Zagato and the GT12, major improvements have either already taken place or are underway, while penetration sales for the Aston Martin AM-RB 001 are notably high in regards to market share in the region.

Perhaps most excitingly though, the aforementioned DB11 represents the next phase of Aston’s product evolution and, alongside the new Vantage and the new Vanquish, Palmer

Fix&Go® and Aston Martin: the best tire repair kits for the best cars So much has changed in automobile history over the past 100 years, with the exception of the spare tire... until now.

The easy-to-use, fast and reliable way to repair flat tires – already chosen as standard equipment by more than 30 prestigious car manufacturers worldwide including Ferrari, Maserati, Pagani, BMW, Cadillac and Alfa Romeo – is now also available to Aston Martin customers.

Fix&Go® is a small, lightweight system designed for everyone which, in the event of a puncture, can be used to temporarily repair the tire in less than 15 minutes, in the most extreme weather conditions and temperatures, hassle-free and without getting dirty: everyone can get back on the road and drive safely for 600 miles.

Fix&Go® products are composed by a powerful electronic compressor and a canister that contains a unique and environmentally friendly sealant formulation.

The sealant compound has been tested on a wide range of vehicles around the world and complies with the stringent requirements of the largest car manufacturers. It is capable of repairing holes up to 0.24 inches in diameter, without damaging the tire, wheel or TPMS. In addition, the sealant is neither toxic nor

flammable, and washable with water in order to be removed from the inner part of the tire prior to permanent repair.

Using the kit is very easy: once the driver encounters a flat, the kit is connected to the tire and the 12V socket in the vehicle. It is then started by pressing a button. Once the sealant has completely flowed into the tire and the latter is pumped back to the correct pressure, the repair process is over.

Practical, lightweight and reliable, Fix&Go® is the perfect travelling companion for every kind of vehicle, with dedicated kits for motorbikes, scooters, ATVs, cars, commercial vehicles, trucks and buses. While improving the lives of millions of drivers, it can help car manufacturers to increase space and reduce weight, emissions, costs and complexity management compared with the regular spare tire.

Fix&Go® is a brand of the TEK® Group, a multinational corporation who pioneered the market back in 1995. Laying its foundations upon core values of research, testing and innovation on a global scale, TEK® Group is the product leader for tire repair systems and is a Tier-1 supplier to more than 30 OEMs worldwide.

www.fixandgo.com

Beauty has no limitations

VAUGHTONS 16 Well Street, Birmingham.

B19 3BJ, England

T: 0121 554 0032 F: 0121 523 3585 E: nick@vaughtons.com www.vaughtons.com

High quality craftsmanship and service spanning three centuries BEST OF BRITISH MANUFACTURING

We guarantee

that you will receive great value for money, with high quality products.

» AUTOMOTIVE BADGES

» BESPOKE DESIGN

» SPECIALIST JEWELS

» MEDALS & BADGES

» CIVIC INSIGNIA

» BESPOKE CASES

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Aspiring to make the most beautiful cars in the world

is confident that the new compliment will serve as a transformational kickstarter for the Company’s business model in the Middle East as it tries to convey the same messages already lauded in the Group’s native UK. “As an English guy joining Aston I would always use the analogy that Aston Martin is a bit like cricket,” the CEO explains. “As I grew up nobody ever taught me the rules of cricket, I just used to play with a bat and ball in the street and somehow by osmosis you learnt the rules.

“Now if you go to Dubai for example and say, ‘hey, do you know what cricket is?’ they’ll say yes. But if you ask if they understand cricket, the answer will probably be no. And Aston Martin is just like that: it is very well understood in the UK but not so well understood as you go further afield.

“And that’s the pressure that comes with Aston Martin entering new markets. It’s one thing to bring new

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“Everything we do is driven by the aspiration to make the most beautiful cars in the world and we need to teach the world that message”

cars to market - and we’re doing that but another thing altogether to explain why they are innately different from a Ferrari or a Rolls-Royce.”

Senior management has consequently taken a step back since the advent of its Second Century plan to better grasp this challenge and to try and understand what makes Aston Martin cars - and indeed the brand itself- so unique.

Palmer continues: “We’re clearly not Ferrari, chasing the last 0.01 of a second. We’re clearly not Rolls-Royce looking to make very, very comfortable and luxurious big cars. And we’re equally not the average of the two.

Of course we make very fast and very luxurious cars but it’s not an average.

“I’d describe it as more of a triangle, and our raison d’etre is very clearly for the love of beautiful. Everything we do is driven by the aspiration to make the most beautiful cars in the world and we need to teach the world that message.

Beauty has no limitations

Our ethics and service do not stop at the

Vaughtons; producing special commissions in the UK since 1819

to strong customer service and working

We believe that cars should be adorned with jewels, not badges. As a bespoke manufacturer, we have been crafting automotive jewels since before cars were invented. We are proud that our exceptional

quality of the jewel; we follow this through alongside our customers to achieve the product they set out to make. We are able to offer design guidance and technical advice on all different automotive jewels, whether they are interior or exterior, and will help you work on these products from cradle to grave.

quality, which has been perfected more than

We have built on these foundations and

200 years of hand crafting, can complement

have developed complementary skills to

and personalise your automotive vehicle. Our

become one of the foremost names in

badges can be made in all precious metals,

manufacturing, not only automotive jewels,

and can be inlaid with specialist components

but also other extraordinary items such

such as mother of pearl, rubies, diamonds

as special commissions and Royal Orders,

and other precious stones. We strive towards

prestigious sporting medals and bespoke

those creations that reflect the customer’s

items for some of the world’s finest Jewellers.

personal desires and specifications, and

Our craftsmanship in these areas enable

therefore we are happy to manufacture

us to create automotive jewels that are

in quantities of one through to tens of

incomparable to others, and that can have

thousands.

other items manufactured to compliment

We are especially proud to be a key partner

your jewels if you wish.

to Aston Martin Lagonda, as well as first tier

But don’t take our word for it….

suppliers to a number of other prestigious

Come and see.

automotive brands. Our quality ensures that our parts have exceeded product test criteria, and surpassed customer quality requirements. It is not just the excellence of the product that we concern ourselves with; it is the longevity and the stringent automotive checks also.

E nick@vaughtons.com

www.vaughtons.com www.facebook.com/vaughtons www.twitter.com/vaughtons

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DB11 FOCUS “A N E W C H A P T E R in Aston Martin’s history began at the 86th International Geneva Motor with the unveiling of the DB11. The first product launched under the Company’s ‘Second Century’ plan, DB11 is the bold new figurehead of the illustrious ‘DB’ bloodline and an authentic, dynamic sporting GT in the finest Aston Martin tradition,” Aston Martin announced in a press release in Geneva back in March, 2016. “The DB11 showcases a fresh and distinctive design language, pioneering aerodynamics and is powered by a potent new in-house designed 5.2-litre twin-turbocharged V12 engine.

“Built upon a new lighter, stronger,

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5.2-litre V12 “The DB11 showcases a fresh and distinctive design language, pioneering aerodynamics and is powered by a potent new in-house designed 5.2-litre twin-turbocharged V12 engine”

and more space efficient bonded aluminium structure, DB11 is the most powerful, most efficient and most dynamically gifted DB model in Aston Martin’s history. As such, it is the most significant new Aston Martin since the introduction of the DB9 in 2003.”

Palmer added: “We aspire to make the most beautiful cars in the world.

DB11 is the absolute embodiment of what an Aston Martin should be and we have worked tirelessly to ensure that DB11 combines both exceptional design with the latest technology throughout.

“A brand new bonded aluminium platform, clever aerodynamics, a new characterful twin-turbo V12 and class-leading infotainment systems are just a few aspects which make this the sports car that will proudly spearhead Aston Martin’s Second Century plan.”

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The Aston Martin

STORY “The Aston Martin story reaches a significant milestone in 2013 - a milestone to share with our team, our partners, our customers and Aston Martin enthusiasts the world over. One to remind us of our unique heritage and fiercely independent tradition, and one to inspire exciting chapters yet to unfold.”

Less than four years ago, this was Aston Martin’s 100-year anniversary announcement as it also unveiled its Second Century plan as a global car manufacturer.

The Company continued, from its Gaydon (see below) headquarters: “There have been racing triumphs, road cars built with passion and skilled craftsmanship, and there have also been times when Aston Martin has stared into the abyss…

However, the marquee’s centenary year is marked by our strongest and most comprehensive line-up ever and a significant investment fund to ensure the range continues to grow and improve, exceeding the expectations of even the most demanding customers. Despite challenging economic times Aston Martin strides forwards and the old boom-and-bust instability is, thankfully, a thing for the history books.”

And so it proved to be. The “independent, competitive, ambitious” creator of the most beautifully styled and luxurious sports cars on the market looked towards the next 100 years of an evolution built upon spirit, determination and passion.

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Aston Martin DB11

S P E C I F I C AT I O N S LENGTH:

4,739 mm (including number plate plinth)

WIDTH:

1,940 mm (excluding door mirrors); 2,060 mm (including door mirrors)

HEIGHT:

1,279 mm

WHEELBASE:

2,805 mm

FUEL TANK CAPACITY:

78 litres (17.2 Imp. Gal. /20.5 US Gal)

WEIGHT:

1,770 kg dry weight

WEIGHT DISTRIBUTION: 51%/49% (front/rear) MAXIMUM POWER:

447kW (600bhp / 608PS) at 6,500 rpm

MAXIMUM TORQUE:

700Nm (516 lb ft) at 1,500-5,000 rpm

ACCELERATION:

0-62mph (0-100 km/h) in 3.9 seconds

MAXIMUM SPEED:

200 mph (322 km/h)

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2013 also represented the 10-year anniversary of Aston Martin’s Gaydon manufacturing facility in Warwickshire, UK

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Partnership between BILSTEIN and Aston Martin proves very successful

On the road – on the track – on the ball The foundation of Aston Martin can be traced back to 1913. Meanwhile, the Company has acquired a reputation for building racing cars for the road for more than 100 years. To accomplish this objective, strong engines go hand in hand with a sophisticated suspension.

Nowadays, many cars from Aston Martin roll off the line with BILSTEIN shock absorber technology. However, the German suspension experts do not only deliver OE components for the British car manufacturer. BILSTEIN has also been a successful supporter of their motorsports programme for quite a while, now. The qualities of this partnership were perfectly reflected in Aston Martin’s overall victory in the WEC’s GT class in 2016. Having won the season’s last race in Bahrain, the Danish drivers of the Aston Martin Vantage GTE with the number 95, Nicki Thiim and Marco Sørensen, were the new champions.

Nicki Thiim emphasised the good cooperation of all people and companies involved. As a close partner, BILSTEIN did not only deliver the suspension technology but also helped to get the perfect setup for every single race, which was an important piece of the puzzle. Daniel Pitsch, suspension engineer at BILSTEIN in Germany, explains how they got the most out of the MDS (Modular Damper System) suspension for the season’s final

race: “For Bahrain, we refined the setup once more in detail. Because of the track layout and the weather conditions, we chose a very unusual asymmetrical design. Thus, the left and right vehicle sides differed with respect to the setup.” As the overall victory in the GTE Pro Class team evaluation also went to Aston Martin Racing, the result speaks for itself. This once again proves the advantages and the flexibility of the 10-scale system with click feedback for all settings, which is typical for BILSTEIN. That’s why the teams can easily prepare various setups in advance and keep the number codes. The modular suspension system can then be easily adjusted to the weather conditions, the layout of the curves or the preferences of the drivers.

All in all, the perfectly matched BILSTEIN suspension of the Vantage GTE as well as the motivation and performance of the drivers and the team led Aston Martin Racing to the title in the 2016 season. Encouraged by the excellent results, the team wants to build on the achievements next year and hopes for further victories and titles. Martin Flick, Head of Motorsport at BILSTEIN, says: “We would all like to achieve many more successful runs and to build on the proven technical basis with Aston Martin”. There will already be a cooperation with a technology carrier for a further developed setup for 2018.

www.bilstein.com

ERSTER. Of course with BILSTEIN: Aston Martin Racing seals victory at FIA World Endurance Championship 2016.

Winning is part of our DNA. After 6:00‘54.283 and 174 rounds, the race was decided. The Aston Martin Vantage GTE of Nicki Thiim and Marco Sørensen was determined as the class winner of the FIA WEC in Bahrain. The modular damper system of BILSTEIN was on board throughout the whole season. The motivation and performance of the drivers and the team together with the perfectly matched BILSTEIN suspension led Aston Martin Racing to the title in the 2016 season.

bilstein.com

LMGTE PRO TEAM FIA ENDURANCE TROPHY

ASTON MARTIN RACING #95 2016

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Beautiful on the inside, as well as on the outside

“We need to demonstrate it not just by bringing beautiful cars to market, but also by explaining why our cars are beautiful: beautiful proportion; beautiful design; beautifully authentic material; beautifully British; beautifully handmade; beautiful sound; and beautiful to touch.

“Everything about them has to be beautiful and we need to educate our potential clients that that’s why they should be proud of having an Aston Martin in their garage, and that’s what makes us different to a Ferrari.”

Relevant trends

The proud elite boasting Aston Martins in their garages are stereotypically categorised by Palmer as members of the ‘high-net worth population’; those fortunate enough to have US$1 million, bankable and disposable income.

At present, there are around 16 million individuals that fit under this

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“Everything about them has to be beautiful and we need to educate our potential clients that that’s why they should be proud of having an Aston Martin in their garage...”

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IMR GROUP

S

ince being acquired by the Galmarini family, IMR Automotive SpA has been looking confidently ahead, with new investments, future acquisitions and diversification in its products and services.

Thanks to a 4,000 tonne injection moulding press and a 1,000 tonne press, the Company has extensive experience in the production of plastic materials and plastic components for every use, with the automotive industry continuing to be one of its most important markets.

Supplying components for trucks and niche market OEM’s such as Aston Martin, the Company works across a huge number of plastic compounds and technologies, employing more than 500 people across four plants.

umbrella, and the aforementioned mission to differentiate within and to educate this sector of society about the sprit and essence of Aston Martin is of paramount importance within the Second Century plan.

As Palmer explains though, the automotive domain is not a static market, and the need to remain adaptable across ever-changing trends and requirements - all-the-while maintaining this core Aston Martin ethos - is a tricky one to negotiate.

“Historically I guess we’ve sold mainly to male baby-boomers - the 50-60 yearold range - but the generation change is coming and is marked by the move from baby-boomers to Generation X and ultimately, Generation Y,” he notes.

“And obviously in doing that there’s a different set of things you have to consider each time; the most obvious one being connectivity, which draws you into interesting industry trends like car sharing, autonomous driving and electric vehicles (EV).

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Chief Financial Officer Matteo Galmarini explains: “One of our key specialties is that we start with a white sheet of paper and deliver to our customers the final parts that they can introduce into their own production lines using our state-of-the-art equipment and workshops.

“One of our aims is not just to serve customers as a simple supplier but as a partner; they can approach us if they need some advice or help about technical parts, improving the Company from a technical and commercial point Xxxxxxxx xxxxxxxx xxxxxxxxx of view, and alsoxxxxxxxxxxx improving our standing and position within the marketplace.”

T +39 0362 9811 E info@imr-industries.com The spirit and essence of an Aston Martin is unlike any other

www.imr-industries.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

IMR Group is a leader in manufacturing exterior parts for both cars and trucks Thanks to a wide range of technical and professional skills IMR’s core business is providing the most prestigious OEM’s with top products going through engineering phase, moulds construction, molding and parts painting for serial production.

IMR is proud to be considered a market reference for niche products

by Aston Martin for several years on a wide variety of projects.

IMR INDUSTRIES HEADQUARTERS VIA RIVERA 52 BIS, 20841 CARATE BRIANZA (MB) - ITALY T: 0039 0362 9811 E: info@imr-industries.com www.imr-industries.com

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CONTINENTAL ENGINEERING SERVICES Engineering the future of mobility Founded in 2006, Continental Engineering Services (CES) has evolved into a leading engineering and production partner for the automotive industry and other industrial sectors.

More than 1,400 employees work at the German headquarters located in Frankfurt am Main and at 14 other locations both within Germany and worldwide to ensure customer proximity.

As a fully-owned subsidiary of Continental AG, the Company provides customised solutions for technologically challenging tasks or adaptations from Continental´s proven mass production technologies, thus reducing the development costs. CES can provide solutions for automotive applications in small series, niche and special vehicles as well as for industrial applications.

In this way the Company makes mobility user-friendly, drive-efficient, safe and comfortable.

Chosen for the love of driving

“As a luxury brand I’m not suggesting we’re going to be joining those arms races and looking to get an autonomous car as quickly as possible to market, but some of those trends are relevant to us; EV in particular!”

Critically, ‘the love of beautiful’ isn’t the preclusion of the future and of environmentally sensitive advances such as the “EV power train”, but is a concept open to embracing such evolutions as long as that initial concept isn’t compromised.

Palmer adds: “A car can be beautifully silent as long as it’s also beautifully powerful. I think EV is an obvious place we should be and we will be in 2018 with the Rapide EV. But with other trends like autonomous driving, we probably won’t be rushing into that particular market, because our customers - all of them - choose an Aston Martin because they love driving!

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Aston Martin has long since been a key customer of CES, and their desire for automotive excellence is matched by our desire to provide solutions at the highest level.

“A car can be beautifully silent as long as it’s also beautifully powerful”

The German sites in Ingolstadt, Regensburg, Frankfurt und Nürnberg, alongside the newly founded CES UK facility in Lichfield, services the global brand Aston Martin with its engineering, consulting, manufacturing and Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx integration expertise in the following fields: • Electronic brake systems • ESP hardware and software • Validation & homologation services for racing cars and road vehicles • Calibration and test drives • Development for display, operating and connectivity systems (like Driver Information Module, Touchpads etc.)

• Small series manufacturing at our Continental production site in Karben, Germany Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

Continental Engineering Services

Unique Engineering Proposition As your development and manufacturing partner we master all technological challenges, making mobility user-friendly, drive-efficient and safe.

We can work from an initial sketch, through a product development programme to a fully validated new solution. Or we can adapt proven mass production technologies, thus reducing development costs for small series, niche and special vehicles.

The flexibility and speed of a medium-sized company coupled with the products and facilities from one of the world´s leading automotive suppliers gives us an outstanding position in engineering services.

This enables us to manage projects of all sizes, including the manufacture of customized components even in small volumes.

Furthermore we get access to Continental´s state of the art test and laboratory facilities and use advanced testing grounds.

We can also transfer comprehensive automotive expertise into new business areas, offering you the benefits of proven technology in a pragmatic way.

Continental Engineering Services GmbH Graf-Vollrath-Weg 6 · 60489 Frankfurt a.M. Tel. +49 69 678 69 60 · Fax +49 69 678 69 60 70 www.conti-engineering.com

Focus areas: ›

Drive, control, chassis and engine technology (for combustion, hybrid and electric propulsion systems)

›

Connected display and operating systems

›

Brake system and driver assistance technology

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REMUS-SEBRING

F

or more than half a century, top class sport exhaust systems have been built in Austria. The corporate group REMUS-SEBRING develops and manufactures sport exhaust systems for cars and motorbikes of several different well known vehicle manufacturers.

Besides the production of sport exhaust systems for the after-sales market, the Group is deeply involved into the OE business with performance exhaust systems for a variety of premium car manufacturers, including Aston Martin, and our partnership has been going from strength to strength for five years, with Aston counting on the experience of the “sound experts” from Austria.

T +43 3142 6900 0 E office@remus.at

www.remus.eu www.sebring.at “That being said, there are technologies within the suite of autonomy - for example, automatic parking or valet parking - which could be extremely interesting to our customer type. So I would say we pick and choose the technologies that we bring to market in the context of an environment which is all about car shares, electric or zero emissions, connected cars, and autonomy.”

Beyond lean

Behind every new technological progression, automotive innovation and design breakthrough is a behindthe-scenes network built wholly and uncompromisingly around the strive for lean optimisation. Supported by Daimler’s five percent shareholding and subsequent access to key technologies - including electrical architecture and the V8 engine - the need to invest in new cars and new specs is one naturally accommodated

by Aston Martin’s long-established

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dedication to human feel and bespoke manufacturing.

“You’re seeing enormous investment into new cars at the moment, which also provokes new technologies; and our particular skill, which I think is industry-leading, is in the area of bonded aluminium. We don’t weld our cars together, we glue them together,” Palmer affirms. “Add the use of carbon fibre into this all-encompassing, marketleading industrial design, and that’s our particular niche of advanced technology.

“I would then go one step further and say that the way we manufacture is also industry-leading through the actual use of the technology. I would argue that once you come out of the body shop with those bonded tubs, and you move through the paint shop; while it is very labour intensive because we hand-build the cars from there on in, the fact that you’re able to make every car bespoke to a customer makes us not just lean - but beyond lean!”

REFLEXALLEN

E

stablished in 1988, Reflex&Allen’s headquarters are in Modena, Italy, in the universally recognised Motor Valley, where you perceive everywhere the emotion of speed, competition, engineering and high innovation.

Over the years, the Company has invested globally in R&D and people: we design, develop and manufacture parts for racing, super-sport, passenger cars and heavy vehicles.

With thousands of products grouped in five different divisions produced from our 14 plants in Europe, the Americas & the Far East, we have the privilege and honour of working with Aston Martin, designing & developing parts for new astonishing cars.

T +39 059 792118 E mail@reflexallen.com

www.reflexallen.com

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Made in Austria - Since 1963

REMUS-SEBRING GROUP

One-Stop-Shop Exhaust Technology » DESIGN » 3-D CONSTRUCTION & PROTOTYPING » SOUND ENGINEERING » TESTING » TOOLING » PRODUCTION

REMUS-SEBRING GROUP, Dr.-Niederdorfer-Straße 25, 8572 Bärnbach, Austria Tel. +43-3142-6900-0, office@remus.at, www.remus.eu, www.sebring.at 160x96-REMUS ad EME outlook Magazin.indd 1

11.01.17 12:53

Born in Modena in 1988, Reflexallen is a global organization; an OEM TIER1 and Aftermarket supplier in the Automotive Industry, recognized for the quality of its products and flexibility. Reflexallen is a full-service company: from our 14 plants around the world we design, develop and manufacture thousand of products grouped in 5 different divisions: Fluid Power: Fluid transfer connections in special polymers and rubber Pneumatic: Air brake tubing and spirals DIN and ISO Safety Devices: Safety markings for heavy vehicles, trailers, agricultural, etc.

Reflexallen Headquarters – Via per Serravalle, 41052 Guiglia (MO) – Italy

Special Composites: Carbon fibres structural parts for cars and motorcycles (F1, GT2, GT3, MotoGP) Electrical: Cable, wiring harnesses, military parts, trailer connections, plugs & sockets, etc.

P: +39.059.792118 | E: mail@reflexallen.com | www.reflexallen.com

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ston Martin and EBP’s relationship is one that has developed largely over the past six years although runs 11 years in total.

EBP’s “one-stop-shop” set up with all processes under one roof allows us to deliver a full turnkey ED coated body panel, or assembly, directly into Aston Martins’ system ready for fitment.

EBP’s flexibility plus high quality standards and delivery precision match very well to Aston Martin’s product demands and needs. EBP have managed during the 11-year relationship to aspire to be constantly in Aston Martin’s top supplier bracket and are currently underway with the next follow-up project.

T +46 (0) 454 30 17 00

www.ebp.se

Every car on the flow line is essentially unique, rather than a batch or a flow; a differentiator unique to Aston Martin, and one that is set to be replicated in its impending St Athan factory in Wales once up and running.

“Across both St Athan and Gaydon, we will continue to make big investments into this ‘beyond lean’ technology, and the new factory in particular will take care of the production of our first SUV, the DBX, and ultimately also the Lagonda brand which will be brought to market within the Second Century plan,” Palmer says. “This doesn’t just represent big facility upgrades but actually a complete new facility over in Wales, and it will be embracing these ‘beyond lean’ technologies and continuing our dedication – even with the SUV – to the bonding of aluminium.”

Similarly to its cars, Aston Martin’s lean structure has to be flexible and applied on an international scale, especially when taking into account

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‘Beyond lean’ processes ensure precision from manufacture to drive

the Company’s supply chain network and what it calls ‘flow management’. Again addressed as part of the Second Century plan, the Group has consciously migrated from a wholesale business model where batches of cars are ushered towards dealerships, to a retail model where shipping is dictated solely by customer sales.

“Supply chain has to be a handshake between the centre and the region,” Palmer states, “and this retail model has ensured good car flow management over the past two years.

“We’ve completely eliminated the principle of keeping Company stock in the regions. Everything is a kanban pull where the customer orders the car, the car goes to the region, and you keep the dealership lean. It means you don’t have a lot of ageing stock, and also means that cars are more easily customised and bespoke to each customer’s needs.”

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High class manufacturers of body in white panels and assemblies for a number of Europe’s leading car manufacturers. www.ebp.se

EUROPEAN BODY PANELS

EBP in Olofström AB · Agrasjövägen 3-5 · 293 40 Olofström · +46 (0) 454-30 17 00

D E S I G N - M A N U FA C T U R I N G - D I S T R I B U T I O N As the preferred supplier to more than 25 car companies from Aston Martin to Volvo, the Pelicans Group offer cutting edge design and innovation, which in turn leads to cost-effective manufacturing, print supply, project management, integrated website support and streamlined logistics.

Pelicans Group, 717A North Circular Road, London, NW2 7AH T: +44 20 8452 9111 www.pelicans.co.uk

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Powering towards the completion of Aston Martin’s Second Century plan

Globalisation of skills

At both Gaydon and St Athan, the concerted focus on lean optimisation is complemented by an equally critical commitment to the influence of human input; affirming the feel and essence that is achieved across all Aston vehicles, although requiring a set of skills seldom seen in the modern day sector.

“Our factory is very much revolved around crafts and technical skills, and a skill-set that barely exists these days which is the ability to hand-make and handcraft cars,” Palmer enthuses. “We have to hire our own apprentices and train them in the means of crafting with leather, or in sewing hides.

“More than any other car company, we rely upon human skills, because we manufacture something that can’t be replicated by artificial intelligence.”

Further afield, the same emphasis on Aston Martin-specific training and

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an Aston Martin-specific structure is implemented across it sales, marketing and distribution departments, with the Middle East a prime example of the brand’s recruitment ideology.

Palmer continues: “As you go out into the regions, you’ve got to recruit people that are both empathetic and knowledgeable about the brand and why the brand is ‘for the love of beautiful’, and they become the ambassadors that basically take that message forward. They’re the disciples that deliver that important message.”

Members of staff from all corners of the global Aston Martin community are brought to Gaydon to help instil these Company philosophies, before taking their enhanced brand understanding back to their respective regions as part of the vital marketing, sales or project planning divisions.

Palmer notes regarding the latter role: “It’s all part of the globalisation of skills, and these project planners are the people who help us determine what our future projects look like. For the Middle East, for example, it’s the regional project planner who helps to ensure that nothing is overlooked when evaluating what is important to the Middle Eastern customer.”

Second Century plan

Aston Martin’s presence in the Middle East is exciting by virtue of its current transformational status. Where the brand has historically and traditionally flourished - and has now become a staple in luxury automotive excellence - that same evolution is now unfolding in front of the Company’s eyes in a region that by all accounts seems a natural fit for such products.

The high-net worth population is in abundance and the focus is inevitably now honed in on developing outlets and dealerships in strategic locations conducive to attracting said audience.

“We need to put them in places where you have people who are able to buy and want to buy our products,”

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Quality assured metal pressings, welded assemblies and fine limit sheet metal components.

Supporting Aston Martin With Driveline Solutions

www.raicam.com info.emea@raicam.com

www.mkp.co.uk 43A Barton Road, Milton Keynes, MK2 3EF +44 (0)1908 271940

Palmer elaborates. “The net result is that we become present in most of the Middle East - the region we call AMMENA which also extends into Israel, East Europe and Northern Africa - and generally speaking in interesting places where you get foot traffic.

“We try to make sure that all dealerships conform to the brand identity and the ethos in which we sell, and an example of that would be the dealership we’re currently building in Abu Dhabi which is located next to one of the most famous hotels in the city.

That’s exactly the type of place we need to be!”

And in terms of getting to where it needs to be, Aston Martin’s overall ambitions take a much more globalised and progressive stance. The brand’s Second Century plan is already in full swing, but as the rewards turn from conjecture to reality, the automotive world will have a more wholly global - and undeniably more formidable -

@RaicamAutomotiv

In 5 years... “...we’ll have pretty much completed the Second Century plan, and what you’ll see from this is a brand as healthy as it’s ever been, yet also better understood across all regions”

facebook.com/raicamautomotiveproducts

Aston Martin in its midst.

“Over the next five years, we’ll have pretty much completed the Second Century plan, and what you’ll see from this is a brand as healthy as it’s ever been, yet also better understood across all regions,” Palmer concludes. “More importantly, you’ll see a fresh vehicle portfolio of seven cars develop, and this will cover the full range. GT sports cars - yes! Mid-engine sports cars - yes! SUVs yes! Luxury sedans - yes!

“So you’ll have that portfolio and the saliency of the brand will be better understood, but what I also hope to be able to report back in the coming years is that we’ll be operating in the context of a luxury Company; a luxury Company like Chanel that just so happens to be selling motor cars rather than handbags.

“Aston Martin will be understood, first and foremost, as a luxury Company, satisfying a certain lifestyle for a certain clientele, and making the most beautiful cars in the world.”

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Life-Oriented Lighting Solutions With passion for excellence in everything it does, AW Rostamani Lumina is adapting its service offering to become primed as an advanced lighting solution provider Writer: Phoebe Calver Project Manager: Eddie Clinton

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W Rostamani Lumina has significantly developed its manufacturing capabilities over the years, progressing to become a one-of-a-kind end-to-end LED lighting manufacturer epitomised by state- ofthe-art facilities.

AW Rostamani Lumina was borne out of a joint venture with Frater Euro Electrical Spain in 1999; in its first phase of activity the Company created ballast in the UAE to be exported back to Europe, alongside the manufacturing and assembling of commercial luminaries under the Frater name.

“Over the years Frater has developed in to a brand which promises and delivers A-grade quality products at a competitive price, therefore enhancing the value proposition for our customers,” explains Umar Khan, General Manager at AW Rostamani Lumina. “Starting out in the UAE, we now export to more than 29 countries, with a direct presence in Egypt, Qatar, UAE and India with the rest of our markets being serviced through partners.”

Over the years the Company has evolved its speciality, utilising a strong team of lighting professionals that provide 360 degree support to its customers, enabling it to meet their unique lighting needs.

Khan continues: “We have the unique capability to evaluate and conduct energy audits, create lighting plans and develop light designs, while providing the best possible solutions which will serve a wide cross-section of applications ranging from outdoor, indoor and façade applications.”

The AW Rostamani Group is a privately held Company founded by its late Chairman, Abdul Wahid Al Rostamani in 1954, the vision being to become industry leader in every business venture that it undertook while building customer and stakeholder value.

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BG ELECTRICAL

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G Electrical is an integral part of the Luceco plc Group of companies. With more than 70 years of experience in the manufacture and distribution of electrical accessories, BG has gained an enviable reputation.

All products are manufactured to the latest British Standards, and all the company’s sites (both UK distribution and manufacturing) operate a BSI approved ISO 9001:2008 accredited quality management system.

Our range of wiring accessories have been tested and approved by ASTA and ESMA, proudly wear the diamond & Quality mark - a sign of quality.

T +971 4 609 1867 E mea_sales@bgelectrical.co.uk

www.bgelectrical.uk

Transforming into a unique LED-based manufacturer in the region

Recognising the potential within the Group which needed harnessing, Abdul Wahid Rostamani combined local knowledge, experience and insight alongside global expertise and best practices to build a vast network of strategically located businesses throughout the region.

“In the present day, the AW Rostamani portfolio boasts some of the most respected and influential brands in the region further afield,” affirms Khan. “We are committed to enriching lives by providing unrivalled products and services in these fields, with the portfolio as concrete proof of our state-of-the-art facilities and award-winning practices.

“Our strategy of centralised support and decentralised operations enables every single Company in our portfolio to benefit from the strength within the group, while enjoying independent operations.”

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A unique LED-based manufacturer

In the present day, the AW Rostamani portfolio boasts some of the most respected and influential brands in the region further afield

The lighting industry has experienced a major technological shift during the past few years where conventional technologies are being replaced by highly efficient and ecologically friendly LED-based solutions.

This shift in focus, coupled with various smart parameters which are being added, makes the lighting world of today substantially different from the early days.

“Understanding the fundamental shift that we have gone through at AW Rostamani Lumina, is pivotal in understanding how we have reached the level of success we are at today,” clarifies Khan. “We have invested heavily in transforming ourselves into a unique LED-based manufacturer in the region, developing best-in-class products.

“A prime example is our new LED panel, which boasts an incredible 125 lumens per watt, thus making it one of the most efficient lighting solutions in its category. Solutions such as

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Screwless Flatplate USB Sockets

Nexus Storm Weatherproof

Neo Slimline Polycarbonate

Ideal for charging, iPad, iPod, mobile phones, digital cameras, MP3 players & much more

IP rated accessories designed to protect against water and dust ingress in the most arduous conditions

Sleek polycarbonate with screwless clip-on front plate, available in gloss white and decorative finishes

For more information please contact: mea_sales@bgelectrical.co.uk

www.bgelectrical.uk these aid us in connecting with our customers, when they are looking at LED options to bring financial savings, as well as being ecologically friendly.”

Veering from the usual corporate vision, the Company has an ongoing mission to make a real difference to its customers, employees, partners and stakeholders.

Khan continues: “We strive to achieve this through a three-pronged strategy which involves competitive pricing and superior service; listening to what customers and partners really want from our product and service offering; and finally, ensuring we adapt to meet those needs.”

Adopting this approach ensured that the Company was able to grow over the years and truly embrace the change and development that was needed.

Strengthened by its solid core values, AW Rostamani Lumina has worked its way up the ladder to distinction, helping it to reinforce its standing as a dynamic business that enriches lives.

Educating the market

...our new LED panel... boasts an incredible 125 lumens per watt, thus making it one of the most efficient lighting solutions in its category

For AW Rostamani Lumina there have been two major challenges when making the transition to LED while educating the market in that subject.

There has been a lot of confusion surrounding the greatly discussed LED transition, where the end users require vast amounts of guidance to charter their way through the changes; particularly as false solutions are flooding the booming market.

Khan expands: “At AW Rostamani Lumina, we are focusing on educating the market in order to help navigate through these changes by creating an awareness and education. This is helping us to position ourselves as trusted partners for our valuable customers.

“We differentiate ourselves by not only being catalogue sellers, meaning we have developed the capability to understand the customer’s needs before translating them into tailor made-solutions for our partners

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through manufacturing processes designed to afford this flexibility.

This, in addition to our vast range of standard products, puts us in an enviable position where we can offer almost all LED-based solutions to our customers.”

Optimising supply chain efficiencies

Competitive and superior service

There is no doubt that a definitive aspect of the AW Rostamani Group in the present day is its ability to embrace the changes and developments in the market, combined with its competitive and superior service and knowledge of customer needs. The Company continuously demonstrates a quality of service in its ability to adapt and evolve to meet and exceed the needs of its clients; this offering subsequently catapulting the Group right to the forefront of innovation within the industry.

“The lighting industry as a whole has become a much more component supplier-dependent industry, forcing many companies to focus their energies on system design and development, looking towards component manufacturers to bring continuous improvement,” clarifies Khan. “The days of lighting companies that started off by integrating their systems are gone. This makes professional supplier relationship management even more important.

“Lighting is no longer an industry where product improvements will stay for decades. Now there are design and efficiency improvements that

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Adapting to meet and exceed the needs of its clients

The days of lighting companies that started off by integrating their systems are gone. This makes professional supplier relationship management even more important

happen by the quarter; for successful manufacturers it is vitally important to be able to quickly adapt to these changes and allow that to be reflected in their products.”

The switch in the way the industry works currently has caused challenges in the supply chain for the Company.

At AW Rostamani Lumina there is a very strong focus on optimising supply chain efficiencies, and where key relationships have been identified with suppliers, those relationships are transformed from mere buyer

-supplier, to long-term contractual partnerships.

Khan elaborates: “We have undertaken scientific studies of product movement patterns which has made us capable of segregating MTS and MTO products, and this ensures a minimum reaction time to service our end users’ needs.”

In order to provide such a high level of service to a successful level, the Company places a huge amount of importance on the quality of its Human Resources department. AW Rostamani

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Lumina has a vibrant HR programme which not only singles out the best talent, but also ensures gender and cultural diversity within its team.

“We have a very transparent system-based evaluation programme, based on the BPP model which AW Rostamani is in the international hall of fame for,” continues Khan. “Through this system we not only evaluate past performance but also identify the training and development needs of our team. These are, in turn, a priority as we are able to translate them into actions and effective training.”

The Group as a whole strongly feels that each market it works within has its own pulse and cultural implications can be seen within consumer behaviour.

Khan concludes: “Our approach is to not only employ job experts but to also utilise resources which will help us to understand the local market pulse.

We believe this is reflected in our culturally diversified workforce which we look forward to celebrating our achievements with in the future.”

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ENERGY CONNECTING THE

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lcon Megarad’s role as a cable accessories specialist is built on a platform of brand equity, competence and reliability, and the 100 percent Italian-owned Company looks set to leverage this market standing to introduce further innovations in the years to come.

Offering 100 percent state-of-theart technology complemented by renowned Italian manufacturing ability and flexibility, the business’s evolution over the past 35 years has encompassed numerous diversifications and expansions; and now, under the ownership of De Matteis Construction Group Spa, Elcon Megarad is determined to continue bridging the gap between current abilities and future requirements.

“Elcon Megarad has developed its proprietary solutions for cable connections - joints and terminations - over the years, catering for low, medium and high voltage cable networks,” explains Chief Executive Officer (CEO), Alberto De Matteis. “We do all the design and manufacturing in Italy; directly and completely producing all chemical components up to the manufacturing of the cable accessories, before finally testing in our HV laboratory.

“This means that we design and control all heat shrink sleeves (thin, medium and thick-walled, single and multi layer) and moulds, and all cold

Elcon Megarad has nearly four decades of experience in bringing the latest technologies and innovations to the world’s utility specialists, and is investing in upgraded facilities to maintain this success in the years to come Writer: Matthew Staff | Project Manager: Eddie Clinton

Alberto De Matteis, CEO

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ARCUS-SCHIFFMANN

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ounded in 1928, ARCUSSCHIFFMANN is a highly specialised industrial enterprise for design and production of high quality products for the worldwide market.

Close technical cooperation with our business partners result in products with an extraordinary place on the world market.

Our main product ranges include mechanical connectors and ring connectors for underground cables, earthing and short circuiting devices with flexible cables and bars, lance earthing devices for outdoor high voltage substations, high voltage detectors up to 420 kV and detectors for encapsulated switchgear.

T +49 (0) 89 43 60 4-0 E info@arcus-schiffmann.de

www.arcus-schiffmann.de shrink products, together with hightech special mastics and resins used in various applications on the networks.”

Product quality is one thing but it is simply the culmination of the Company’s hallmarks including a deep experience in technical design and testing, extensive knowledge of raw materials, and the refined internal development of chemical products.

Subsequently producing an away of solutions, of certified quality, to meet the needs of the world’s electrical utilities market, technical compliance and service levels are critical KPIs for Elcon Megarad; with its business and commercial plan for the future driven from these considerations.

“I’d like to draw a line, connecting the daily experience of professionals involved in MV network management all over the world, with the future coming quickly

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towards us,” De Matteis muses. “While we know that maintenance of the old network is an impressive, yet hidden part of the job needed to keep the entire network TCO under control for our customers, we can’t help but see that the massive investments that will be made on smart grids in

the next decades will shortly create unparalleled opportunities for the development of all technologies; in some way linked to the new distribution network structure, and to the type of performance required from it.

“This will all involve the cable accessories on the front line.”

A reliable, expert manufacturer

State-of-the-art high voltage and chemical laboratories

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As an individual entity, Elcon Megarad’s journey began in late 2002 following the merger of Megarad and Elcon. Formerly, Elcon srl was born in 1981 as a typical Company of venture capital between industrial and market specialists.

“Elcon entered into production in 1981, rapidly gaining a significant slice of the market from Italy’s utility, ENEL, as well as introducing its products to the private markets made of industries, electrical

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 MORE THAN 30 YEARS OF EXPERIENCE IN DESIGN AND PRODUCTION OF MECHANICAL CONNECTORS AND LUGS  LARGE RANGE OF DIFFERENT SIZES FROM 1.5 UP TO 1000 mm²  CONTACT BOLTS WITH OPTIMUM CONTACT PRESSURE FOR USE ON DIFFERENT CONDUCTOR SHAPES AND MATERIALS  PATENTED SHEAR BOLTS FOR MEDIUM VOLTAGE APPLICATIONS  SUITABLE FOR HEAT- AND COLD-SHRINK JOINTS AND TERMINATIONS  INSTALLATION WITH HANDY STANDARD TOOLS  CUSTOMIZED SOLUTIONS FOR HIGH VOLTAGE CABLES

 CUSTOMIZED SOLUTIONS FOR SPECIFIC REQUIREMENTS  EXPERIENCE AND KNOW-HOW SINCE DECADES

www.arcus-schiffmann.de

distributors, installers, etc. Megarad was later founded in 1988, by the same owning team as Elcon,” De Matteis recalls. “Now, Elcon Megarad actually gathers the distinctive features of both the father companies, with regards to their technical skills, development and innovation capability, and reference markets.

“Thanks to both companies’ developments over 35 years, Elcon Megarad is proud to be present in more than 60 countries across the globe, making it a very well known and respected international Company in the world of cable accessories.”

A workforce exceeding 70 employees, state-ofthe-art high voltage and chemical laboratories, a lean production organisation, and a culture of innovation in providing an almost infinite number of cabling solutions across the global distribution

network is testament to the presentday business.

This success is even more commendable given the niche market being operated in, with the differentiation of global requirements both a challenge and an opportunity to differentiate for the very best

Global requirements on cabling solutions differ greatly

operators.

To become the very best, Elcon Megarad has built its prominence on customer engagement, as the CEO details: “Our mission is to play the role of a reliable, expert manufacturer in customised and high-quality solutions, offered to professional customers.

We aim to be recognised as a qualified partner by the main global utilities for any professional demand of reliable solutions on LV-MV-HV cable networks.

“We have always put priority on pursuing the direct contact with the final customer, offering the knowledge of the global networks and the future market trends as a thrust for our innovation process.

“Consequently, our product range and solutions have continuously gone towards the directions of ease and quickness of installation;

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reduction of component numbers; a wider application range of cables for every single solution; and a resultant flexibility across all of these applications.”

Perceivable quality

The strategy for Elcon Megarad is now to optimise this flexibility on as wide a scale as possible in strengthening its position worldwide by bringing a consistently modern and technologically-advanced solution to the fore.

In order to achieve this, there are numerous continuous improvements being implemented behind the scenes on an internal level in to facilitate the Company’s growth, beginning with Elcon Megarad’s people.

“As I often remark, we want to be a Company made of people and we invest in our people to build the future and to ensure a perceivable quality - in a broader sense - to our market,” De Matteis says. “Besides that, I think that working in a Company with a real international outlook may mean much to young technicians and graduate professionals of many fields. This is an HR retention point for us, together with training and development, of which we conduct a lot.

Employing optimal strategic flexibility

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The Company invests in its people to ensure quality

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“Let me also recall the importance of our long-lasting partners, representing us in various countries abroad and being a constant and direct contact with the field; an absolutely necessary process to serve our customers in the proper way. We feel these partners are a part of our Company as well.”

Ultimately, what the market needs, and what Elcon Megarad has built a reputation for in being able to provide, are solutions, not just products. And with all facets - also incorporating its supply chain - perfectly honed to meet such needs, there also derives a flexibility to prepare for any future impending trends as well.

At present, this consists of more stringent calls for reliability, efficiencies, analysis and vertical integration; all of which are being

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addressed by a business always on the lookout for improvement.

De Matteis concludes: “In effect, we strive to enhance our capability in all such fields, through a plan that includes a facilities upgrade, setting up of the latest technologies through new

Striving to enhance capability in all fields

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production equipments, innovation in software and ICT management tools, and without forgetting staff training and executive development programmes.

“It is also important for us to increase and deepen the awareness of our values in the market, so Elcon Megarad is currently pointing its efforts, and gathering its results, in two directions.

“Firstly, innovations across materials and the design of cable accessories, keeping alive all of the experience that comes with long-term development. And secondly, we will strive to strengthen the awareness of our brand in new markets, and to improve availability of our wider and even more modern range of solutions and products to come to the managers and installers of the MV and HV networks around the world.”

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Live product demonstration

Workshop

2 016

The 37th edition of The Big 5 welcomed more than 75,000 participants, breaking last year’s record, organiser dmg events Middle East, Asia & Africa announced at the end of the four-day long event he largest construction exhibition in the Middle East will be back at the Dubai World Trade Centre from 26-29 November, 2017, while the co-located Middle East Concrete (MEC) and PMV Live shows will run again in 2018 (26-28 March), as standalone events.

Following this year’s success, the next edition of The Big 5 will further focus on the theme of ‘Technology in Construction’. Event Director, Josine Heijmans, also said HVAC-R exhibitors will be clustered in a dedicated product sector in light of the heating, ventilation, air conditioning and refrigeration industry’s strong

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development in the Region.

Moreover, The Big 5 2017 will go smart. Thanks to the introduction of the new Konduko smart technology, exhibitors will be able to send digital content to visitors, while capturing and qualifying leads from their smart phones. All visitors will be equipped with a Smart Badge that will interact with the exhibitors’ Smart Readers.

“With its recordbreaking number of exhibitors and visitors attending the event, The Big 5 2016 was a great success, and the show will be even bigger and smarter next year,” Ms. Heijmans stated.

To know more about the show, visit www.thebig5.ae.

Expo 2020 Bureau Executive Director, Najeeb Al Ali

The Big 5 2016 opening: HH Sheikh Hamdan Bin Rashid Al Maktoum

SHOWCASE YOUR PRODUCTS AT THE LARGEST CONSTRUCTION EVENT IN THE MIDDLE EAST SPACES ARE LIMITED BOOK YOUR STAND TODAY

80%

OF EXHIBITORS SOLD PRODUCTS TO NEW KEY BUYERS IN 2016

Smart Building & Design Technologies

Construction Tools & Building Materials

Building Envelope & Special Construction

Building Interiors & Finishes

MEP Services

CONTACT US

+971 (0) 4 438 0355 info@thebig5.ae www.thebig5.ae

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SEIZING O pportunities and Anticipating Change Corys Building Materials has built a reputation for excellence in the manufacturing industry while consistently retaining its core customer focus Writer: Phoebe Calver Project Manager: Tom Arnold orys Building Materials has always taken a long-term view when it comes to devising and implementing its Company strategy; having worked hard to build its reputation for quality, innovation and customer service over the years, it intends to build on and strengthen this in the future.

Gaining the title as an industry leader in both product technology and manufacturing excellence, Corys Building Materials retains its core customer focus, with a number of initiatives in place to improve efficiency and speed of response.

As part of Green Coast Enterprises, a private Group established in Dubai

by Abdul Ghaffar Hussain in the 1970s, the Company has a solid network of support. The Group currently employs more than

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Jeremy Rowson, CEO

1,000 people, and actively manages a number of industrial and commercial businesses and financial investments.

“Despite the fact that Corys Building Materials was formed relatively recently as a holding Company for Green Coast Enterprise’s businesses in the building materials sector,” explains Jeremy Rowson, Chief Executive Officer at Corys Building Materials.

“Its roots can be traced back to 1977 when its subsidiary, Hepworth was

established as a manufacturer and supplier of piping systems in the UAE. As well as having manufacturing companies in the UAE and Qatar, we also have subsidiary companies in Oman, Bahrain and Saudi Arabia.”

From this early start, the organisation has expanded and diversified into three main business units: Hepworth, Corys Build Centre and Corys Geosynthetics.

Hepworth, based in Dubai, is the leading

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Becoming a one-stop shop for target customers with a much broader range of MEP products

manufacturer and supplier of plastic pipes and fittings in the UAE and Qatar; marketing integrated piping systems to the construction industry.

This branch of the Company supplies a full range of products based on PVC, polyethylene, polypropylene, ABS and polybutylene technologies.

“We are proud of our long and fruitful association with two of the world’s leading plastic pipe technology providers; Wavin, based in the Netherlands, and Georg Fischer, based in Switzerland,” continues Rowson. “Both of these relationships are more than 30 years old and have greatly contributed to the success of Hepworth’s brand and reputation for quality in the region.”

Hepworth’s focus is split into key market segments, including, buildings, utilities and infrastructure, industrial and irrigation and agriculture; all of which are supported by dedicated sales and technical support teams which concentrate on each sector.

In addition to this, Hepworth has a

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We are proud of our long and fruitful association with two of the world’s leading plastic pipe technology providers; Wavin, based in the Netherlands, and Georg Fischer, based in Switzerland

skilled and experienced contracting team which provide on-site support to customers for welding and assistance with installation.

Corys Build Centre is a new concept in the retailing of building materials for small to medium-sized contractors and maintenance companies in the region.

This sector of the Company operates from newly refurbished premises in Dubai, Abu Dhabi, Sharjah, Al Ain and Muscat.

“Although the main product range that we offer at Corys Build Centre is currently pipes, fittings and related items, our portfolio is being expanded with the aim of becoming a one-stop shop for target customers with a much broader range of MEP products,” adds Rowson. “Our goal over the next three years is to have 20 outlets of Corys Build Centre in the region.”

The third business unit of the Company is Corys Geosynthetics, a specialist supplier of geomembranes, geotextiles and other complementary

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AD 78 x 96mm Version2_Layout 1 27/01/2017 10:38 Page 1

CUSTOMERS ARE OUR FIRST PRIORITY!

Parabond Pipe Cement Co., Inc. is committed to conducting business with integrity and excellence.

We provide consistently reliable and innovative products and services, based on mutually agreed upon standards and furnish the technical assistance needed to assure these products are used efficiently and safely.

The Plumbers’ First Choice for Plumbing Products

Parabond Pipe Cement Co., Inc. Export Department, 190 E. Washington Street P.O. Box 749. Chagrin Falls, OH 44022 U.S.A.

Phone: 001 440 247 3570 Fax: 001 440 247 2132 Email: info@m-winc.com

products for infrastructural and industrial projects. Corys Geosynthetics has been manufacturing geomembranes in Dubai for eight years under the Kangaroo Plastics brand, has a dedicated team of technical experts and supplies projects running throughout the region. More recently, export sales have included Qatar, Oman, Kuwait, Iraq and Central Asia.

Let’s create

new markets.

Increasing capacity

In order to keep up with industry demands, the Company is continuously expanding its capacity; last year increasing its manufacturing capacity with the addition of new plastic pipe extruders in Dubai and Qatar and a new injection moulding machine in Dubai.

“In order to expand our manufacturing capacity, we have not only been buying new equipment but a we have also been building new factories,” clarifies Rowson. “In January, 2017 we began manufacturing operations at our new factory in Dubai

Blown film technology

Top packaging and converting solutions

Beijing | Busto Arsizio | Chicago | Dubai | Frankfurt | Istanbul | Mexico City | Mumbai | Sao Paulo

luigibandera.com

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Investments Park, with the intention to relocate our staff to this new Head Office in a couple of months.

“This will be the newest PVC pipes and fittings factory in the world, which is very exciting for the Company.

Last year we also completed the construction of our second factory in Qatar which will increase our manufacturing capacity there.”

The Company has also started on its new polyethylene pipe factory in Abu Dhabi, which will be complete at the end of 2018.However, the Company is also looking at opportunities to increase its footprint and access new markets though acquisitions as well as through organic growth.

“Last year we were proud to launch our new Technocore range of multilayer PVC pipes. We have purchased two Rollepaal extruders for the UAE and Qatar, enabling us to introduce this technology for the first time in the GCC,” adds Rowson.

“PVC multilayer pipes are commonly used in Europe and North America as they offer higher performance and enhanced handling properties.

“Technocore pipes have walls

Adhering to sustainability and carbon footprint trends

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comprising foamed PVC held between solid PVC inner and outer layers. The reduced carbon content of the foam is absolutely in line with recent trends for sustainability and reduced carbon footprints in the construction industry.”

The Company worked closely with Wavin, the world’s leading technologists in this area, to launch the technology and gain acceptance in the local markets; continuing Corys Building Materials’s many decades of technical and commercial work with this strategic partner. It is a clear example of the Company showing leadership in its industry and differentiating itself through technical and market innovation.

“At the end of last year we launched an entirely new range of solventsocket PVC pipes to provide high quality but economical systems for large villa projects within and outside the region; we are expecting huge growth from our new Dacta range and have already made our first sales.”

Strong competitor

For a Company with such vast experience in the industry, Corys Building Materials is aware of what it takes to be a success and considers that, in the main part, this lies with engaging skilled, experienced and motivated employees.

“Throughout our recruitment process we are very

Engaging skilled, experienced and motivated employees

Hepworth congratulated by one of Dubai’s largest developers because of an urgent issue on a site; Hepworth was able to get a technical team on-site within 20 minutes of receiving the first phone call from the client

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careful, ensuring that any potential new staff not only meet the requirements of the position we need to fill, but also have the personal values which are compatible with the Group’s core value set,” affirms Rowson. “Within the region, we have employees of approximately 30 different nationalities, who have diverse cultural, linguistic and religious backgrounds. This has created a highly varied working environment.

“For the manufacturing industry our staff turnover is low, which we believe is a strong reflection of the fact that our staff are highly committed and feel that they are a vital part of the working community.”

Corys Building Materials differentiates itself through its product quality, technical expertise and customer service. Recently, Hepworth was congratulated by one of Dubai’s largest developers because of an urgent issue on a site at the centre of

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Differentiated by product quality, technical expertise and customer service

Identifying new technologies and opportunities for the industry and region

the city. Hepworth was able to get a technical team on-site within 20 minutes of receiving the first phone call from the client.

“We are aiming to keep this level of fast response and strong customer relations throughout all sectors in the business. Corys Building Materials is already a strong competitor, but is getting even stronger, and in three years’ time we will be operating from more manufacturing sites and will have more retail outlets open through Corys Build Centre,” concludes Rowson.

“We have already identified some new technologies that we are keen to introduce to the region, and hope to have these launched and adopted by the industry in the next few years.

“We are particularly excited by the opportunities and challenges to be faced in the coming years as Dubai prepares for Expo 2020.”

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PIPE

PION Muna Noor makes the right pipe, at the right quality, for the right price as part of its never ending strive for manufacturing excellence Writer: Matthew Staff Project Manager: Tom Arnold

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una Noor has built its market-leading pipe manufacturing reputation upon a bedrock of excellence and the determination to be the best in everything it does; an ethos which acknowledges the challenges of the industry yet continues to find the optimum solution.

Now employing more than 450 people, across four factories in Oman, the pioneer and leader in the Middle Eastern pipe manufacturing domain can boast a key role in numerous innovative projects across multiple industries over the years; a testament to the brand’s progressive character, unrivalled capacities, and everexpanding product range.

“To date, Muna Noor’s divisions deliver large-scale and bespoke HDPE, uPVC, DWC and multi-layer HDPE pipes, fittings, plastic fabrication, lining for steel pipes, traditional and electro fusion welding solutions, complete irrigation systems, SCADA control systems and a multiplicity of valves and controls for water,” affirms the Company’s General Manager, Grant Phipps. “The Company continues to develop products and state-of-the-art solutions with the aim to exceed client expectations and collaborate on new and exciting projects.

“Muna Noor can offer unique pipe solutions for modern, unconventional and economic pipe laying applications in dredging, desalination, water and sewage, irrigation, oil & gas, telecoms, industrial, mining, construction and infrastructure sectors.”

Muna Noor’s superior offering is compounded by recognition and certification to this end - ISO 9001:2008 certification to be precise - and this primary commitment to deliver quality products and services to its loyal customer base has most recently been epitomised by a new venture in opening trade outlets across Oman and the Emirates to increase

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the distribution footprint of its aforementioned portfolio.

All told, this footprint comprises Muscat, Salalah, Barka and Sohar in Oman; Duqm and Dubai in the UAE; and further sales points across the GCC, Iran, Africa, and neighbouring Asian nations.

“Our latest large order came from Mozambique for large diameter PE pipes where 55 container loads were despatched in late November, 2016,” Phipps includes as an example of this

Boubyan Petrochemical Company (K.S.C) “Muna Noor’s quality and success has also been recognised by financial industry leaders in the region and has been made a subsidiary by the Boubyan Petrochemical Company (K.S.C), which is a blue chip Company of the Kuwait Stock Exchange and premium institution in Kuwait for investment in the field of petrochemicals by the private sector,” Phipps explains. “Boubyan Petrochemical Company is the first private-sector Company in Kuwait to invest in the governmentcontrolled petrochemical sector.

“The Company was established on 12 February, 1995, and started its business by taking a 10 percent equity stake in Equate Petrochemical Company, the world-scale petrochemical joint venture between the governmentowned Petrochemical Industries Company and Union Carbide Corporation (now a wholly-owned subsidiary of The Dow Chemical Company) of the United States.”

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excellence on an ever-expanding scale.

“We drive being the best there is in everything we do. Of course this is a never-ending and very difficult task, but we only believe in being the best there is in our class.”

Set up 42 years ago, initially as a plastic pipe manufacturer and as one of the first companies in Oman, Muna Noor’s evolution over the years to its current status under the stewardship of Boubyan Petrochemicals is indicative of the progressive philosophy it tries to adhere to; continuously looking at new and innovative ways to market.

Go-to Company

“Two good examples of this are the recently installed double-wall corrugated polypropylene pipe production line installed in our Sohar factory, the only one of its type in the GCC,” Phipps enthuses. “This line produces an extremely strong polypropylene pipe for drainage and sewerage. The pipe has a socket jointing system that allows for the pipes to be installed very quickly.

“The second example is installed in the same factory and is the only 1,200 millimetre multi-layer polyethylene pipe facility in the GCC.

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JORDAN CARBONATE COMPANY

Jordan Carbonate Company are major producers and exporters of various grades of

Calcium Carbonate N AT U R A L A N D T R E AT E D

with production capacity of 400KMT/year

P.O.Box 1059, Amman 11118 Jordan Tel +962 6 5665517 Fax +962 6 5664668 sales@jordancarbonate.com

leading through

a global network

One of the world’s leading producer of PVC stabilizers and metallic soaps.

We supply many customers in the PVC processing, petrochemical, food personal care, pharmaceuticals, and rubber, cement and coating industries around the world.

SunAce Gulf Co. Ltd

| T: +966 13 341 2230 / 2240

E: sales@sunace.com.sa | P.O. Box 11121, Jubail Industrial City 31961, Saudi Arabia

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“This new generation of multi-layer HDPE pipe is ideal for the poor and stony soils of the Oman and other GCC & MENA countries which can produce high stresses in the pipe wall when sharp objects press on the buried pipe.”

Overcoming regional and industrial challenges to reach the desired solution is a trait synonymous with Muna Noor and this reputation spreads further into its trading divisions; incepting innovative new designs for customers across its trading outlets.

Phipps continues: “The new design features a number of firsts for Muna Noor and Oman. Reducing the length of the trade counter removes physical barriers between customers and employees, to create a bright and open environment. The office areas have now been integrated into the branch itself, making it far easier for branch staff to greet and service customers. Merchandising has also been introduced, with a range of fastmoving stock, trade essentials and seasonal items on immediate hand for self-selection.

“While customers are selecting products they need, they can take advantage of coffee, water and comfortable seating provided to enhance their experience.”

At the time of the Salalah facility’s launch, Phipps described the unveiling as a “massive landmark” while also emphasising the need to use it as a launch pad for new locations to be opened in 2017.

“We need to ensure we maintain our momentum for growth and reach our target of becoming the ‘go-to Company’ for PVC, polyethylene and double-wall corrugated pipes.

“In addition, a larger range of valves, irrigation equipment, solvent cements and pipe fittings will be stocked in each branch. Throughout the next year the stock range will grow into new areas to fully service our customers’ needs.”

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Growing the Omani economy

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Constantly upgrading its plant and facilities to stay at the leading edge of technology and process developments, Muna Noor has gone as far as to work with a German university in order to implement the very best in global production operations.

And to complement this adherence to mechanical and operational excellence, the business’s employment and personnel strategy is every bit as refined.

“Recent management changes have brought about a new extremely progressive culture, simply based upon getting it right every time,” Phipps says. “We are now a customer-facing Company that is evolving very quickly to provide our customers with a total solution.

“We have a policy of obtaining the

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very best personnel we can in order to keep the Company ahead in this skills race, and this means that we scour the world for the best-in-class.

We have Omani, Indian, English, Polish, Egyptian, Jordanian, American and Lebanese staff, while remaining very committed to the Omanisation process and placing a big emphasis on employing local Omanis wherever possible.

“Oman supports us and we support Oman.”

Simultaneously, Muna Noor is also working hard to embrace the most modern and advanced technologies on an internal level to improve efficiencies - a focus that has embraced enhanced automation, a new website, and a comprehensive ERP system - while also bridging the gap between the

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industrial world and the surrounding Omani communities via a vastly growing corporate social responsibility arm.

As a master agent in the GCC trading world, and a long-time leader in the manufacturing domain, the responsibility placed at Muna Noor’s doorstep to drive Omani growth is one that is not only accepted, but embraced as it looks towards the next stage of its impressive development.

“My desire is for Muna Noor to grow to sufficient size and profitability, to float Muna Noor on the Omani stock exchange, and to ensure that we have the most content and safe workforce within Oman.

“Ultimately, we want to make sure that we will have ‘done our bit’ for Oman with regard to growing exports and the Omani economy.”

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Palestine’s Financial

As a leading bank in The Middle East, Bank of Palestine recognises its responsibility to promote financial inclusion, and is subsequently adopting the most agile of innovations to meet this core need Writer: Matthew Staff Project Manager: Stuart Parker

FLAG Bearers he Bank of Palestine is successfully mirroring the region in which it operates as both Company and state seek to exist with a level of vibrancy, entrepreneurship and industry befitting of a recent equality and millennial-driven evolution.

As the largest financial institution in Palestine, the responsibility taken on by the Bank to encourage and instil financial inclusion in the region has ensured that the notion is part of its DNA; working towards achieving higher goals on a yearly basis, and raising the bar of financial inclusion across all segments of society through its innovative banking solutions.

“The bank has taken its all-inclusive approach at financial inclusion to new heights. This is so because Palestine is still under a regime of lingering occupation that dictates a geographic reality between its different metropolis and countryside with some hindrance to accessibility and movement,” Chairman and General Manager, Hashim Shawa explains. “Therefore, it was incumbent upon the Bank to apply a dual approach of both physical and virtual connectivity to customers

via an extensive branch network and electronic mobile banking; as well as by targeting segments of the population in city centres and remote villages alike.

“The Bank of Palestine has also continued to focus on financing and supporting micro, small, and medium sized enterprises (MSME), given the fact it is the engine of growth in an emerging economy like Palestine, and it contributes to reducing unemployment and increasing labour force productivity as a consequence.”

Chairman and General Manager, Hashim Shawa

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AD ICSFS Complete Suite of Business Modules 2015.pdf 1 15/06/2015 12:44:04 PM

AD ICSFS Complete Suite of Business Modules 2015.pdf 1 15/06/2015 12:44:04 PM

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CS Financial Systems Ltd. (ICSFS) provides business and technology solutions for financial institutions across the world. The Company’s success can be attributed to its turnkey offerings, including ICS BANKS® and ICS BANKS® ISLAMIC universal banking and financial software, which is a complete suite of banking business modules with varied functionalities and features addressing business needs and delivering a wide range of professional services to automate and streamline banking services.

The software has been the leading and preferred banking application for the MEA region, covering the entire financial services sector, from universal, retail, wholesale, corporate, commercial banking to investment, Islamic, finance lease and microfinance banking.

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Managing Director of ICSFS, Robert Hazboun, comments: “Our Universal Banking Suite has been deployed in the Palestinian territory since 1994, and with our own regional office located in Ramallah, we cater for all our Palestinian customers’ needs and requirements.”

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According to the number of banks listed by The Palestine Monetary Authority (PMA), ICS BANKS banking users make 67 percent of the total Palestinian banking sector.

Hazboun continues: “One of our main references in Palestine is Bank of Palestine, which is the biggest Palestinian bank. It continues to be one of our most successful partnerships, stretching back to the 2000s.

Since then, we have been a pioneer in utilising Bank of Palestine with the latest technologies to provide ICSFS’ utmost banking solutions, addressing their business requirements in one integrated and open system software, providing a 360 degree view of the customer’s exposure.

“In addition to our software embedded ServiceOriented-Architecture (SOA), we are proud to say that our banking system is cloud-ready and deployed in a multi-tiered setup that runs in a Thin-Client and best-in-class database solutions.”

ICSFS’ success is largely attributed to its market understanding, working closely with customers, advising them to adopt the international banking standards, while addressing their local requirements. The Company’s systems use the latest technologies which provide built-in disaster recovery, flexibility, data integrity and high performance. All modules are fully integrated, which streamlines data flow within the system, providing faster and easy-to-use software.

Hazboun concludes: “Today we are banking on a smart planet, where financial institutions and banks are obliged to connect with their customers anywhere and anytime. This is exerting pressure on them to open their infrastructure and push their services to banking and non-banking customers.

“This will, in turn, lead to challenges of scalability, performance, security and cost.

Our banking application software ICS BANKS helps banks to transform their operational procedures to meet current and future financial industry standards through applying best practices, innovative products and services and customer centricity,” Hazboun adds. “Within the near future, ICS BANKS will announce the readiness of its first Digital Banking System.”

www.icsfs.com

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VISA ELECTRONIC PAYMENTS BRING BENEFITS TO PALESTINE While the idea of a cashless society might sound far-fetched, banks are pushing to introduce it sooner than you think.

The rise of electronic payments over the last 20 years - via smartphones and debit and credit cards in particular - has enabled consumers across the globe to pay for goods and services significantly faster and more easily. But not only are remote transactions more convenient than using cash, they are proving to be important drivers of economic growth and financial inclusion, especially in developing countries.

Visa has forged a productive partnership with Bank of Palestine to promote and update the country’s banking sector with market-leading initiatives to improve general awareness and access to financial services. Through this strategic partnership, digital and Point of Sale (POS) systems are now being used by an increasing number of people and businesses across Palestine.

Similarly facilitating entrepreneurial growth, enhanced living standards and ongoing business development, the Bank of Palestine’s sophisticated products, services and consultancy status has contributed towards several sectors including commerce, services, industry, agriculture, tourism and construction; while also launching services such as the Business Toolkit Website to support previously unaccounted for sub-strands including MSMEs and female entrepreneurs.

“Since women are a core focus of the bank we have created banking products that meet the needs of women. The Felestineya programme offers banking products and services that meet the needs of female clients,” Shawa notes. “These products include a collateral-free loan for women in business, and a loan guaranteed by gold for women.

“The Bank of Palestine (BOP) was

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Since women are a core focus of the bank we have created banking products that meet the needs of women

Aside from the obvious convenience, electronic payment solutions provide a variety of benefits for users. Visa Signature, for example, is a fully secure credit card scheme that offers flexible payment terms and rewards for usage.

Premium products like this encourage spending and are particularly attractive to SMEs and governments that have regular expenses and need to collect payments.

Palestine’s ecommerce Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx industry is also set to grow as a result of the expansion in accessible platforms for cashless payments. Although we still have a long way to go before cash is obsolete, the many benefits of adopting electronic payments technology will have a transformative impact on Palestine.

By Nabil Tabbara, General Manager, Levant, Visa

www.visamiddleeast.com/ smallwins Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

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A market-leading 66 branch network BOP, Ibtikar and the entrepreneurs

the first bank to allow women to open children’s savings accounts for their children without needing the permission of the father. The programme also offers a full nonfinancial advisory services programme.

“This work has earned us the Best Global Bank Award in Financial Inclusion by the Banker Magazine of the Financial Times in December, 2016; in addition to numerous regional awards as best bank in financial inclusion in the Middle East.”

Agile innovation

Once again emphasising the ethos of financial inclusion, the bridging of advanced banking and corporate social responsibility has been the pillar of BOP’s success since its establishment in 1960; continuously evolving on a backdrop of humanity, friendliness, social promotion, customer care and inclusive banking.

Overcoming numerous political and

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...the Bank has remained faithful to the core values of the founders; and as such continues to grow with global standards while remaining local at heart

societal objections and challenges along the way, its unwavering mission and vision has manifested in numerous landmark moments including its presence in the West Bank in the early 1990s, its modernisation into swift service a few years after, and the introduction of ATMs and card processing centres as well.

“Despite this growth, the Bank has remained faithful to the core values of the founders; and as such continues to grow with global standards while remaining local at heart,” Shawa emphasises. “The Bank has also put itself on the path to combine agile innovation in finance and banking, with its intrinsic values geared to provide an impact on human and economic development at home and around the globe.

“As of 2016, the Bank has assets above the threshold of US$4 billion compared to its asset base of US$400,000 when it started in 1960.

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This growth has provided the Bank with its leadership position in all aspects of the operations.”

Compounding these statistics is a market-leading 66 branch network, a capital figure of US$195 million, 1,600 employees, 780,000 customers, confirmed institutionalisation, listing on the Palestine Exchange, and assets in the third quarter of 2016 amounting to more than US$4.2 billion.

The reason behind such sustained triumph and growth has been the Bank’s ability to operate effectively in a volatile environment; being tasked with ensuring strong corporate governance and in complying with the stringent regulatory environment in which it operates in some cases.

“All of this physical expansion is not enough on its own to keep growing and achieving inclusive banking services of all regions in Palestine; especially if you factor in the younger population and the advent of technology, such as 3G technology becoming available in 2017,” Shawa continues. “The Bank’s foray into financial inclusion via technology was first done with the Bank’s subsidiary, PalPay® – Palestine Payments – which was established in 2011 and which is accepting payments and mobile top-ups on POS and online; especially for the unbanked in Palestine’s hinterland.”

“In an effort to also improve customer experience

New Titanium MasterCard through its partnership with Royal Jordanian

This growth has provided the Bank with its leadership position in all aspects of the operations.”

Compounding these statistics is a market-leading 66 branch network, a capital figure of US$195 million, 1,600 employees, 780,000 customers, confirmed institutionalisation, listing on the Palestine Exchange,

and assets in the third quarter of 2016 amounting to more than US$4.2 billion.

The reason behind such sustained triumph and growth has been the Bank’s ability to operate effectively in a volatile environment; being tasked with ensuring strong corporate governance and in complying with the stringent regulatory environment in which it operates in some cases.

“All of this physical expansion is not enough on its own to keep growing and achieving inclusive banking services of all regions in Palestine; especially if you factor in the younger population and the advent of technology, such as 3G technology becoming available in 2017,” Shawa continues. “The Bank’s foray into financial inclusion via technology was first done with the Bank’s subsidiary, PalPay® – Palestine Payments – which was established in 2011 and which is accepting payments and mobile top-ups on POS and online; especially for the unbanked in Palestine’s hinterland.”

“In an effort to also improve customer experience

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Madeleine - the first fisherwoman in Gaza, epitomises the kinds of enrichment that BOP strives for in Palestine

and enhance electronic banking, the Bank in 2016 signed an agreement with Royal Jordanian (RJ) airline to issue a co-branded Titanium MasterCard allowing cardholders to earn air miles with RJ every time they use the card.

Additionally, Visa Electron cards were switched to Visa Debit cards; helping to further promote more plastic business and improving customer experience via more e-channels and instant digital banking services.�

Full coverage of banking services

A subsequent diversification with PalPay has cemented further mobile banking development over the past

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couple of years, again addressing more modern financial portals, and the younger generations most likely to benefit from such services.

This has subsequently led to a more refined strategy honing in on sustained profit growth based around expansion, efficiency and technological advancement.

Shawa explains: “With a growth in assets, it allows more expansion and market share as a result of key acquisitions. Today, the Bank of Palestine is acting as a Group with additional resources and full coverage of banking services including Islamic Banking Solutions. “

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“In terms of capital investments, 2016 was highlighted by two important strategic banking acquisition deals: the first deal was a merger deal whereby the Palestine Commercial Bank successfully merged with the Bank of Palestine in a share swap of 3:1 in favour of the BOP share; while the second deal was the acquisition of an additional 31 percent stake in the Arab Islamic Bank (AIB). This share acquisition allowed the Bank of Palestine to become a majority shareholder in an Islamic Banking operation in Palestine, holding 51.98 percent of AIB shares.”

Cognisant of its duty to serve more than 7.6 million Palestinians living in the diaspora, acquisitions and partnerships such as these help to instil a sense of trust that the Bank is building for the future in a region in need of financial stability. This same ethos is applied internally too via an employment strategy built around personnel investment, knowledge sharing, life skills, wellbeing and youth development.

“We are eager to enhance the internal culture ensuring that this is reflected on business and customer interfaces,” Shawa states.

This philosophy fits within a wider mission of providing impeccable banking services to Palestinians at home and abroad; implemented with best international standards and engagements in tow. To achieve this, a plethora of local and international partnerships have been formed, including with the likes of ICS Financial Services, the Arab Islamic Bank, VISA, PalPay, Al-Wasata Securities, and many more; all with a view of expanding the Bank’s network, knowledge base, investment portfolio, and accessibility to innovation.

Win-win formula

From a social perspective, the focus has revolved around supporting the entrepreneur ecosystem, remaining

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Palestinian university graduates will benefit from Ibtikar funding

We compare ourselves to international peers and bring it home to local practice. We do not imitate but look up to good models and good innovators

proactive in promoting the country’s youth population, and creating tangible partnerships once again to add further clout to this mission.

“For example, the Bank - along with several like-minded partners has established a $10 million Ibtikar Fund,” Shawa says. “The objective of this fund is to invest selectively in Palestinian early stage innovative

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ventures (focusing primarily in the ICT sectors) that, through active participation of the fund managers and a network of experienced mentors, lead to successful results and enables companies to grow and create returns for investors.

“The effects of this fund will go beyond the hoped-for returns to investors and will positively impact the Palestinian economy and create employment opportunities for young Palestinian university graduates.

“Social causes and community commitments are dear to our heart as a Bank and as individuals. To this end, we have fostered partnerships with many likeminded value-driven entities and individuals from Palestine and around the globe to help the community in education, in sports, in health, and in culture.”

A 12-hour music marathon concert benefiting breast cancer awareness in Palestine, raised more than US$1 million epitomises the kind of events that the Bank of Palestine is involved in; also offering an ultimate example of its key market differentiator to work from the heart and to showcase its commitment to best practice banking.

Shawa concludes: “We compare ourselves to international peers and bring it home to local practice. We do not imitate but look up to good models and good innovators. We become members in organisations that are global because of values, we take our customers seriously, we take our community seriously, and we work with our partners in a win-win formula.

“That is what sets us apart and in the future we hope to be the number one bank in Palestine; not just in size but in technological innovation, in customer experience and in our ability to help grow the Palestinian economy while deeply entrenched in value banking.

“We carry the national flag in our brand and name, and this is a heavy responsibility that we carry with pride every day.”

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Good Practice A Market leader in

As a Group fiercely protective of its unique culture, multinational insurance specialist, JLT is optimising its MENA operations as part of its current, concerted expansion phase Writer: Matthew Staff | Project Manager: Stuart Parker

s one of the world’s leading providers of insurance, reinsurance and employee benefit advice, brokerage and associated services; JLT’s 135-country footprint is indicative of a multinational offering driven by a locally-sensitive approach.

In the MENA region, JLT’s first foray into Dubai began in the 2000s, the division subsequently growing to become the territory’s leading speciality business; covering a multitude of sectors including energy, construction, marine and financial lines.

“Our specialist teams focus on those sectors where we have a distinctive level of knowledge and expertise,” adds the Company’s Chief Executive Officer for the MENA region, John O’Flaherty. “Working in partnership with clients to manage the key risks they face, we act as their intermediary

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John O’Flaherty, CEO

with insurers and reinsurers as well as providing related risk management, analytical, advisory and other services.

“Recently, in 2014, partnering with Istithmar World, JLT acquired a stake in Insure Direct (Brokers) LLC, an onshore retail insurance operation in Dubai. This has provided JLT with a comprehensive platform from which

to grow its businesses across the region, servicing retail (corporate) and wholesale (insurance and reinsurance companies) clients alike, across a variety of classes of insurance. This acquisition also gave JLT a physical presence in Bahrain.

“Wherever we operate, we have the culture, strategy and commitment to clients that set us apart.”

On a global scale, JLT’s deep expertise and entrepreneurial culture facilitates the insights, creative freedom and tenacity required to go beyond the expected and into the value-add domain. Adopting a ‘Client First’ philosophy as part of its core operating principles, such an approach also manifests in the form of a constant balance between strategic consolidation and proactive expansion; an ethos which brought its services to both global and regional clients in the MENA region to begin with, and

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RAK INSURANCE

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LT (Jardine Lloyd Thompson) as the name suggest is one of the top five insurance brokers in the world with strong base across the globe, Jardine Insurance Brokers was formed

by Jardine Matheson many years ago and subsequently became a listed company in which Jardine Matheson retained a majority interest. JLT was created in 1997 when Jardine Insurance Brokers plc merged with Lloyd Thompson Group plc. As a consequence of that transaction, Jardine Matheson retained a shareholding of 30 percent in the merged business. In 2011 Jardine Matheson increased its shareholding in JLT from 30 percent to 40 percent.

Insure direct now acquired by JLT has been one of the key partners for RAK Insurance for almost a decade now and they been a driving force in the sensational growth for RAK Insurance over the last five years or so, specialised in managing Property and Casualty along with Health insurance segment.

They have excelled in all areas of their operations with highly professional attitude of their staff who understand their clients’ requirements and never fail to deliver on their commitments towards their clients which RAK Insurance admires about JLT.

One of the world’s leading providers of insurance

one that fulfils the Company’s goal to “deliver a fully-considered service to our clients, driven by our desire to take a holistic view of our clients’ exposures, to deliver comprehensive risk management solutions”.

O’Flaherty continues: “Where we seek to differentiate ourselves is by becoming a trusted advisor to our clients where we become more than simply another broker reflecting prices back to a client.

“We work strenuously to help our clients deal with their challenges in what is a difficult financial climate in the region. We do this for large and small corporate clients alike, often across the region working with our partners, through specifically focused packages that are discussed carefully and agreed with clients. Our goal is to ensure our clients get what they want, with no surprises; or if there are, only on the upside.”

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We work strenuously to help our clients deal with their challenges in what is a difficult financial climate

Their volumes speaks a lot about their partnership with RAK Insurance, currently they stand as the second Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx highest partner for RAK Insurance in terms of their GWP. RAK Insurance is delighted to have JLT as one of the most professional business partners.

Faisal Abbas Senior Broker Development Manager

T 800 RAKI (7254)

www.rakinsurance.com Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx

Download Download the the app. app. Experience Experience the the brand. brand.

RAK Insurance mobile app is now available for download. It offers: RAK Insurance mobile app is now available for download. It offers: • Easy access to your medical network Easyaaccess to your medical network •• Buy wide range of insurance products online Buy a wide range ofportal insurance products online •• Exclusive customer Exclusive customer portal •• Emergency contact services Emergency contact services •• Simple and hassle-free guidelines on how to make a claim • Simple and hassle-free guidelines on how to make a claim We believe that a beautiful tomorrow begins with a wiser today.

We believe that a beautiful tomorrow begins with a wiser today.

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Product delivery

As well as service acumen and continuous improvement, the sheer history and prestige of JLT stands as a differentiator for the Group, its origins going back as far as 1832 before evolving via a merger between Jardine Matheson and Lloyd Thompson in 1997 to form the world-renowned ‘JLT’ that exists today.

Now present in 40 countries - 135 when incorporating its partner presence - and employing more than 10,000 people, JLT’s footprint is unrivalled; and it has a service portfolio befitting of such a market stronghold.

“Through our retail broking platform, JLT covers both the general insurance and employee benefits sectors, offering insurance solutions to meet a broad range of corporate client needs,” James Vincent, JLT’s Chief Operating Officer for the MENA Region explains. “General insurance covers everything from workmen’s

JLT has an enterprise business covering the needs of SMEs in the corporate sector

Through our retail broking platform, JLT covers both the general insurance and employee benefits sectors, offering insurance solutions to meet a broad range of corporate client needs

JLT has an extensive speciality business arm

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compensation, third party liability, buildings and contents, through to more specialised lines such as Strata, directors and officers and drone cover.

As part of the General Insurance offering, we also have an enterprise business which covers the needs of the small to medium sized corporate sector and personal insurance for select clients.

“The employee benefits (EB) business in the region covers primarily health and life insurance for corporate clients. The expertise of the EB

team tailors insurance company and coverage options specifically to cater for client demands in terms of both comprehensiveness of coverage and price; their goal is to find the best coverage for their clients matching a combination of price, quality and service levels to clients’ requirements.”

Consequently becoming a preferred partner across both these domains in the region, its specialty business arm is every bit as extensive; offering sophisticated specialty products through the peaks and troughs of the commodity price cycle to all aforementioned sectors.

The Group’s international outlook also pays off in areas like this when massive global events such as Expo 2020 and the FIFA World Cup come to town in the years to come.

O’Flaherty notes: “Our energy, renewables and construction businesses [in particular] are closely aligned in the region, working on not only key infrastructure projects but

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also serving the hydrocarbon sector in particular. In our immediate region, Expo 2020 in Dubai and the 2022 World Cup in Qatar have been drivers of some of the key development projects such as Qatar Rail, the creation of new stadiums in Doha and the expansion of South Dubai as the Emirate grows the area including the Maktoum airport, around which Expo will centre.

“A constantly evolving and complex political situation in the region is also driving our credit, political and security risk practice, as clients seek to mitigate both known risk and unforeseen outcomes.”

“We are continuously looking at new requirements for the market, a significant amount of research goes into these products, and we scour JLT’s global presence and product library as a starting point for new product delivery.”

A prime example of this is the stilldeveloping common ownership model for residential properties in Dubai amid new laws and regulations; again showcasing to clients the ability to keep on top of fluctuating or changing trends, and being flexible enough to adapt its service offering when required.

A market leader in good practice

JLT has recently compounded its influence in the region via its takeover of IDB (Insure Direct Brokers), subsequently bringing together its focuses under one roof in the Burj Al Salam, Dubai, while also instilling enhanced collaboration into the business’s mindset when approaching potential client challenges.

“An important part of this move was also to bring the Dubai onshore operation (IDB) onto the JLT Group platform, to leverage the expertise afforded by JLT’s operational and procedural experience,” Vincent says.

“This centres on common IT platforms and solutions as well as working towards a common operating model to facilitate operational efficiencies.”

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AVIATION “The UAE, and specifically Dubai, has emerged as a strategic location to access business across the MEA region and, despite some of JLT’s core competitors having already established some form of aerospace presence, we consider that the market remains relatively Brendan Ryan uncrowded and underserved in the general aviation segment; particularly in terms of direct technical expertise,” Brendan Ryan, Executive Director at JLT Group Company, Hayward Aviation - based in Dubai - states in regards to JLT’s evolving aviation influence. “By having a presence on the ground in Dubai - which is a priority within our aviation strategy - we can provide enhanced local support to existing aviation clientele within MEA, our target footprint.

“Using Dubai as a hub allows us also to spend a significant amount of time outside the UAE visiting both new and existing aviation clients. The local presence also provides direct support to the Group’s various international expansion initiatives from a client facing perspective whilst, at the same time, contributing directly to the growing success and overall development of London’s specialty business.”

A great example of this client focus in the aviation space is through the increasing regulation around the use of drones (remotely or autonomously piloted aircraft), the Company having worked closely with the UAE Civil Aviation Authority to develop a risk management product to meet mandatory insurance requirements.

Ryan elaborates: “We would expect to see further regulation coming into force following the rapid increase also in the use of these vehicles privately: this is believed to have been the cause of the well-publicised incident that led to the temporary closure of Dubai Airport for a significant period of time.

The shut-down had a significant financial impact on the airport.

“With a continuing focus on client needs, we are now looking at products to cater for the requirements of private aircraft owners and the non-airline side of the market.”

Dubai airport

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Capital investments and strategic acquisitions are always on the table to ensure the Company’s ongoing operational progression, improved response times, and enhanced service levels. And compounding this notion even further is a team of loyal and innovative employees completely bought in to the JLT culture.

Vincent continues: “We seek to work to the highest global standards, raising levels in the local market. This has been a key aspect of the transition of IDB from a local broker with local operating procedures and standards, to part of a world-class insurance broking group.

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We seek to work to the highest global standards, raising levels in the local market

“As a Group, we are fiercely protective of our unique culture. JLT is a multinational company with the mindset of a specialist, entrepreneurial business.

We attract and retain the best talent by valuing and celebrating their deep expertise; and our clients, colleagues and trading partners want to work with us because of this culture.”

Resultantly thriving as a local business conducting business to international standards, the Emiratisation occurring within the Company in the Middle East is testament to not just its local quality of offering, or its corporate social

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responsibility adherence; but to an equally stringent commitment to forming a sustainable legacy in the region.

“We think there are some very exciting opportunities across the region, and over the coming years, we envisage our businesses being significantly larger than it is today, with us being known as a local broker with international reach and an international broker with local reach,” O’Flaherty concludes. “Where we differ is that we don’t necessarily seek to be all things to all men; we intend to build the reach but want to remain

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nimble and flexible enough to retain our entrepreneurial spirit and for our clients to see that in the way we work with them.

“JLT’s regional operations aspire to operate at the global standards set by the Group. This not only applies to our due diligence standards but to the way in which we deal with our clients and the transparency we afford them over the way we conduct our business with them.

“We aim to be a market leader in good practice, ultimately helping to drive the local market to global standards.”

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Elements Fundamental

Create Impeccable Standards 7-Eleven UAE’s business model has set the standard for neighbourhood convenience stores in the Middle East Writer: Phoebe Calver | Project Manager: Josh Mann

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oasting more than 61,000 stores to its name in 18 countries and territories, Seven Emirates Investments LLC is embarking on an innovative 10-year business plan to expand its enterprise for bringing 7-Elven to UAE. The Company began its operations 90 years ago in Dallas, Texas and was known as The Southland Corporation until the corporate name was changed to 7-Eleven Inc in 1999. Since then it has continuously grown, producing excellence in franchise systems and high standards in its day-to-day operations.

In 2014 Seven Emirates Investment LLC concluded a master franchise agreement with 7-Eleven Inc to embark on launching 7-Eleven stores in the UAE, applying Japanese best practices with on-site support from an expert Japanese team of business consultants to implement this.

“The 7-Eleven business model places emphasis on fresh merchandise, innovative inventory management techniques and numerous technological improvements that have been successfully implemented in Japan,” explains Khamis Al Subousi, President at Seven Emirates Investments LLC. “In collaboration with 7-Eleven Inc. and 7-Eleven Japan, we opened our first store in October, 2015, located in downtown Dubai.”

It is hoped that the Company will become the business model in the UAE for neighbourhood convenience stores, with a long-term view of creating a service offering of modern and advanced convenience store services which will keep pace with the country’s economic and social development.

The Company is a purely local Company, and in the UAE it is continuing to develop and implement safe and comfortable neighbourhood convenience stores which are operational 24-seven and offer a wide variety of products and services to meet each customer’s needs.

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“We really want to place a lot of emphasis on ensuring we can reach our customer’s requirements while also increasing their happiness during the shopping experience in our stores,” continues Al Subousi. “This, compounded by impeccable standards throughout our stores, sets us apart in the industry and is helping to compound our aims of becoming the standardised business model.”

Market concentration

The Company has created a one-stopshop type environment within the neighbourhood convenience store sector, providing the customer with a wide offering of food & drink as well as special and exclusive products, laundry services, free Wi-Fi, free delivery, ATMs, a dining area and much more.

“Our market concentration strategy throughout all 7-Eleven stores is linked in with our promise to be there for 52720_Coke_7-11 print ad_w160xh96mm_v1_ol_hi.pdf 1 1/16/17 5:35 PM our customers at all times,” adds Compounding a positive shopping experience with impeccable standards throughout its stores Khan. “This includes fulfilling those

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ELEVATING BAKING FROM A PROCESS TO A CRAFT

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requirements on the go, at the office, or in the comfort of their own homes.

“The diversity that we can offer at our 7-Eleven locations is essential for building and managing a network of retail stores that will be capable of handling all of our customers’ requirements, wherever their destination may be.”

Even with the nature of the industry that has products going in and out of style rapidly, 7-Eleven has honed a range of long-established, tried and tested product favourites which are modified from time to time. This reflects the belief of the Company that ‘people get tired of eating the same food everyday’, and based on that theory; it realigns its merchandise to suit people’s ever-changing tastes.

Tanpin Kanri

When adapting to the Japanese best practice which 7-Eleven stores have been built on, there are four fundamental elements which have

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The diversity that we can offer at our 7-Eleven locations is essential for building and managing a network of retail stores that will be capable of handling all of our customers’ requirements...

been adopted in the UAE. “The aim of our best practice adoption is to respond to the customer’s needs at all times with two primary goals; maximising customer happiness and managing our current inventory,” clarifies Al Subousi. “We follow a fourstep process which includes product assortment, freshness, friendly service and cleanliness.”

In selecting various products which

Providing luxury customer services to all community members in the UAE

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meet the needs of local customers it enables the Company to achieve its goal efficiently, consistently and to high standards. Having built a name for itself in the industry and with a trusted reputation, its fresh and reliable produce can be enjoyed safely.

“Tanpin Kanri is a Japanese word which means item by item management, and we believe that the core success of 7-Eleven Japan

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lies within the Tanpin Kanri process,” continues Al Subousi. “The approach we take to merchandising with Tanpin Kanri takes into consideration the demands placed on stores, on a storeby-store and product-by-product basis.

“Essentially, it empowers store-level retail clerks to tailor their suggested product assortments and make orders based on their own educated hypothesis of how elements such as the neighbourhood, weather, local events, time of day, advertising and other immediate and local factors will have an impact on the demand place upon them. “

Luxury customer services

The Company’s business technique and operational mechanism has been built to provide luxury customer services to all of its community members in the UAE; with its commitment to service excellence which is enabling it to increase the Company footprint on a regular basis.

“Currently we are studying

strategic partnership opportunities with developers and hotels to identify attractive locations,” affirms Al Subousi. “Enhancing customer expectations and experience by continuing to develop our varieties of merchandise, while exploring other new options, has helped to firmly

place us in the market as the one-stopshop.”

As ever increasingly high population growth is being recorded in the country, compounded by an increasing number of tall office buildings being constructed, the demand on convenience stores is rapidly increasing.

For 7-Eleven stores this is absolutely perfect as the higher number of office workers require retail outlets where they will be able to purchase everything they need in one go during their work hours.

Al Subousi concludes: “This growth is driving us to focus our energies on the core business, following the demand of our customers looking for premium products; in particular the ‘grab and go’ items such as sandwiches and coffee. We continually listen to the demands of our customers and as we grow we will adapt our range to suit their needs and satisfy the demands they place upon our store.”

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Ecommerce Revolution LEADING THE

Tawseel is entering its 10th year in a sector which now proudly lists the Company as Kuwait’s largest online retailer Writer: Phoebe Calver | Project Manager: Joshua Mann

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ith early success in the retail industry, Tawseel Ecommerce Group (Tawseel General Trading W.L.L) continues to grow and evolve successfully as it moves into its 10th year. The Kuwaitbased electronic commerce Company currently boasts the title of Kuwait’s largest online retailer, while also retaining its local identity, with sales and logistics offices in both Riyadh and Dubai.

In its present form, Tawseel Ecommerce Group owns and operates five websites: Sheeel.com, Digumz. com, Thouqi.com, Berwaz.com and Taw9eel.com; the latter being the

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Group’s first ever platform and subsequent market leader in the industry.

“Taw9eel is Kuwait’s largest hyper e-store, with more than 20,000 items available to its customers,” comments Frank Berger, Chief Operating Officer at the Company.

“We are able to offer great deals on electronics, groceries, beauty, fashion, wholesale products and much more; all of our Taw9eel products are delivered within four hours of purchase.”

Sheeel.com ships its products to nine countries in the Middle East, offering electronics, beauty, home and gaming products, consistently beating its competitors with both its

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nchoo is a full-service ecommerce agency with a strong focus on creating unique customer experiences. We offer a complete set of services which will help your business thrive and we’re passionately dedicated to designing, building and supporting your growth.

We started out back in 2008 and ever since, we’ve been actively engaged with the ecommerce community via our blog. Our expertise has been further tested and proven as we got involved in the various ecommerce certification and partner programmes. Currently, we rank as one of the companies with the highest number of certified Magento employees which ensures delivery of complete solutions and support for the customer in the long run.

The Tawseel Group is a prominent advocate and supporter of home talent

online deals and day-to-day prices.

Alongside Sheeel.com, Digumz.com has specialised as the Company’s dedicated website for the booming gamer community.

As a particularly prominent advocate of supporting home talent, Thouqi. com has experienced rapid growth within women’s fashion, offering chic styles from leading MENA designers for the MENA region.

“The success that we’ve experienced with Berwaz.com is an accolade that the Company is very proud of, now as the largest online marketplace for art and artists in the Middle East,” affirms Berger. “Our unique website serves consumers and artists alike, we offer our customers a wide range of beautiful photographs, paintings, calligraphy and graphics to choose from, while also providing artists with a safe platform to sell their work.

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The success that we’ve experienced with Berwaz.com is an accolade that the Company is very proud of, now as the largest online marketplace for art and artists in the Middle East

We’ve been working with the Taw9eel group for five consecutive years and during that period we helped five of their projects thrive. Building fast and beautiful sites which are also stable, scalable and secure has been our pleasure, especially because we saw a strong growth in all of the KPIs. All of this shows our dedication to building long term relationships with our clients. We combine technical Xxxxxxxx xxxxxxxx xxxxxxxxxxx xxxxxxxxx excellence with expertise in online marketing and if you need ecommerce specialists who are going to help your business grow and increase revenue, we’re here for you.

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“A real differentiator for us is the additional facility we offer which allows customers to print and sell their own photographs or artwork at competitive prices; after opening in February, 2014, we now service nine countries in the Middle East.”

For the Company to remain competitive across all aforementioned sites in the ecommerce space, it is paramount that the levels of traffic throughout all sites maintains a healthy increase, and in 2016 Tawseel saw a strong 40 percent increase across all of its assets.

“We managed to do this while maintaining a focused customer acquisition scheme that improved our overall conversions,” explains Berger.

“Our conversion rates improved by 20 percent to, on average, reach 4.7 percent overall. In some cases our channels’s conversion rates improved to 7.75 percent (Taw9eel iOS App).”

Its growth so far is just a snapshot of the success to come

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The launch of iOS and android apps for the Company’s major assets, Taw9eel and Sheeel, in 2014 is one of the many commitments that Tawseel has made a success of over a short space of time. Another example of its commitment was the promise made in 2013 to deliver all Taw9eel products within four hours of purchase all over Kuwait, which the Company

has achieved, while maintaining its 24-seven service.

International marketing

As you would expect with the growth of any company, particularly when it is focusing on selling into international markets, a new and innovative approach needs to be taken to attract new business.

“In Saudi Arabia we operate our own warehouse and sales team in Riyadh, which supports the large and

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The Company commits to deliver all Taw9eel products within four hours of purchase all over Kuwait varied needs of Sheeel. com when shipping to all destinations in Saudi Arabia,” says Berger. “The plan is to launch Taw9eel.com in Saudi Arabia and Riyadh by the second quarter of 2017, with a future focus on Egypt.

“Thouqi.com already ships its products worldwide and we intend to

place more of an emphasis on our international marketing this year. We have a unique product offering that is well positioned for us to work with when it comes to international expansion.”

Appreciating the importance of a higher complexity that will arise in the Company’s move into international

waters, Tawseel consistently endeavours to develop its technology and offerings. In 2015, the Company was working through the development process of its own search engine, working with a similar technology to Apache Solr.

“Continuing with this process in 2016, we implemented a complex, deep learning platform based on Apache Prediction IO, Spark and Zookeeper among other technologies,” continues Berger.

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Continuously improving and protecting its products

“This is currently applied to product suggestions where we have seen an immediate impact on average purchase sizes; we plan to use this platform as a means of automating a large proportion of our on-site sales and marketing initiatives.”

Tried and tested

It is the nature of such a fast-paced industry that companies need to be dedicated to monitoring all new technologies and trends that are

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Logistical perspective The automation Tawseel relies on is the key to driving Company costs down

entering the market.

Berger explains: “When you miss out on technology, you’ll leave yourself very open to disruption and therefore the Company would experience losses or, even worse, being wiped out.”

Through close monitoring of the industry, Tawseel has recently found three points of interest to expand on. From a product development perspective, the democratisation of sellers which is currently occurring at

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Monitoring space to improve efficiencies

platform but this is a field which is still in its infancy; for 2017 and beyond we will make continued efforts to develop this platform and implement it across all of our sales, marketing and decision making.”

Tawseel is making profound efforts to ensure that the Company is constantly aware of the main competitive advantages and unique selling points, by asking itself a few questions to establish if it is worth the Company’s time: How could the Company improve and protect the product? How could it acquire more USPs? Where did a very fast rate in the Middle East and automation Tawseel relies on is the key the product go wrong and why?

North Africa region is attracting a lot of to driving Company costs down, and “Our future plans are then based on the answers we get from these attention from companies in this area. is an area of particular focus with new “We have set up all of our platforms technologies being developed every questions; we will launch initiatives to benefit from this trend; small to day; therefore it is having to monitor and experiment with those and tweak medium sized suppliers, merchants, this space to improve its efficiency, them, either with the intention to in particular with the previously restaurants, artists and fashion launch them with full backing or dump mentioned target to deliver all orders them and learn from our mistakes,” designers can benefit from plugging within four hours of purchase. into our various platforms, such as concludes Berger. “This is a tried and “From a technology perspective, tested cycle in which we are honest logistics, marketing and payment platforms with no upfront costs,” our main focus is on pursuing machine with ourselves and nothing is too continues Berger. learning and big data. We have already precious to be changed, improved built a strong machine learning upon or abandoned.”

From a logistical perspective, the

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Certifying

Quality in Solar Insurance

Solarif is taking a proactive approach to the ever-changing solar power insurance market Writer: Phoebe Calver | Project Manager: Matt Cole-Wilkin

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roviding insurance for photo voltaic panel manufacturers against defects and insolvency is a high risk enterprise, yet having found its niche in the market in the early stages of Company development, Solarif is going from strength to strength with its unique triangular business model.

Every PV project the Company encounters will be complex, with each venture differing greatly; therefore this requires each package to be tailor-made to the unique situation.

Composing such comprehensive packages, which are both affordable

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and provide solid coverage, requires a profound level of knowledge and thorough understanding of technical, commercial and economic aspects within the solar industry.

With its vast levels of expertise and triangular organisation structure and experience within the Company, Solarif has that knowledge.

The Synergetic Solarif Triangular Model is one of the Company’s most enticing differentiators, placing the client right in the centre, enabling them to fully benefit from all three divisions. In comparison with its market competitors Solarif uses

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these three arms, Insurance, Risk Management and Matchmaker, to provide a niche service which is tailormade around its client.

All three aspects work together cohesively, using Solarif Insurance to protect the client’s investment and returns, with Solarif Risk Management reducing the risk involved while securing the quality of the used panels and inverters, but also the quality of the installation itself. The Solarif Matchmaker service works to convert a client’s needs into an opportunity through effective networking.

The latter service unites project owners and investors, helping them to understand each other and work on the same wavelength. A huge advantage is the efficiency aspect for all parties involved, and knowing the profiles of solar investors. Therefore Solarif is able to bring the right investors on board, saving all parties a lot of time and money.

With Solarif’s extensive access to an ever-growing group of network companies that are active in the PV industry, the Company provides the perfect platform for investors, EPC’s and developers.

“The passion within the Company, combined with our insurance knowledge, international insurance network, quality control and certification, together with our unique Matchmaker service, has given us a name as an exceptional and innovative brand,” explains Harry Wolkenfelt, Chief Executive Officer at Solarif. “We have reached a stage now where our certification of PV modules has become a quality stamp within the market and commands a high level of respect. Once we are convinced of the quality of the modules, we are also willing to take the risk of bad quality by protecting the asset and revenues through our unique inherent defect coverage.”

The Company will identify the specific capabilities and needs of each client, converting its knowledge of the

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Extensive access to operators in the PV industry

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AXIS IS A POWERFUL

INSURANCE PARTNER At AXIS, we are experts at insuring solar energy projects around the globe.

We provide financial protection for every stage of a solar energy project, from development through operation, at project sizes ranging from residential to utility scale.

Our highly experienced Renewable Energy underwriters are adept at customizing coverage for project developers, owner/operators, EPCs and O&M providers. We offer a broad array of specialty products, including: 

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You can be confident knowing that all of our policies are backed by the A+ rated strength of the AXIS insurance companies. For world-class insurance solutions, please speak with your insurance broker or visit www.axiscapital.com.

E-mail us at AxisRenewables@axiscapital.com Coverages are underwritten by member companies of the AXIS group of insurance companies.

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POWER CLOUDS INC.

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ower Clouds Inc. develops sustainable energy projects and plans, launches and manages photovoltaic power installations throughout the world.

Thanks to a network of engineers, suppliers, expert builders and partner companies, and thanks to national incentives, the Company is able to identify the best locations for upcoming installations.

A team of specialists and internationally active project leaders, who have specific competence in the photovoltaic field and in the green economy, make Power Clouds Inc. an emerging reality in the field of renewable energies.

T +1 3477 17 4966 E info@powercloudsinc.com

www.powercloudsinc.com

market into concrete opportunities in a sophisticated and professional manner.

For example, within Matchmaker that the highly advanced system ensures that buyers and sellers will only be contacted when there is a high probability of completion which saves time and money across the board.

Cornering a niche market

The Compact nature of the Company has allowed it to corner the market in solar insurance in the eight years since inception. Having become an authority in the industry, it has been able to make a real difference in comparison with larger insurance companies which work worldwide but often lack specific focus.

The Company began operations in February, 2009 under the name Solar Insurance & Finance, with a website under the brand, Solarif. In 2015, along with a complete overhaul of the Company brand, its title was officially changed to the latter, capitalising on

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the recognition that had by then been established.

Wolkenfelt comments: “As we set up business in Holland eight years ago there wasn’t anything like us on the market, therefore we knew as soon as the Dutch market was up and running we would be well positioned at the front.”

After establishing itself as an insurance broker and underwriting agency Solarif insured all kinds of solar modules against inherent defect. Later on the Company realised the risk was too high and therefore decided to solely insure Solarif-certified panels, signifying the beginning of Solarif Risk Management.

“If a factory meets our stringent requirements and is approved, we shall certify that factory; only clients with certified panels in their projects are allowed to buy the additional Inherent defect insurance in addition to our Operational all risk insurance,” adds Wolkenfelt.

Certifying the panels provides

numerous advantages for all parties involved, namely positive outcomes for the manufacturer, the insurer and the insured. The manufacturer will see an incremental improvement across its sales, while the insurer will experience a decrement in the amount of claims, compounded by a substantial drop in financial risks and higher overall revenue for the insured, also making finance easier and sometimes even cheaper.

“An added bonus that we can offer the certified panel manufacturers is our Inherent Defect Coverage for their clients. The combination of the two creates a unique insurance offering, setting us apart from other larger insurance companies,” clarifies Wolkenfelt.

It is possible for inherent defects to lead to serious damage and it is hard for an inexperienced eye to judge the quality as each solar panel is different to another. Solarif’s insurance will protect the investment and secure revenue and uniquely will reimburse

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+1 (347)7174966 info@powercloudsinc.com www.powercloudsinc.com

consequential losses, such as labour, transport and business interruption, which would not normally be paid by the manufacturer in the event of an inherent defect.

The Sunny Belt

The scale of the projects that Solarif is working on spreads far and wide, particularly with the three separate companies to take into account.

Focusing on the insurance side in particular, the size of the installations will vary from country to country.

The majority of the Company’s work has been located in Europe, however, looking ahead the business will also emanate from areas in the Sunny Belt, including Central America, South America, Latin America, the MENA region, Asia and Australia.

“It’s not like Europe is going to die off, but the projects in the Sunny Belt countries are bigger and they make more sense; there is so much sunshine

for numerous new profitable deals and projects have been established.

“I recently went to Israel where I was asked to speak at a conference organised by a panel manufacturer,” continues Wolkenfelt. “After providing a talk on solar insurance and how it all works, I was able to make a vast amount of valuable connections with investors, EPC’s, developers, banks and insurers.

We will often leave this sort of events with a lot of meetings in place and new connections to begin work with.”

Solarif is a Company that is constantly evolving in the everto tap into and it doesn’t need a subsidy from the government to make changing market that is solar power. it a viable project,” says Wolkenfelt.

Over the years it has honed its unique “In Europe the bigger projects still and effective skills at connecting the proving to be successful are generally right industry professionals, saving precious time for all parties involved, located in Southern Europe, as they while helping them to strike the right also work without subsidy.” balance between high profitability When it comes to attracting new clients all over the world, the Company and risks; it will be exciting to see how attends all relevant industry exhibitions the business will move forward as the and conferences, where the foundations need for solar power grows.

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At your

SERVICE Manor Service Stations is providing a business model for innovative progression and flexible development in diversifying service station satisfaction beyond simply fuel prices Writer: Phoebe Calver | Project Manager: Josh Hyland

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stablished in 1985, Manor Service Stations has retained a family run feel throughout its great success. The Company, with its pragmatic approach to the operation, management and retail structure of service stations in the UK, has successfully risen from small start-up status to being one of the most renowned Groups in the local market. The business was founded by Peter Brough; who with the help of his

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son Joe has taken the Company from a small start-up to a well renowned Group within the market.

Founded by Peter Brough, Manor Service Stations currently operates across 12 service stations in the UK, 10 of which it owns itself and two of which are leased from Manchester Airport Group.

Peter’s son, and Sales Director, Joe Brough says: “I joined the Company in 1999, and at that stage we had some sites that we owned ourselves and some which were leased off oil

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companies who didn’t particularly like to run them themselves at that stage.

Things began to change about 15 years ago though, when more of these oil companies began selling their sites to independent companies such as ourselves.”

Although the majority of the Company’s growth and focus has been based in the northwest of England since the inception of this trend, opportunities have presented themselves this year slightly further afield, which Manor Service Stations

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has willingly taken on.

Brough comments: “We’ve just bought a site in North Wales, which actually fits in as we have a couple of sites in North Wales already. We’ve had a site swap with BP, with a site down in Stoke-on-Trent which we have taken over. So yeah, northwest England, the north Midlands and North Wales, we’ll look in those areas really. At the minute our 12 sites keep us nice and busy.”

With the Company’s sales up by 18 percent year-on-year, this upward trajectory is certainly welcomed by the Company, but in such a volatile market, the ability to remain flexible and adaptable is imperative.

“While the price of fuel is fluctuating - and I don’t believe that’s ever going to change - we can never get too excited and alternatively stressed by how we are doing in the fuel business,” adds Brough.

To counter these challenges, the Company has utilised its extensive knowledge and market research to

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While the price of fuel is fluctuating - and I don’t believe that’s ever going to change - we can never get too excited and alternatively stressed by how we are doing in the fuel business

UK celebrity, Peter Kay drops by at one of Manor’s sites

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Coca-Cola European Partners.

Offering the soft drinks you need, all year round.

Deliver For Today.

Inspire for Tomorrow. © 2017 The Coca-Cola Company. All rights reserved.

Other brand is the trademark of its respective owner.

initiate investments across its retail installations over the years; giving consumers a safe haven and positive experience away from the reliance on fuel prices.

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Investment

Investments into innovative solutions have subsequently become a key facet in the progression of a Company such as Manor Service Stations; so when it comes to selecting new projects, the decision must have solid foundations.

“It really is a question of picking and choosing the good ones [sites], and of course everyone in the industry is after the good ones which begins to complicate the process. Unless a Company is willing to pay well over the asking price, which we are not prepared to do, their chances are drastically lessened. We’re not going to pay massively over the odds just to get our hands on something that isn’t guaranteed to work though,” continues Brough.

Selecting sites based on expansion opportunities

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It’s important to find a differentiator through he stores incorporated within its service stations

Manor Service Stations therefore focuses its energies on investing in sites where the location is correct to enable expansion; for example the Company’s most recent project in Warrington, where it has built an additional Starbucks drive-through on the forecourt.

Such foresight and strategy derives from experience and market understanding, as Brough emphasises:“We do have experience and that does give you maybe a little bit of an advantage over new entrants in the market; however, at the same time the competition keeps developing too with new entrants coming in and getting a foothold in the market, as they obviously want to get their name out there as well,” adds Brough.

With this in mind, it is important to also find a differentiator through the kinds of stores incorporated within the Company’s service stations, and with the addition of the right brands,

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...the most important thing is having the right products and the right price and the right atmosphere in a place that’s clean and well lit

friendly staff and a good clean inviting atmosphere, Manor Service Stations is leading the way in innovative approaches to investments within the market.

“You know the most important thing is having the right products and the right price and the right atmosphere in a place that’s clean and well lit. It’s like the old American adage of ‘hello, have a nice day’; just being polite and making people feel valued,” mentions Brough.

Strategic partners

In order to differentiate itself amongst the Company’s market leaders, Manor Service Stations is working with a specific selection of strategic partners, which not only bring in custom, but also support the brand by bringing expertise in its particular field.

In engaging strategic partners such as Starbucks and Subway, the Company has given itself room for growth and

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Making stores bigger and more beautiful on an ongoing basis

expansion in a market that isn’t offering up sites to expand into easily.

Brough says: “You just don’t know what is going to happen. You look at it and think that chances are we’re not going to be able to get hold of any more sites this year as they’re in such high demand on the market.

They can and will go for silly amounts

of money and you have to look at it from a business point of view and say, chances are we won’t get one so there is no point in planning for it.”

With this in mind, the Company has to ensure it is striving to find better cost prices for the entirety of its supply chains to increase sales, which Manor Service Stations is currently achieving

across the board.

“Alongside our investments, we also have a five-year rolling system in which we can undertake shop refits and make them bigger and more beautiful than they were before,” explains Brough.

Similarly to the majority of forecourt retailers, the continued ability to evolve to any situation within the market is helping to keep Manor Service Stations at the top of its game.

Retaining its family run and smalloperation feel enables decisions to be made quickly; allowing for quicker progression while evolving with the market to meet customer demands.

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Service on a Grand Scale Quality

Celebrating its 60th year in pharmaceutical logistics, Alloga Ltd. continues to evolve in an ever-changing market Writer: Phoebe Calver | Project Manager: Callam Waller

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lloga Switzerland has built a name for itself in the market based on quality service and with its 60th birthday just around the corner, the Company shows no signs of slowing down. Being part of the Galenica Group which itself has almost 90 years of experience in the sector, Alloga is an ever-evolving business with an old soul at its core.

The Company was founded under the name Galenica Vertretungen Ltd., acting as a pre-wholesaler and offering both logistical and administrative services in the pharmaceutical industry. Since the joint venture with Alliance Unichem (today Walgreens Boots Alliance) in 1999 and Galenica Vertretungen Ltd.’s transition into Alloga Ltd. In 2001, the Company has seen vast levels of expansion and innovation to remain ahead of the industry curve.

Alloga provides its partners with two basic but highly successful services within pharmaceutical logistics, as Andreas Koch, Managing Director (MD) of Alloga Ltd. explains: “In general we provide two services, one of which we call a ‘logistics only’ service and the other option is the ‘full service’ model.”

The Company’s logistics only model does precisely what the name suggests; the partners Alloga work with have limited storage facilities and therefore need to outsource their products to another company.

Orders are transferred across to Alloga to be processed and delivered, and once the delivery has taken place the responsibility returns to the original partner.

Alloga’s full service model differs in the responsibility that is outsourced; for example the order process management and distribution as well as invoicing and cash collection.

The Company prides itself on the expansion available with this model over time, offering pharmaceutical

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partners the chance to concentrate on doing their core business while Alloga takes care of the rest.

Within these parameters, the Company works to highly stringent guidelines in order to maintain the high standards Alloga has set since inception in 1957. For Alloga, the main focus at all times is delivering quality service; despite some in the industry viewing the Company as inflexible when compared to its competitors, Koch is proud of the business model Alloga provides.

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Andreas Koch, Head of Alloga Ltd., Switzerland

“I am very proud that we have taken the decision to focus on this quality aspect, and also to be able to communicate that we are focused on that; most of our partners are looking to get this level of high quality.

You either ask for flexibility, or you ask for quality. Flexibility always means that we veer away from the standard process the Company has found to be highly successful, which is where people will make mistakes,� he affirms.

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Quality service

The Company places huge importance on remaining up-to-date with each of the 80 industry partners which are hosted within Alloga’s facility, located just outside Bern. “Each week we will have an audit coming from at least one of our industry partners. It can either be an audit on security or an audit on the GDP requirements. With the consistency with which we receive these audits, the Company invests a lot of time in improving any issues

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Working to stringent guidelines

Focusing investments on specific industry requirements

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An attractive company profile with traditional Suisse style

that crop up. Currently we don’t have any open points or issues with our partners; it is very rare in this industry and perhaps a good example of why we are not the cheapest in the market,” confirms Koch.

Alloga’s main investments are focused centrally around providing services which support the pharmaceutical industry and its multitude of requirements. The Company works in a widely varied market, where the products they are dealing with will often require special chambers for storage at a certain temperature or humidity. With the increasing need for storage conditions below 80 degrees centigrade, Alloga is subsequently focusing its efforts in that arena with hopes to be the partner of choice in cold chain pharmaceutical logistics in the future.

Koch continues: “In the pharmaceutical cold chain, we are aware that there will be many more products emerging in the future.

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...for our existing partners who are looking to expand their product portfolios, we are now in the position to expand our facilities in order to meet their current needs...

Alloga’s technical room

Expanding facilities to meet future needs

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Your partner in material handling As the world’s leading provider of modular warehousing and logistics solutions we have supported Alloga Ltd. Switzerland for years and will be glad to continue our partnership in the future. www.ssi-schaefer.com

Servicing a multitude of industry requirements

This also means that for our existing partners who are looking to expand their product portfolios, we are now in the position to expand our facilities in order to meet their current needs and the needs of future partners.”

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Employment standards

In order to maintain such high standards in the developing pharmaceutical industry, Alloga has created a very highly developed training plan.

“Relating to other logistics providers, we have made it quite hard for ourselves to acquire temporary staff; whereas others often hire and fire from temporary offices where you can get people working on an hourly basis. We can’t realistically do this, so from our three month training programme a core staff has been developed,” adds Koch.

Alloga’s industry partners require a very high degree of response to equal the complex pharmaceutical environment they are working in;

Developing a core workforce via a highly developed training plan

and the Company’s employees are expected to understand at least the main requirements and messages of the partner companies to meet this demand.

Consequently, it is clear that Alloga treats pharmaceutical logistics with the delicacy that it requires; in transporting sometimes dangerous pharmaceuticals the staff must be specialised.

“I think it is dangerous when we see other logistics providers or standard transport companies where today you could transport fruit, tomorrow bottles and the next day pharmaceuticals. It just doesn’t work in this market,” Koch

affirms.

However, with Switzerland’s incredibly low unemployment rate of three percent, the Company has to be innovative in its search for the right workers.

“It falls to a combination of an attractive company profile, traditional Suisse style, high requirements but in return, very good working conditions.

We try to hire this way and in the past we have been successful in our endeavours; all of which helps us remain the partner of choice in Switzerland,” the MD concludes.

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MRO

MIDDLE

EAST

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AIME

E V E N T

F O C U S

An ongoing forum focusing on growth and revenue opportunities E V E N T

D E TA I L S

WHEN: 8-9 February WHERE: Dubai World Trade Centre, Dubai, UAE WEBSITE: http://mromiddleeast.aviationweek. com/me17/Public/enter.aspx

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AVIATION WEEK Network’s MRO Middle East (#MROME), co-located with Aircraft Interiors Middle East (AIME), will be held 8-9 February in Dubai, UAE at the Dubai World Trade Center. Focused on commercial aviation maintenance, repair, and overhaul (MRO), the event offers networking among industry leaders representing airlines, regulators, suppliers and service providers.

MRO Middle East allows attendees to reach and interact with top-level airline, MRO and OEM executives in the commercial aviation industry, connect with policy and decision makers, and to find new providers and business opportunities. More than 3,500 commercial MRO professionals will be in attendance with exhibitors from more than 70 countries.

Featured speakers and sessions include: • The keynote presentation by Adel Ali, CEO of Air Arabia • Leader Insight Panel: Middle East and MRO in a Worldwide Context, featuring Zuhair Moh’d Al- Khashman, CEO and President, Jordan Aviation Airlines; Abdulla H. AlHudaid, Chief Operating Officer, Jazeera Airways; and Cemil Sayar, Director Technic, Sunexpress.

• OEM Managed Parts Solutions: How technology, Information and Airline Business Models are Shaping Parts Support, a workshop comprising speakers, William Krebs, Director Fleet Services, The Boeing Company; Sam Mallos, Manager Business Development, Teledyne Controls; Steven Pearson, Director Material Services, The Boeing Company; and Daniel Saldanha, Senior Manager, Technical Procurement and Warehouse Management, Oman Air • Engines, Wings or Fuel Tanks… Best Practices in Moving Large, Oversized Shipments, a workshop sponsored by FedEx, featuring Vivek Ashoka, Senior Manager of Operations; Chris Swearingen, Manager of SenseAware; and Sammy Bousaba, Director Sales; all for FedEx • Building and Executing Successful, Long-Term Support Programmes, a workshop sponsored by Panasonic with speaker: Sean Gavin, VP Technical Services, Panasonic Avionics • From Part Fulfillment to Fleet Uptime: Changing the conversation in aircraft maintenance, a workshop sponsored by PTC with speakers H. Brent Baker, Major General (Ret), VP, Worldwide Federal A&D; and Wes Malcolm, SLM Solution Director EMEA; both for PTC and Leonardo Amorim, Director Business Services & Operations EMEA, Embraer MRO Middle East is sponsored

by Platinum Sponsors, HEICO, StandardAero, and UTC; and Gold Sponsors, Global Engine Maintenance, Lufthansa Technik and Pratt & Whitney.

GTR

MENA

TRADE

FINANCE

WEEK

E V E N T

F O C U S

The annual gathering of trade finance professionals E V E N T

D E TA I L S

WHEN: 12-16 February WHERE: Jumeirah Emirates Towers, Dubai, UAE WEBSITE: http://www.gtreview.com/events/ mena/gtr-mena-trade-financeweek-2017/

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focusing on International Trade & WITH ESTABLISHED links to the region’s primary trade bodies, financial Documentary Credits.

Proceedings will commence with a institutions and regulators, GTR’s keynote address by H.E. Hani Al Hamli, annual event in Dubai plays a vital role Secretary General of Dubai Economic in fostering face-to-face dialogue Council (DEC), highlighting between all sectors involved key strategic objectives for in Middle Eastern trade.

INCLUDES financing infrastructure, The 14th edition of and the importance of this series features an ECA and expanded focus, placing both the public Infrastructure bringing and private sectors greater emphasis on Finance Day together. corporate treasury Welcoming multinational matters and the issues companies, SMEs, financiers, facing treasurers today, in an ever changing global insurers, risk managers, lawyers, consultants, government bodies market. Furthermore, the newly and ECAs, this annual gathering of extended format will incorporate a trade finance professionals provides special ECA and infrastructure finance unrivalled access to hundreds of day, held in partnership and under the patronage of Dubai Economic Council, companies and institutions engaged in as well as a GTR Training seminar regional trade.

IGTC

2017

(INTERNATIONAL

GAS

E V E N T

TECHNOLOGY

CONFERENCE)

F O C U S

Key Conference Topics: • Global Gas Market Overview: New players, changes in legislation, market trends, and forecasts

From gas, to chemicals and petrochemicals IGTC17_180x240_ad:1 20/10/2016 09:47 Page 1

WITHIN A context of low gas prices, diversification to higher margin products such as chemicals and petrochemicals becomes an even more attractive route to gas monetisation. Under certain market E V E N T D E TA I L S conditions gas conversion to liquid fuels (gasoline, diesel & syncrude) WHEN: 20-21 February proves to be a feasible, and often the & 21 february 2017 · MaDINaT JuMeIraH · DubaI WHERE: Madinat20 Jumeirah, only possible, solution for stranded Dubai, UAE gastorecovery in remote locations.

Within a context of low gas prices, diversification higher margin products such as chemicals and petrochemicals IGTC 2017 focuses on latest CONTACT: becomes an even more attractive route to gas for producing chemicals gas monetisation. Under certain market conditionstechnologies office@europetro-me.com and petrochemicals based on natural conversion to liquid fuels (gasoline, diesel & syncrude) proves to be a feasible, and often the only possible, gas as the main feedstock. The WEBSITE: solution for stranded gas recovery in remote locations. conference provides an opportunity https://www.europetro.com/en/ IGTC 2017 focuses on latest technologies for producing forgas producers, consultants, EPCs and igtc2017 chemicals and petrochemicals based on natural as the main feedstock. The conference provides technology an providers to become opportunity for producers, consultants, EPCs and updated on the latest research, technology providers to become updated on the latest innovative technologies and recent research, innovative technologies and recent applications in the industry. applications in the industry.

If your company is interested in presenting at the event, please contact us by sending your abstract to office@europetro-me.com

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• Alternatives for NG Monetisation: Pipelines; new and ongoing LNG projects • Ammonia and Derivatives - Urea & Ammonium Nitrate: Technology innovations, current project case studies and updates • Methanol and Derivatives Olefins (MTO), DME: Technology innovations, equipment, projects, case studies • Synthetic Liquid Fuels – GTL (Fischer-Tropsch), MTG: Market challenges and opportunities, new technologies for mega and mini concepts, project updates

20 & 21 february 2017 · MaDINaT JuMeIraH · DubaI Within a context of low gas prices, diversification to higher margin products such as chemicals and petrochemicals becomes an even more attractive route to gas monetisation. Under certain market conditions gas conversion to liquid fuels (gasoline, diesel & syncrude) proves to be a feasible, and often the only possible, solution for stranded gas recovery in remote locations.

IGTC 2017 focuses on latest technologies for producing chemicals and petrochemicals based on natural gas as the main feedstock. The conference provides an opportunity for producers, consultants, EPCs and technology providers to become updated on the latest research, innovative technologies and recent applications in the industry.

If your company is interested in presenting at the event, please contact us by sending your abstract to office@europetro-me.com

First Announcement & Call for Papers Key Conference Topics: Global Gas Market Overview: new players, changes in legislation, market trends & forecasts Alternatives for NG Monetisation: pipelines, new and ongoing LNG projects Ammonia and Derivatives - Urea & Ammonium Nitrate: technology innovations, current project case studies & updates Methanol and Derivatives - Olefins (MTO), DME: technology innovations, equipment, projects, case studies Synthetic Liquid Fuels – GTL (Fischer-Tropsch), MTG: market challenges & opportunities, new technologies for mega and mini concepts, project updates

Sponsorship & Exhibition Opportunities at IGTC 2017: There are a variety of different packages available to ensure your company enjoys a high profile at our events.

Please contact us for more details.

How to contact the Organiser: Euro Petroleum Consultants DMCC PO Box 625766, Dubai United Arab Emirates T: +971 (0)4 421 4642 E: office@europetro-me.com

www.europetro.com/en/igtc2017

ENERGY

FROM

WASTE

2017

E V E N T

F O C U S

Where the waste-toenergy industry does business In association with

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21 – 22 February 2017 Royal College of Physicians, London

A brave new world: innovating to ensure economic viability in a new political landscape

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IN A CHANGING political landscape, now, more than ever, we need to better utilise waste as a resource to ensure energy security. Investment in research and innovation must continue if we are to extract maximum value for the global energy industry.

The obvious challenge is keeping up with potentially game-changing developments in future energy from waste policy following significant global political shifts, including the UK’s decision to leave the EU. So it is opportune that the Energy from Waste Conference is on the horizon to provide answers in these uncertain times.

Taking place on 21-22 February, 2017 in London, the conference agenda includes a keynote on what Brexit might mean for the European energy

market, a panel review of key drivers in waste gasification, exclusive insight into opportunities in Eastern Europe, and a case study on China and practical workshops on due diligence and refuse-derived fuel.

Delegates will hear from a stellar line-up of renowned international speakers, including: Mike Brown, managing director, Eunomia who will present key findings from the latest Residual Waste Infrastructure Review in Europe; and Dick Hoogendoorn, from the Dutch Waste Management Association, who will join the panel benchmarking UK energy from waste performance against other European countries.

The thought provoking agenda also addresses the future of energy from waste, with insight provided on local authorities’ future role in operational waste contracts, and expert coverage on new secondary and tertiary technologies making energy from waste economically viable.

In addition to the valuable content, the conference is the ideal environment to meet new suppliers, and explore new partnership opportunities in the waste to energy sector. Delegates are invited to attend the relaxed and informal networking dinner, and pre-arrange one-to-one meetings with fellow attendees.

Delegates can also see for themselves how EfW technologies are being successfully utilised with an exclusive visit to an energy from waste facility thermally treating household and commercial waste.

This innovative programme ensures Energy from Waste 2017 remains the premier conference driving new technology discussion, operational efficiency, best practice and compliance in the global energy from waste sector.

In association with

magazine

21 – 22 February 2017 Royal College of Physicians, London

A brave new world: innovating to ensure economic viability in a new political landscape The premier conference driving new technology discussion, operational efficiency, best practice and compliance in the global energy from waste sector.

Meet with an international audience of the sectors’ thought leaders and key decision makers for unrivalled senior-level industry debate.

Join the discussion and debate covering: Smart cities Waste gasification Emerging and secondary technologies Heat delivery networks Due diligence & refuse derived fuel Opportunities for SRF Project finance and investment Local authorities’ future role Featuring: One-to-one meetings Exhibition of leading industry suppliers

fu An N Gre lly-ope excluEW F atm rat siv OR oor iona e si 2 ene l an te v 0 1 rgy d re isit 7 from cen to t was tly-ophe te f ene aci d lity

Special discounted rate available for EME Outlook readers – quote EFW17SUP when booking online

Book online now: www.efwconference.com

M E -T E C H 2 0 1 7 ( M I D D L E E A S T T E C H N O LO G Y F O R U M F O R R E F I N I N G & P E T R O C H E M I C A L S )

E V E N T

F O C U S

An essential meeting place for the Middle East downstream industry E V E N T

D E TA I L S

WHEN: 21-23 February WHERE: Madinat Jumeirah, Dubai, UAE CONTACT: office@europetro-me.com WEBSITE: www.me-tech.biz

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NOW IN ITS seventh year, METECH is a well-respected and established event for the refining and petrochemicals sectors, bringing together producers and service providers to share and discuss the very latest industry trends, technology developments and key projects in these sectors.

Since its inception in 2011, ME-TECH has proved to be an essential meeting place for the Middle East downstream industry and an excellent platform to keep up-to-date with developments in this important region.

ME-TECH includes topical technology and project-related presentations as well as ample opportunity for high quality networking; and has consistently welcomed a distinguished panel of expert speakers.

KEY TOPICS: • Global Market Trends, Challenges and Key Drivers • Updates from Major Projects in the Region – SABIC, YASREF, ORPIC, KPI • Factors Shaping the Future of Refinery and Petrochemicals Integration • Successfully Implementing Optimisation and Management Tools • Latest Developments in Petrochemical and Refining Technologies • Clean Fuel Technologies and Latest Catalyst Innovations • Sustainability and Energy Efficiency • Sponsors include Honeywell UOP, ExxonMobil, Amec Foster Wheeler, Air Liquide, Bechtel BHTS

metech_180x240_ad 20/10/2016 09:53 Page 1

21 – 23 february 2017 · Madinat JuMeirah · dubai

Conference Highlights Global Market Trends, Challenges and Key Drivers Updates from Major Projects in the Region – SABIC, YASREF, ORPIC

The Meeting Place for the Middle East Downstream Industry Conference and Exhibition

Factors Shaping the Future of Refinery and Petrochemicals Integration Successfully Implementing Optimisation and Management Tools Latest Developments in Petrochemical and Refining Technologies Clean Fuels Technologies and Latest Catalyst Innovations SPONSORS

SPEAKERS

Special Feature:

Honeywell UOP Pre-Conference Workshop 21 February 2017 For Sponsorship & Exhibition Opportunities or to Register please contact us: Tel: +971 (0)4 421 4642 | Email: office@europetro-me.com

www.me-tech.biz

GULFOOD

2017

E V E N T

F O C U S

The world’s largest annual food and beverage trade show 26 Feb - 2 Mar 2017 Trade Centre E V EDubai N World T D E TA I L S

WHEN: 26 February - 2 March WHERE: Dubai World Trade Centre, Dubai, UAE WEBSITE: http://www.gulfood.com/

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by accessing the most relevant international and regional brands, companies and operators; the people they most want to meet from the sectors they primarily serve.”

Gulfood 2017, which will take place only three months after the sectorspecific Gulfood Manufacturing event posted record visitor numbers in its third outing in November, 2016, IN THE LEAD-UP to its 22nd edition will feature 120 national pavilions in 2017, more than 95,000 food and including first-time participants, Malta, beverage professionals are already Finland and Slovakia. The show will planning their visit to Gulfood, the also see hundreds of international world’s largest annual food and heads of state, ministers, government beverage trade show. officials and scores of national trade To increase accessibility and associations eager to ink lucrative trading potential, Gulfood 2017 will bi-lateral trade agreements among focus solely onyour finished food and Make 95,000 anticipated visitors. ...is business. it beveragesbigger split intoby eight individual More than 5,000 local, regional visiting Gulfood. show components: Beverages; Dairy; and international companies from 90 Fats & Oils; Heath, Wellness & Freecountries will display thousands of From; Pulses, Grains & Cereals; Meat finished food and beverage products INNOVATION. & Poultry; Power Brands; and WorldTASTES. reflecting the latest taste trends Food. and food innovations from around TRENDS. Trixie LohMirmand, Senior Vice the world. F&B professionals from President, Exhibitions & Events over 160 countries will visit the show to discover new trends, source the Management, Dubai World Trade Centre (DWTC), explains: “Gulfood’s latest products and deliver the widest new sectorised format will allow selection of food and beverage choice visitors to get straight to business in their home countries.

THE BIGGEST FOOD BUSINESS

26 Feb - 2 Mar 2017 Dubai World Trade Centre

THE BIGGEST FOOD BUSINESS ...is your business. Make it bigger by visiting Gulfood.

INNOVATION. TASTES. TRENDS.

Register at gulfood.com

ORGANISED BY

OFFICIAL AIRLINE PARTNER

OFFICIAL COURIER HANDLER

OFFICIAL TRAVEL PARTNER

MINING

INVESTMENT

EUROPE

E V E N T

F O C U S

The preferred mining investment forum in continental Europe MININGINVESTMENT 1- 3 MARCH 2017

EUROPE

Jumeirah Frankfurt, Germany Where Miners, Investors and Service Providers Converge

E V E N T

D E TA I L S

JOIN US1-3 IN FRANKFURT WHEN: March TO CONNECT WITH EUROPE AND THE WORLD. MORE THAN

250 ATTENDEES ARE WAITING TO MEET YOU! WHERE: Jumeirah Frankfurt, Take Advantage of our Special Offer to Attend and Exhibit Today!

Germany Contact Daniel Radziszewski at +65 6717 6018 or

daniel.radz@spire-events.com CONTACT: daniel.radz@spire-events.com Spotlight Sponsor

WEBSITE:

Follow us on social media

http://www.mininginvestmenteurope.com/ @MiningInvmt

Mining Investment

www.mininginvestmenteurope.com

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MINING INVESTMENT Europe is a strategic mining conference and exhibition for the leaders of the mining, quarrying and construction materials industries, bringing together 250 attendees from 20 countries.

Ministers, mining companies, investors and service providers travel from all over Europe, Asia, Africa, North America and Middle East for three days of partnering, networking and business matching in Frankfurt.

As one of the world’s leading financial hubs, Frankfurt is the ideal location to attract mining companies, investors and their partners from across the entire region.

At the conference, various topics such as key issues disrupting and innovating the mining sector, insights on the mining landscape, mining

finance and business strategies will be discussed. Mining Investment Europe will bring in top notch business thought leaders to share their insights with the delegates. The conference will also provide plenty of networking opportunities through roundtable discussions and a cocktail drinks reception.

Besides the conference, the exhibition also provides a great opportunity for mining technology, equipment and services companies, miners and governments to expand connections, launch new products and forge new business partnerships. With key European and global buyers and industry leaders conveniently located under one roof, it is also an excellent branding platform for mining companies and service providers to profile themselves to their target audience.

Apart from the conference and exhibition, there will also be masterclass workshop on the last day to maximise the overall Mining Investment Europe experience for all attendees.

Special rates are available for advanced registration and more information on Mining Investment Europe as well as registration details can be found at http://www. mininginvestmenteurope.com/ Mining Investment Europe is organised by Spire Events (Singapore) and is part of the global Mining Investment Series that has successfully spanned across Asia, Africa, Middle East, Latin America and Europe. More details on the latest global Mining Investment conferences can be found at www.spire-events.com.

MININGINVESTMENT 1- 3 MARCH 2017

EUROPE

Jumeirah Frankfurt, Germany Where Miners, Investors and Service Providers Converge

JOIN US IN FRANKFURT TO CONNECT WITH EUROPE AND THE WORLD. MORE THAN 250 ATTENDEES ARE WAITING TO MEET YOU! Take Advantage of our Special Offer to Attend and Exhibit Today!

Contact Daniel Radziszewski at +65 6717 6018 or daniel.radz@spire-events.com Spotlight Sponsor

Follow us on social media @MiningInvmt

Mining Investment

www.mininginvestmenteurope.com

Mining Investment

Spire Events

8TH

WORLD

CONGRESS

ON

A G R I C U LT U R E

E V E N T

8th World Congress on

Agriculture & Horticulture E V E N T

D E TA I L S

WHEN: 2-3 March WHERE: Amsterdam, Netherlands CONTACT:

agriworld@foodtechconferences.com

WEBSITE:

http://agriculture-horticulture.conferenceseries.com/europe/

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H O R T I C U LT U R E

F O C U S

Growing aspects of agriculture AGRICULTURE IS a major part of our lifestyle today. Without it, we probably would not have many of the features available to us today. Agriculture is the basis of all civilisation; the basis of writing, of cities and towns, of our governing systems, of our technology, of almost

&

everything we have.

Realising the importance of this field, Conference Series LLC feels proud and honoured in inviting the contributors across the globe to its premier 8th World Congress on Agriculture & Horticulture (Agri World 2017) to be held 2-3 March, 2017 in Amsterdam, Netherlands. Agri World 2017 is the premier event that brings together a unique and international mix of experts, researchers and decision makers both from academia and industry across the globe to exchange their knowledge, experience and research innovations.

Agri World 2017 will provide a platform for researchers, scientists, and all other professionals to discuss the current situation, challenges and advancements relating to agriculture and its relevant sectors. The conference enables researchers to share experience and best practices on their work to promote greater participation.

As the commercial capital of the Netherlands and one of the top financial centres in Europe, host city, Amsterdam is considered an alpha world city by the Globalisation and World Cities (GaWC) study group. There

KEY TOPICS: • • • • • • • • • • • • • • •

Conference Topics Global Warming and Agriculture Agricultural Biotechnology Engineering inputs in Agriculture Soil Sciences Agronomy Horticulture Agriculture & Forestry – Utilisation & Potential Applications Crop Sciences Crop Protection & Awareness Agriculture Law & Policy Organic Agriculture Agricultural Extension and Sustaining Practices Livestock farming & Genetic Engineering Plant Science

is a broad spectrum of recreational and cultural sights in Amsterdam including more than 50 museums which attract many millions of visitors every year. There are Amsterdam tourist attractions you should not miss during your visit, which include Oude Kerk, Dam Square, Begijnhof, Amsterdam’s canals, Jordaan, Artis Zoo, Vondelpark, Amsterdam windmills, and many more tourist attractions.

We are very confident that we will offer you an unforgettable experience in exploring new opportunities.

SOLAR

POWER

SUMMIT

E V E N T

F O C U S POLICY & REGULATION: • Electricity market design • RES Directive – 35 percent renewables in EU by 2030 • An industry policy for solar • Solar power and economic development

BUSINESS & MARKETS: • Global prospects for solar: the crystal ball • Emerging markets - where are the next growth opportunities?

• Where is the future for largescale solar?

Global market forecasts, policies and technology trends E V E N T

D E TA I L S

WHEN: 7-8 March WHERE: Brussels, Belgium WEBSITE: www.solarpowersummit.org

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SOLARPOWER EUROPE’S flagship event, the 12th annual SolarPower Summit, is recognised throughout the solar sector as the most important event on the development of global solar markets. It is a unique opportunity to discuss policy, business and technology changes.

Learn about market trends, identify business opportunities, and network with the leading sector analysts, experts and key industry stakeholders.

Meet more than 300 high level policy makers, leading sector analysts, experts and key industry stakeholders representing esteemed companies

TECHNOLOGY & INNOVATION: • Storage: how to accelerate the holy grail • A rooftop revolution: Power to the prosumer • Digitalisation of the energy sector

THREE REASONS TO REGISTER: Three reasons to register: 1. Discover the latest policy updates, market insights and tech news Hear from the world’s leading experts 2. Contribute to the discussions and get your voice heard Register now and benefit from the early bird discount 3. Unique networking opportunities

DUBAI

DRINK

TECHNOLOGY

EXPO

E V E N T

2017

F O C U S

The meeting point for the Middle East beverage industry

ss the Latest Beverage Manufacturing Technologies & Services

E V E N T

D E TA I L S

7 – 9 March 2017 WHEN: 7-9 &March Dubai International Convention Exhibition Center

Dubai Convention & The WHERE: Premier Specialized Event Centre, Dubai, UAE forExhibition the Beverage Industry in the Middle East CONTACT: bilal.merhi@index.ae

www.drinkexpo.ae

WEBSITE: www.drinkexpo.ae

Booking & Sponsorship WWW.EMEOUTLOOKMAG.COM 160Mobile: 00971505676164 al.merhi@index.ae

Middle East, Africa and Asia.

DUBAI DRINK Technology Expo is The Global Water & Beverage the only beverage Industry exhibition Technology Congress will run alongside in the Middle East which is dedicated the expo bringing together the operators to innovations in beverage processing of the Middle East beverage plants to systems; production, filling & discuss and share best practices packaging; and logistics and and innovations in the field storage of non-alcoholic of beverage & water beverages and water The event manufacturing.

- attracting qualified is expected to regional beverage This year, the exhibition attract more will witness participation manufacturers to the than 7,000 of local and international show. companies from 25 Dubai Drink visitors countries displaying their Technology Expo is now stepping into its ninth recent innovations that could benefit the beverage industry. The edition and is scheduled to be largest participation is from China and held from 7-9 March, 2017 at the Dubai Turkey who will have dedicated pavilions Convention & Exhibition Centre. The at the show. The event is expected to event will gather key players and visitors from the water and beverage attract more than 7,000 visitors and manufacturing business from the participants over its three days.

Witness the Latest Beverage Manufacturing Technologies & Services

7 – 9 March 2017

Dubai International Convention & Exhibition Center

The Premier Specialized Event for the Beverage Industry in the Middle East www.drinkexpo.ae

For Space Booking & Sponsorship Email: Bilal.merhi@index.ae Mobile: 00971505676164

INTERNATIONAL

FOOD

&

DRINK

E V E N T

EVENT

2017

D E TA I L S

WHEN: 19-22 March WHERE: ExCeL, London, UK WEBSITE: www.ife.co.uk/eu

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2017)

F O C U S

Bursting with food & drink inspiration E V E N T

(IFE

IFE 2017 (The International Food & Drink Event) is the UK’s biggest and most important food & drink trade show. Taking place 19-22 March in London, the home of innovation, the event provides an unrivalled opportunity to source exciting and new food & drink from 1,350 British & global suppliers. Tickets to attend are free if you register via the website www.ife.co.uk/eu. For travel or hotel discounts please visit www.ife.co.uk/ promo.

Products as diverse as date nectar, tree water, BBQ jams and even the latest botanical food trend - kola nuts - will make IFE 2017 the place to be for the latest menu inspiration and newest shelf fillers. While the Great British & Irish Food section of the event will showcase the highest quality, artisan

and most delicious products the UK has to offer.

Buyers can satisfy their sweet tooth with a visit to BeLoVeD at stand N1626 to sample date nectar, a 100 percent date-based healthier alternative to honey or syrup, which not only tastes great, but offers both enhanced fibre and potassium content. For a thirst quenching experience head to the Dalston stand N2142, for a hand-mashed cola made from an infusion of citrus juices, spices and kola nuts; the fruit of the African kola tree. These products are just a tiny example of the inspiring foods you can discover at IFE 2017.

For those interested in learning more about the wider trends impacting the industry, IFE’s ever-popular seminar and debate programme will be enhanced for 2017, with the introduction of several new speaker stages including the Talking Trends stage. This stage will be filled with inspirational talks on the latest UK and international NPD and food trends. Complementing this will be The Big Picture theatre hosting IFE 2017’s keynote speakers, giving insight on a range of hard hitting industry issues such as Brexit, the sugar debate and millennial consumers.

Co-located with IFE is Pro2Pac, the UK’s only food & drink packaging event and Waste-Works, the UK’s only waste and sustainability event for the food industry. The three events together cover the entire supply chain; from farm to fork, to fertiliser and fuel.

Register online (www.ife.co.uk/eu) for your free ticket to all three shows and avoid paying the £25 door charge.

50 1,3bitors i

Trade Only

exh

FR to at EE tend

Register to attend at www.ife.co.uk

TURKEY

TRADE

&

EXPORT

FINANCE

E V E N T

CONFERENCE

2017

F O C U S TOPICS INCLUDE: • Turkish risk outlook: Regional security issues and the constitutional referendum • The pivot East: Prospects for Shanghai Cooperation Organisation membership • Government incentives supporting Turkish exporters in areas such as bank lending and currency risk management

Highlighting key business opportunities emerging in developed and developing markets E V E N T

D E TA I L S

WHEN: 21 March WHERE: Istanbul, Turkey WEBSITE: http://www.gtreview.com/events/ europe/turkey-trade-export-financeconference-2017/

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IN THE WAKE of seismic political events both at home and in key developed economies, Turkey finds itself at a geopolitical crossroads.

Growing global protectionism signified by the Trump administration and the advent of Brexit threaten a slowdown in global trade, while Turkey’s EU accession negotiations have stalled and interest rate hikes at the Federal Reserve pose liquidity challenges to emerging markets.

Warming relations with key markets in the Middle East and Russia, and the prospect of closer economic integration with the East, offer an alternative source of economic growth.

The Turkey Trade & Export Finance Conference will highlight the key business opportunities emerging in developed and developing markets,

• Pinpointing opportunities for trade and investment in the MENA region • Iran update: Assessing the current sanctions environment • Opportunities in the pipeline: Infrastructure investment hotspots in 2017 • Treasury, trade and working capital optimisation: Identifying key strategies, techniques and practical challenges • Structured export financing: Leveraging ECA support to get the deal done and the financing techniques and risk management strategies enabling Turkish, regional, and global players to capitalise on a rapidly evolving global market.

GTR‘s annual event in Istanbul has quickly become the primary industry gathering at which companies can meet and discuss their exporting and financing requirements with likeminded organisations. As the only event of its kind, and with established support from key industry associations, public bodies and institutions; 2017’s event features new and innovative content designed to foster maximum engagement between speakers and delegates, with more than 350 attendees expected.

3RD

RUSSIA

&

CIS

PROCESS

SAFETY

E V E N T

FORUM

D E TA I L S

WHEN: 3-4 April WHERE: InterContinental Moscow Tverskaya Hotel, Moscow, Russia WEBSITE: https://www.europetro.com/en/ rsf2017

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2017)

F O C U S

Ensuring sustainable development of the oil & gas industry E V E N T

(RSF

IN 2015 Euro Petroleum Consultants launched the Russia & CIS Process Safety Forum with the aim to address all the key issues relating to improving safety in refineries and petrochemical plants. This year, Euro Petroleum Consultants organises the annual edition of RSF at the InterContinental Moscow Tverskaya Hotel on 3-4 April.

An evolving market and business environment, changes in regulation and strict limitations encourage companies of oil & gas, refinery and petrochemical industries to review their vision of safety. Technology and economic constraints along with product quality requirements form specific objectives that industry players pursue in order to increase overall efficiency of business.

One of the main factors ensuring

sustainable development of the oil & gas industry is safety in operations as well as non-core activities. Process safety management is fundamental for all areas of business; it is the only way to minimise incidents and avoid additional costs and financial losses. A key responsibility for oil & gas companies is to guarantee that the processes operate safely for their employees, the environment, the local residents and other sectors in the region.

RSF 2017 provides an opportunity to hear and assimilate best practices, share latest developments in safety, and to cooperate in order to gain additional competences in PSM. Leaders of the industry will be presenting strategic concepts of industrial safety, case studies of effective process safety management, and design for safety operations.

The event format is structured to encourage networking and open discussions. The outstanding venue - InterContinental Moscow Tverskaya Hotel - is located on Tverskaya, the main street of Moscow, leading straight into the Kremlin, and offers excellent accommodation to conference delegates.

RUSSIA

&

CIS

BBTC

2017

E V E N T

F O C U S

The 12th Russia & CIS Bottom of the Barrel Technology Conference & Exhibition takes shape E V E N T

D E TA I L S

WHEN: 5-6 April WHERE: InterContinental Moscow Tverskaya Hotel, Moscow, Russia WEBSITE: https://www.europetro.com/en/ rusbbtc2017

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IN 2005 Euro Petroleum Consultants launched a series of high level conferences known as Rus BBTC; Russia & CIS Bottom of the Barrel Technology Conference & Exhibition.

For 12 years BBTC has been one of the most popular conferences devoted to residue upgrading technologies in Russia & CIS countries.

In today’s economic environment, residue upgrading has been identified as the key solution to the pressing challenge of meeting the growing market demand for cleaner fuels, the gradual substitution to processing heavier feedstock and the decreasing demand for heavy oil.

In refining and in particular for those refineries processing heavier crudes, there is a simple challenge; how to increase the overall conversion of the

residues of all crudes into the most valuable distillates. It will be important for refiners to select the options that best meet their specific market requirements and also fit within their investment plans. In recent years we have seen refinery complexity increase and despite the increased capital costs associated, this has led to undeniable benefits in terms of flexibility and financial performance.

Russia & CIS Bottom of the Barrel Technology Conference & Exhibition will take place on 5-6 April at the InterContinental Moscow Tverskaya Hotel and will bring together the world’s industry leaders, refiners and suppliers to share new technology developments and discuss innovative ways to use, recycle and recover catalysts in residue upgrading processes.

As usual the event format is designed to encourage networking and open discussions. The magnificent venue is the InterContinental Moscow Tverskaya Hotel located on Tverskaya, the main street of Moscow, leading straight into the Kremlin and providing every service a conference delegate requires.

IRAN

TRADE

&

EXPORT

FINANCE

E V E N T

CONFERENCE

F O C U S

Considering the implications of a business environment ripe for investment E V E N T

D E TA I L S

WHEN: 19 April WHERE: Espinas Palace Hotel, Tehran, Iran CONTACT: jmulhausen@gtreview.com WEBSITE: http://www.gtreview.com/ events/mena/iran-trade-financeconference-2017/

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2017

WITH DISCUSSIONS still ongoing, 2017 could be a monumental year for Iran following the 2016 lifting of a number of international sanctions.

This brings with it the potential for a new market economy within the international community, complete with the world’s fourth largest oil reserves and second largest gas reserves.

GTR‘s inaugural Iran Trade & Export Finance Conference will consider the implications of this new era, with a business environment ripe for investment and joint ventures and a mood of cooperation within the upper echelons of Government.

With Iran keen to benefit from external expertise in a range of key sectors - including transport, telecommunications, infrastructure,

technology, real estate and financial services - the conference will provide first-hand insights on the latest developments, utilising a proven event model that incorporates original content, interactive formats and an unparalleled networking environment.

GTR ties to the market’s primary trade bodies, regulators and institutions; allowing for on-stage discussions to focus on the latest challenges being experienced by those involved in African trade, as well as highlighting potential opportunities in a number of key countries and sectors.

Discount

Europe & Middle East Outlook has secured a 15 percent discount with code EOK15 when booking online.

Please keep in mind that these offers are not available in conjunction with any other offers and are eligible for new registrations only In order to register for the corporate passes, or for any questions, please contact Judith Mülhausen via jmulhausen@gtreview.com, or visit the GTR website. All attendees must be registered prior to the event.

Iran Trade & Export Finance Conference 2017 Tehran, Iran | Espinas Palace Hotel April 12, 2017 Limited number of complimentary corporate passes available!* 15% discount thereafter with OUTLOOK15

GTR‘s inaugural Iran Trade & Export Finance Conference will consider the implications of this new era, with a business environment ripe for investment and joint ventures and a mood of cooperation within the upper echelons of government.

GTR events in 2016

5,732 Delegates attended

2,923 Companies represented

93

Countries represented

Who will you meet? ›› Regional corporates & traders ›› Banks & financiers ›› Government organisations & public bodies ›› Insurers & risk managers ›› Lawyers ›› Consultants ›› Trade associations and chambers

603

Delegates attended

277

Companies represented

30

Countries represented

›› ECAs & multilaterals ›› Solution providers

*reserved for exporters, importers, traders, manufacturers and producers of physical goods only.

“GTR events are excellent and bring the trade finance industries together for networking and discussion of important topics.”

A S Gundogdu, ITFC

To find out more, please contact Judith Mülhausen at jmulhausen@gtreview.com or visit www.gtreview.com

Outlook

Creative Services

Complementing the production of Africa Outlook, Asia Outlook and Europe & Middle East Outlook magazines, Outlook Publishing’s award-winning in-house team is now utilising these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit www.outlookpublishing.com/creative-services

DESIGN: Stephen Giles +44 (0) 1603 959 656 steve.giles@outlookpublishing.com

EDITORIAL: Matthew Staff +44 (0) 1603 959 655 matthew.staff@outlookpublishing.com

Mandy Farnell +44 (0) 1603 959 661 mandy.farnell@outlookpublishing.com

Phoebe Calver +44 (0) 1603 959 660 phoebe.calver@outlookpublishing.com